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Chapter 11: The Project Team
176. Team building is the responsibility of
a. both the project manager and the project team.
b. the project manager.
c. the project team.
d. the organization's management.
177. Socialization among team members supports
a. team dissention.
b. knowing too much about each other.
c. team building.
d. not getting work done because too much social time.
178. The better team members get to know one another, the
a. less is accomplished on the project.
b. more team building is enhanced.
c. more conflict the team experiences.
d. more manipulative team members become because they know personal information.
Chapter 11: The Project Team
179. The purpose of team meetings is to discuss openly such questions as the following except:
a. How are we working as a team?
b. What barriers are impeding teamwork (such as procedures, resources, priorities, or communications)?
c. What can we do to overcome these barriers and improve our teamwork?
d. How is the project progressing?
180. is about acknowledging, understanding, and valuing differences and creating a work environment that
recognizes, respects, and harnesses differences among team members for the benefits of accomplishing a shared
goal.
a. Diversity
b. Team building
c. Organizing
d. Socialization
Chapter 11: The Project Team
181. If the are not valued as a strength, they can lead to low morale, diminished trust, reduced productivity,
greater tension, and suspicion and become a serious impediment to team performance.
a. roles of team members
b. differences within the project team
c. project plans
d. similarities with other projects
182. is categorizing individuals into a group and then conferring on them the characteristics that we believe
apply universally to all members of that group.
a. Generalization
b. Hypothesizing
c. Stereotyping
d. Simplifying
183. Do not identify or refer to team members by drawing attention to their
a. diversity.
b. experiences.
c. good work on the project.
d. personal information shared with the team.
Chapter 11: The Project Team
184. A project organization can take several steps to create and sustain a supportive and positive climate for diversity.
These include all the following except
a. develop a written policy regarding diversity.
b. provide training about diversity in the workplace.
c. include diversity as a primary meeting agenda item.
d. have team meetings for members to get to know each other and value each other's differences.
Chapter 11: The Project Team
185. The goals of the diversity policy might be to create a work environment where all the following are true except
a. The right of all team members to participate and contribute is respected.
b. Differences are respected and valued.
c. All team members flourish.
d. There will be acceptance for breach of respect or intolerant behavior.
186. Primarily, the must promote and foster a respectful and supportive work environment that removes barriers to
valuing diversity, values differences, and encourages participation by all team members.
a. project manager
b. project team
c. stakeholders
d. customer organization
Chapter 11: The Project Team
187. Having a common goal such as the project objective can
a. break the team apart.
b. increase the cost of the project.
c. enhance the differences of the team.
d. bring a diverse group together.
188. is necessary within a project organization, and in project business relationships with customers, suppliers,
and subcontractors.
a. Keeping secrets
b. Ethical behavior
c. Withholding information
d. Falsifying results
189. Customers and suppliers want to do business with people they can
a. keep at a distance.
b. manipulate.
c. trust.
d. cheat.
Chapter 11: The Project Team
190. Key principles to guide ethical behavior are all of the following except:
a. Don’t do anything you wouldn’t to appear on the news.
b. Do what you can get away with without being caught.
c. Treat others the way you want to be treated.
d. Don’t do anything you wouldn’t want your family, friends, neighbors or co-workers to read about in the
newspaper.
191. provides an opportunity to gain new information, consider alternatives, develop better solutions to problems,
enhance team building, and learn.
a. Conflict
b. Prying into personal information
c. Team meeting
d. The project design meeting
Chapter 11: The Project Team
192. A potential conflict on projects is Work Scope where the conflict can arise from differences of opinion on all the
following except
a. how the work should be done.
b. the cost of the work to be done.
c. at what level of quality the work should be done.
d. how much work should be done.
193. A potential conflict on projects is Cost where conflict often arises over
a. how much the work should cost.
b. how the work should be done.
c. at what level of quality the work should be done.
d. how much work should be done.
Chapter 11: The Project Team
194. A potential conflict on projects is Organizational Issues where organizational issues can cause conflict. There may
be disagreement over all the following except
a. the need for certain procedures established by the project manager.
b. ambiguous project communication.
c. from failure to make timely decisions.
d. payment schedules from the customer.
195. A potential conflict on projects is Personal Differences where conflict can emerge among members of the project
team because of differences in
a. individuals’ prejudices or values and attitudes.
b. project assignments.
c. project experience.
d. attendance at team social events.
Chapter 11: The Project Team
196. In the approach, individuals in conflict retreat from the situation in order to avoid an actual or potential
disagreement.
a. Collaborating, Confronting, or Problem Solving
b. Avoiding or Withdrawing
c. Competing or Forcing
d. Accommodating or Smoothing
197. Which approach can cause the conflict to fester and then escalate at a later time?
a. Collaborating, Confronting, or Problem Solving
b. Avoiding or Withdrawing
c. Competing or Forcing
d. Accommodating or Smoothing
198. In the approach, conflict is viewed as a win–lose situation.
a. Collaborating, Confronting, or Problem Solving
b. Avoiding or Withdrawing
c. Competing or Forcing
d. Accommodating or Smoothing
Chapter 11: The Project Team
199. In the approach, the value placed on winning the conflict is higher than the value placed on the relationship
between the individuals.
a. Collaborating, Confronting, or Problem Solving
b. Avoiding or Withdrawing
c. Competing or Forcing
d. Accommodating or Smoothing
200. In the approach, the project manager may simply pull rank and say, “Do it my way.”
a. Collaborating, Confronting, or Problem Solving
b. Avoiding or Withdrawing
c. Competing or Forcing
d. Accommodating or Smoothing
201. The approach to handling conflict can result in resentment and deterioration of the work climate.
a. Collaborating, Confronting, or Problem Solving
b. Avoiding or Withdrawing
c. Competing or Forcing
d. Accommodating or Smoothing
Chapter 11: The Project Team
202. The approach emphasizes the search for areas of agreement within the conflict and minimizes the value of
addressing differences.
a. Collaborating, Confronting, or Problem Solving
b. Avoiding or Withdrawing
c. Competing or Forcing
d. Accommodating or Smoothing
203. In the approach, topics that may cause hurt feelings are not discussed.
a. Collaborating, Confronting, or Problem Solving
b. Avoiding or Withdrawing
c. Competing or Forcing
d. Accommodating or Smoothing
204. Although the approach may make a conflict situation livable, it does not resolve the issue.
a. Collaborating, Confronting, or Problem Solving
b. Avoiding or Withdrawing
c. Competing or Forcing
d. Accommodating or Smoothing
Chapter 11: The Project Team
205. In the approach, team members search for an intermediate position.
a. Collaborating, Confronting, or Problem Solving
b. Compromising
c. Competing or Forcing
d. Accommodating or Smoothing
206. In the approach, team members focus on splitting the difference.
a. Collaborating, Confronting, or Problem Solving
b. Compromising
c. Competing or Forcing
d. Accommodating or Smoothing
207. In the approach, the split solution may not be the optimal one.
a. Collaborating, Confronting, or Problem Solving
b. Avoiding or Withdrawing
c. Competing or Forcing
d. Compromising
208. In the approach, team members confront the issue directly.
a. Collaborating, Confronting, or Problem Solving
b. Avoiding or Withdrawing
c. Competing or Forcing
d. Accommodating or Smoothing
Chapter 11: The Project Team
209. In the approach, the project team members look for a win–win outcome.
a. Collaborating, Confronting, or Problem Solving
b. Avoiding or Withdrawing
c. Competing or Forcing
d. Accommodating or Smoothing
210. In the approach, the project team members place high value on both the outcome and the relationship
between the individuals.
a. Collaborating, Confronting, or Problem Solving
b. Avoiding or Withdrawing
c. Competing or Forcing
d. Accommodating or Smoothing
211. In the approach, each person must approach the conflict with a constructive attitude and a willingness to
work in good faith with the others to resolve the issue.
a. Collaborating, Confronting, or Problem Solving
b. Avoiding or Withdrawing
c. Competing or Forcing
d. Accommodating or Smoothing
Chapter 11: The Project Team
212. For the approach to work, it is necessary to have a healthy project environment.
a. Collaborating, Confronting, or Problem Solving
b. Avoiding or Withdrawing
c. Competing or Forcing
d. Accommodating or Smoothing
213. It’s important to start with a written statement of the problem, which gives
a. definition and boundaries to the problem.
b. a qualitative measure to the problem.
c. the team perspective to the problem.
d. ideas on how similar problems have been handled.
Chapter 11: The Project Team
214. is the creative step in the problem-solving process.
a. Revise the project plan
b. Identify possible solutions
c. Evaluate the alternative solutions
d. Implement the solution
215. Once various potential solutions have been identified it is necessary to
a. accept the solutions.
b. try the first solution suggested.
c. evaluate the alternative solutions.
d. have the customer select the solution.
216. Criteria to evaluate the alternative solutions
a. have to be established.
b. must be accepted by the customer.
c. are optional.
d. are developed by the project manager only.
217. The has to first establish the criteria against which alternative solutions will be evaluated.
a. project team
b. project manager
c. customer
d. problem-solving team
Chapter 11: The Project Team
218. Each person on the problem-solving team should complete an evaluation scorecard for
a. only the first solution identified.
b. the solutions the team member thinks are possible.
c. each of the possible solutions.
d. the solutions assigned by the project manager.
219. The evaluation scorecards are used to help determine
a. the best solution.
b. the project manager's favorite solution.
c. the team's most popular solution.
d. the customer's accepted solution.
220. Once the best solution has been selected, it’s necessary to next
a. determine whether the problem has been solved.
b. prepare a plan for implementing that solution.
c. establish criteria for measuring the qualitative impact.
d. implement the solution.
Chapter 11: The Project Team
221. should develop the planning information or implement the best solution to a problem.
a. The project manager
b. The stakeholders
c. The project manager and the customer
d. The project team members who will be responsible for implementing the best solution for a problem
222. Once the solution has been implemented, it’s important to determine whether
a. the problem has indeed been solved.
b. the customer selected the right choice.
c. the right project team members were assigned.
d. the project manager is still in control of the project.
223. In brainstorming, the team sits around a table, with a facilitator at a flip chart, chalk board, or personal
computer with a projector to record ideas. One member states an idea, and then
a. the next member states an idea.
b. the others judge the idea.
c. another member supports the idea.
d. the others decide if it should stay on the list.
Chapter 11: The Project Team
224. List some dimensions of diversity:
225. List examples of situations that provide an opportunity for unethical behavior:
