Chapter 11: The Project Team
107. In brainstorming, the round-robin process continues until no one can come up with any more ideas or the time
limit is up.
a. True
b. False
108. Two important rules must be followed for brainstorming to work: no immediate discussion of ideas and
no judgmental comments.
a. True
b. False
109. Individuals should simply state an idea; not discuss, justify, or try to sell it.
a. True
b. False
110. Other participants are allowed to make comments, supportive or judgmental.
a. True
b. False
111. People involved in projects are usually very busy working on their assigned tasks. Therefore, good
time management is essential for a high-performance project team.
a. True
b. False
Chapter 11: The Project Team
112. To help you effectively manage your time, at the end of each week, identify several (two to five) goals that
you wanted to accomplish the past week.
a. True
b. False
113. To help you effectively manage your time, at the end of each day, make a to-do list for the next day.
a. True
b. False
114. To help you effectively manage your time, read the daily to-do list first thing in the morning, and keep it in sight
all day.
a. True
b. False
115. To help you effectively manage your time, control interruptions from the items on your to-do list.
a. True
b. False
116. To help you effectively manage your time, learn to say yes to activities that will consume your time but
not contribute to accomplishing your goals.
a. True
b. False
Chapter 11: The Project Team
117. To help you effectively manage your time, make effective use of waiting time. For example, carry reading
material with you in case you get stuck in an airport.
a. True
b. False
118. To help you effectively manage your time, try to handle most paperwork only at least twice.
a. True
b. False
119. To help you effectively manage your time, go through your incoming mail or e-mail at the end of the day so that it
won’t divert you from working on your day’s todo list.
a. True
b. False
120. To help you effectively manage your time, when going through your mail, take action on each document at a later
time instead of while you are holding it the f time.
a. True
b. False
121. To help you effectively manage your time, reward yourself at the end of the week if you accomplished all your
goals.
a. True
b. False
Chapter 11: The Project Team
122. One of the first things that a project manager must do is to
a. review the plan to be sure of the payment dates.
b. determine the earned value of work performed.
c. obtain and put together a project team.
d. compare actual progress to planned progress.
123. The must identify what expertise, experience, or skills are needed, how many of each type are required,
when they will be needed.
a. project manager
b. project stakeholders
c. customer
d. contractor’s CEO
124. The project manager should for smaller projects.
a. assemble members as needed
b. acquire the entire team
c. determine who is needed an hope they are available
d. get extra people than planned
Chapter 11: The Project Team
125. The project manager should for larger projects.
a. assemble members as needed
b. acquire the entire team
c. determine who is needed an hope they are available
d. get extra people than planned
126. The greatest constraint for a project is the
a. cash flow for the organization.
b. the schedule for the project.
c. availability of the right resources at the right time.
d. the level of quality to be produced.
127. In larger organizations, the project manager may have to
a. take on multiple roles.
b. perform much of the project alone.
c. pay for charges for other projects.
d. negotiate with other managers for resources.
128. Project teams should be kept throughout the project.
a. as large as possible
b. as small as feasible
c. at a moderate size with extra resources
d. at a moderate size with contingency resources
Chapter 11: The Project Team
129. is the initial stage of the team development process. It involves the transition from individual to team member.
a. Forming
b. Norming
c. Storming
d. Performing
130. In the stage of team development, individuals get acquainted.
a. forming
b. norming
c. storming
d. performing
131. In the stage of team development, team members generally have positive expectations.
a. forming
b. norming
c. storming
d. performing
Chapter 11: The Project Team
132. In the stage of team development, the group begins to establish an identity and attempts to define and plan
the tasks that need to be done. Little actual work is accomplished.
a. forming
b. norming
c. storming
d. performing
133. In the stage of team development, members depend on the project manager to provide direction and
structure.
a. forming
b. norming
c. storming
d. performing
Chapter 11: The Project Team
134. In the stage of team development, individuals do a lot of questioning in the forming stage: What is our
purpose? Who are the other team members? What are they like?
a. forming
b. norming
c. storming
d. performing
135. The second stage of team development is known as
a. forming.
b. norming.
c. storming.
d. performing.
136. In the stage of team development, members start to apply their skills to work on their assigned tasks, and
work begins to progress slowly.
a. forming
b. norming
c. storming
d. performing
Chapter 11: The Project Team
137. In the stage of team development, tasks may be more extensive or difficult than anticipated.
a. forming
b. norming
c. storming
d. performing
138. In the stage of team development, team members feel increasing dissatisfaction with dependence on the
direction or authority of the project manager.
a. forming
b. norming
c. storming
d. performing
139. In the stage of team development, team members now begin to test the limits and flexibility of the project
manager and the ground rules.
a. forming
b. norming
c. storming
d. performing
Chapter 11: The Project Team
140. In the stage of team development, conflict emerges and tension increases.
a. forming
b. norming
c. storming
d. performing
141. In the stage of team development, motivation and morale are low in this stage.
a. forming
b. norming
c. storming
d. performing
142. In the stage of team development, members express their individuality as opposed to team allegiance.
a. forming
b. norming
c. storming
d. performing
143. The stage is characterized by feelings of frustration, anger, and hostility.
a. forming
b. norming
c. storming
d. performing
Chapter 11: The Project Team
144. In the stage of team development, the project manager still needs to be directive, but less directive than in the
forming stage.
a. forming
b. norming
c. storming
d. performing
145. In the stage of team development, the project manager should not become defensive or take issues
personally.
a. forming
b. norming
c. storming
d. performing
146. The stage of team development is the time for the project manager to provide an understanding and
supportive environment.
a. forming
b. norming
c. storming
d. performing
Chapter 11: The Project Team
147. After struggling through the stage, the project team moves into the norming stage of development.
a. forming
b. norming
c. storming
d. performing
148. In the phase of team development, relationships have become settled.
a. forming
b. norming
c. storming
d. performing
149. In the phase of team development, interpersonal conflicts have been resolved.
a. forming
b. norming
c. storming
d. performing
150. In the phase of team development, the project team has accepted its operating environment.
a. forming
b. norming
c. storming
d. performing
151. In the phase of team development, control and decision making are transferred from the project manager to
the project team.
a. forming
b. norming
c. storming
d. performing
152. In the stage of team development, cohesion begins to develop.
a. forming
b. norming
c. storming
d. performing
Chapter 11: The Project Team
153. In the stage of team development, trust begins to develop in this stage.
a. forming
b. norming
c. storming
d. performing
154. In the stage of team development, team members give and ask for feedback.
a. forming
b. norming
c. storming
d. performing
155. In the stage of team development, a feeling of camaraderie emerges.
a. forming
b. norming
c. storming
d. performing
156. In the stage of team development, the project manager minimizes directiveness and takes on a more
supportive role.
a. forming
b. norming
c. storming
d. performing
Chapter 11: The Project Team
157. In the stage of team development, work performance accelerates and productivity increases.
a. forming
b. norming
c. storming
d. performing
158. The fourth and final stage of team development and growth is the stage.
a. forming
b. norming
c. storming
d. performing
159. In the stage of team development, the team is highly committed and eager to achieve the project objective.
a. forming
b. norming
c. storming
d. performing
Chapter 11: The Project Team
160. In the stage of team development, the level of work performance is high.
a. forming
b. norming
c. storming
d. performing
161. In the stage of team development, communication is open.
a. forming
b. norming
c. storming
d. performing
162. In the stage of team development, members frequently collaborate and willingly help each other.
a. forming
b. norming
c. storming
d. performing
163. In the stage of team development, the team feels fully empowered.
a. forming
b. norming
c. storming
d. performing
Chapter 11: The Project Team
164. In the stage of team development, the project manager fully delegates responsibility and authority.
a. forming
b. norming
c. storming
d. performing
165. In the stage of team development, the project manager concentrates on project performance with respect to
the budget, schedule, scope, and plan.
a. forming
b. norming
c. storming
d. performing
166. In the stage of team development, the project manager acts as a mentor, supporting the professional growth
and development of the people.
a. forming
b. norming
c. storming
d. performing
Chapter 11: The Project Team
167. The project manager should schedule a , also referred to as a project orientation meeting, with the project
team.
a. project kickoff meeting
b. project progress meeting
c. project status meeting
d. project design meeting
168. The should be held as early as possible during the forming stage of team development.
a. project kickoff meeting
b. project progress meeting
c. project status meeting
d. project design meeting
169. The sets the tone for the project.
a. project kickoff meeting
b. project progress meeting
c. project status meeting
d. project design meeting
Chapter 11: The Project Team
170. The agenda contains the Welcome and introductions to provide opportunity for team members to get to know
each other and the potential value and contributions to the project.
a. project kickoff meeting
b. project progress meeting
c. project status meeting
d. project design meeting
171. The agenda contains the Project overview to discuss the elements of the project charter.
a. project kickoff meeting
b. project progress meeting
c. project status meeting
d. project design meeting
172. The agenda contains the Roles and responsibilities to clarify the roles and responsibilities of the team
members.
a. project kickoff meeting
b. project progress meeting
c. project status meeting
d. project design meeting
Chapter 11: The Project Team
173. The agenda contains the Processes and procedures – describe the protocols and plans for the project.
a. project kickoff meeting
b. project progress meeting
c. project status meeting
d. project design meeting
174. The agenda contains the Expectations to express expectations of the project and the experiences expected for
team development.
a. project kickoff meeting
b. project progress meeting
c. project status meeting
d. project design meeting
175. The agenda contains the Closing comments to reinforce the expectations and the roles and allow team
members to ask questions, make comments, and get to know each other.
a. project kickoff meeting
b. project progress meeting
c. project status meeting
d. project design meeting