Project Management: A Managerial Approach, 9th edition Test Bank

File: ch03, Chapter 3: The Project Manager

Multiple Choice

1. Identify the attribute that is NOT normally associated with the job of functional
manager.
a) The functional manager is usually a generalist in the area being managed.
b) The functional manager is responsible for deciding what resources will be devoted to
accomplishing the task.
c) The functional manager is administratively responsible for deciding how something
will be done.
d) The functional manager is responsible for deciding who will do the work.

Ans: a
Section Reference: 3.1 Project Management and the Project Manager
Level: easy
Bloom’s: Comprehension

2. According to the authors, the analytic method, when applied to systems, focuses on
__________.
a) assembling the components of a system into an integrated package
b) building an array of individually designed and manufactured components
c) calculating the cost and schedule requirements
d) dividing the components of a system into smaller and smaller elements

Ans: d
Section Reference: 3.1 Project Management and the Project Manager
Level: intermediate
Bloom’s: Comprehension

3. The ideal project manager should be __________.

a) a direct, technical supervisor knowledgeable in the technology of the process being
used
b) both generalist/facilitator and have a high level of technical competence in the science
of the project
c) a facilitator and specialist with technical credibility
d) a technical specialist competent in principles of robust design

Ans: b
Section Reference: 3.1 Project Management and the Project Manager
Level: easy
Bloom’s: Comprehension

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Project Management: A Managerial Approach, 9th edition Test Bank

4. According to the authors, three major questions face the project manager with respect
to synthesizing the requirements of a project. Identify the item that is NOT listed as one
of the three major questions.
a) What needs to be done?
b) Who will actually do the work of the project?
c) When must it be done?
d) How will the required resources be obtained?

Ans: b
Section Reference: 3.1 Project Management and the Project Manager
Level: intermediate
Bloom’s: Comprehension

5. When managing a project, the project manager is responsible for __________.

a) auditing the project
b) executing the project
c) budgeting the project
d) designing the project

Ans: c
Section Reference: 3.1 Project Management and the Project Manager
Level: intermediate
Bloom’s: Comprehension

6. The project manager's responsibilities are broad and fall primarily into three separate
areas. Responsibilities to _____________ is NOT one of these.
a) the parent organization
b) the project and the client
c) the members of the project team
d) special-interest groups

Ans: d
Section Reference: 3.1 Project Management and the Project Manager
Level: easy
Bloom’s: Comprehension

7. The project manager must make trade-offs between project progress and process.
Conceptually, this involves trade-offs between the __________ functions.
a) technical and managerial
b) schedule and cost
c) performance and schedule
d) cost and performance

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Project Management: A Managerial Approach, 9th edition Test Bank

Ans: a
Section Reference: 3.2 Special Demands on the Project Manager
Level: intermediate
Bloom’s: Comprehension

8. During the __________ stage of the project lifecycle, there is no significant difference
in the importance that project managers place on the three goals of cost, time, and
scope.
a) main
b) formation
c) buildup
d) phaseout

Ans: b
Section Reference: 3.2 Special Demands on the Project Manager
Level: easy
Bloom’s: Application

9. According to the authors the project manager should be more skilled at __________.
a) general management
b) technology
c) synthesis
d) analysis

Ans: c
Section Reference: 3.1 Project Management and the Project Manager
Level: easy
Bloom’s: Comprehension

10. According to the authors, of all the characteristics desirable in a project manager,
__________ is the most important.
a) availability
b) a strong technical background
c) ability to keep the project team happy
d) drive to complete the task

Ans: d
Section Reference: 3.3 Attributes of Effective Project Managers
Level: easy
Bloom’s: Comprehension

11. The project manager needs __________ credibility.

a) technical and personal

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Project Management: A Managerial Approach, 9th edition Test Bank

b) administrative and personal

c) technical and administrative
d) technical and financial

Ans: c
Section Reference: 3.3 Attributes of Effective Project Managers
Level: easy
Bloom’s: Comprehension

12. Projects are conducted in four important environments. They are __________.
a) economic, political, legal, and sociotechnical
b) internal, external, transitional, and multicultural
c) routine, unique, fast-paced, and complex
d) profit, not for profit, government, and industry

Ans: a
Section Reference: 3.4 Problems of Cultural Differences
Level: easy
Bloom’s: Comprehension

13. According to the authors, the key to coping with uncertainty at the end of a project (a
common obstacle for project managers) is __________.
a) discipline
b) communication
c) planning
d) supervision

Ans: b
Section Reference: 3.2 Special Demands on the Project Manager
Level: intermediate
Bloom’s: Knowledge

14. During the buildup phase, the project goals, in order of importance, are __________.
a) schedule, scope, cost
b) cost, schedule, scope
c) schedule, cost, scope
d) cost, scope, schedule

Ans: a
Section Reference: 3.2 Special Demands on the Project Manager
Level: Intermediate
Bloom’s: Comprehension

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Project Management: A Managerial Approach, 9th edition Test Bank

15. Project managers must have __________, which refers to possessing enough
technical abilities to direct the project.
a) technical credibility
b) managerial credibility
c) negotiation skill
d) drive to complete the task

Ans: a
Section Reference: 3.3 Attributes of Effective Project Managers
Level: intermediate
Bloom’s: Knowledge

16. PMI offers a certification for project managers. PMI offers examination for
certification as __________.
a) Project Management Professionals
b) Project Management Experts
c) Project Management Associates
d) Project Management Engineers

Ans: a
Section Reference: 3.1 Project Management and the Project Manager
Level: intermediate
Bloom’s: Knowledge

17. Resources initially budgeted for a project are frequently __________ for the task,
partly because of natural optimism by the proposer about how many resources are
needed.
a) sufficient
b) delayed
c) insufficient
d) hindrances

Ans: c
Section Reference: 3.2 Special Demands on the Project Manager
Level: easy
Bloom’s: Comprehension

18. Most of the time spent by a project manager is spent __________.

a) attending technical workshops
b) overseeing the workforce
c) filing paperwork
d) coordinating and communicating

Ans: d
Section Reference: 3.2 Special Demands on the Project Manager

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Project Management: A Managerial Approach, 9th edition Test Bank

Level: intermediate
Bloom’s: Knowledge

19. The functional manager uses the __________ approach and the PM uses the
__________ approach.
a) systems; analytic
b) numerical; nonnumeric
c) analytic; systems
d) nonnumeric; numerical

Ans: c
Section Reference: 3.1 Project Management and the Project Manager
Level: intermediate
Bloom’s: Comprehension

20. Which of the following is NOT typically recommended to be considered when hiring
new team members?
a) high-quality technical skills
b) political, and general, sensitivity
c) strong goal orientation
d) low self-esteem

Ans: d
Section Reference: 3.2 Special Demands on the Project Manager
Level: intermediate
Bloom’s: Comprehension

21. The __________ states that to understand the system, we must understand the
environment (or larger system) of which it is a part.
a. systems approach
b. cultural awareness
c. systemic congruence
d. project management

Ans: a
Section Reference: 3.1 Project Management and the Project Manager
Level: intermediate
Bloom’s: Knowledge

22. The project manager should be more skilled at __________, whereas the functional
manager should be more skilled at __________.
a. synthesis; analysis
b. analysis; synthesis

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Project Management: A Managerial Approach, 9th edition Test Bank

c. communication; managing
d. managing, analysis

Ans: a
Section Reference: 3.1 Project Management and the Project Manager
Level: easy
Bloom’s: Comprehension

23. The project manager's responsibility to the project and to the client is met by
ensuring that the __________ of the project is preserved in spite of conflicting demands
made by stakeholders.
a. management
b. integrity
c. analysis
d. synthesis

Ans: b
Section Reference: 3.1 Project Management and the Project Manager
Level: intermediate
Bloom’s: Knowledge

24. During the buildup stage of a project lifecycle, __________ is the dominant goal of
many project managers.
a. schedule
b. cost
c. scope
d. quality

Ans: a
Section Reference: 3.2 Special Demands on the Project Manager
Level: intermediate
Bloom’s: Knowledge

25. During the final or phaseout stage of the project lifecycle, __________ is the
dominant goal of many project managers.
a. schedule
b. cost
c. scope
d. quality

Ans: c
Section Reference: 3.2 Special Demands on the Project Manager
Level: intermediate
Bloom’s: Knowledge

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Project Management: A Managerial Approach, 9th edition Test Bank

26. __________ result(s) when the demands made on an individual are greater than the
person's ability to cope with them, particularly when the person has a high need for
achievement.
a. Stress
b. Culture
c. Balance
d. Contingency plans

Ans: a
Section Reference: 3.3 Attributes of Effective Project Managers
Level: easy
Bloom’s: Knowledge

27. __________ is the entire way of life for a group of people. It contains the four
elements of technology, institutions, language, and arts.
a. Management
b. Systemic living
c. Nomadic living
d. Culture

Ans: d
Section Reference: 3.4 Problems of Cultural Differences
Level: easy
Bloom’s: Knowledge

28. The structure of a society is determined by its __________.

a. institutions
b. wages
c. jobs
d. enemies

Ans: a
Section Reference: 3.4 Problems of Cultural Differences
Level: intermediate
Bloom’s: Knowledge

29. Which of the following is not a phase in the Tuckman ladder?

a. forming
b. defining
c. norming
d. mourning

Ans: d

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Project Management: A Managerial Approach, 9th edition Test Bank

Section Reference: 3.4 Problems of Cultural Differences

Level: easy
Bloom’s: Comprehension

30. According to the textbook, in Latin America, the __________ system leads a
manager to give preference to relatives and friends when hiring.
a. amigo
b. compadre
c. counterpart
d. diablo

Ans: b
Section Reference: 3.4 Problems of Cultural Differences
Level: easy
Bloom’s: Comprehension

31. The __________ is a person who spearheads an idea or action and sells it
throughout the organization.
a. stakeholder
b. champion
c. interviewer
d. coach

Ans: b
Section Reference: Glossary
Level: easy
Bloom’s: Comprehension

32. The __________ is an alternative action if the expected result fails to materialize.
a. trade-off
b. system plan
c. feedback
d. contingency plan

Ans: d
Section Reference: Glossary
Level: easy
Bloom’s: Knowledge

33. The __________ represents everything outside the system that delivers inputs or
receives outputs from the system.
a. environment
b. feedback

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Project Management: A Managerial Approach, 9th edition Test Bank

c. culture
d. system

Ans: a
Section Reference: Glossary
Level: easy
Bloom’s: Knowledge

34. The __________ is the “corporate culture” within the organization, or even within the
project.
a. cultural anomaly
b. microculture
c. multiculture
d. interfirm culture

Ans: b
Section Reference: Glossary
Level: easy
Bloom’s: Knowledge

35. The project manager makes a __________ by allowing one aspect of the project to
get worse in return for allowing another aspect of the project to get better.
a. decision
b. turnaround
c. trade-off
d. chart

Ans: c
Section Reference: Glossary
Level: easy
Bloom’s: Knowledge

36. A __________ is a person who helps people overcome problems, either with
technical issues or with other people.
a. problem solver
b. stakeholder
c. synthesizer
d. facilitator

Ans: d
Section Reference: Glossary
Level: easy
Bloom’s: Knowledge

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Project Management: A Managerial Approach, 9th edition Test Bank

37. ___________ is when someone takes over the project manager’s job by exercising
extremely close supervision over every action the project manager takes, or will actually
tell the project manager precisely what to do.
a. Micromanagement
b. Over-management
c. Turnover
d. Supermanagement

Ans: a
Section Reference: 3.1 Project Management and the Project
Level: easy
Bloom’s: Knowledge

38. Research has shown that the chances for successful completion of a multidisciplinary
project are greatly increased if project team members are _____ rather than _______,
a. problem-oriented; discipline-oriented
b. discipline-oriented; problem-oriented
c. problem-oriented; management-oriented
d. management-oriented; problem-oriented

Ans: a
Section Reference: 3.2 Special Demands on the Project Manager
Level: easy
Bloom’s: Comprehension

39. In order to meet the demands of the job of project manager—acquiring adequate
resources, acquiring and motivating personnel, dealing with obstacles, making project
goal trade-offs, maintaining a balanced outlook, and establishing a broad network of
communication—the project manager must be a(n) _______________.
a. highly skilled negotiator
b. hard worker
c. effective budgeter
d. cultural expert

Ans: a
Section Reference: 3.2 Special Demands on the Project Manager
Level: easy
Bloom’s: Comprehension

40. The ability to sense conflict early, then confront and deal with it before the conflict
escalates into interdepartmental and intradepartmental warfare is which of the following
attributes?
a. credibility
b. sensitivity

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Project Management: A Managerial Approach, 9th edition Test Bank

c. competency
d. ability to handle stress

Ans: b
Section Reference: 3.3 Attributes of Effective Project Managers
Level: easy
Bloom’s: Comprehension

Essay

41. With respect to acquiring resources, there is a high potential for conflict between the
functional manager and the project manager. Describe a major source of that conflict
and suggest how it can be managed properly.

Ans: The project manager often will seek individuals with scarce but necessary skills.
Moreover, the project manager will seek those individuals who are top producers.
However, these are the very people the functional manager would like to retain to
perform the work of the function. In order to manage this conflict, the use of an objective
standard to set priorities is recommended. Instead of seeking to optimize the project or
the function, the project manager and the functional manager should collaborate to solve
the problem in a manner that maximizes organizational success for the business as a
whole.
Section Reference: 3.3 Attributes of Effective Project Managers
Level: advanced
Bloom’s: Comprehension

42. When asked, “How do you motivate astronauts?” a representative of NASA

responded, “We don't motivate them, but, boy, are we careful about whom we select.”
Discuss the implications of this statement for project managers seeking to motivate
project team members.

Ans: The most effective team members have some common characteristics. Moreover,
the issue of motivating people in a project team is closely related to the kind of people
who are invited to join the team. For example, when faced with technical problems, will
the team members take the initiative to resolve the issue or will the team members seek
to delay action by referring the problem back to the functional department? Moreover,
because of the potential for conflicting priorities between the function and the project,
team members should have the political skills to balance such competing demands,
especially when the project team is not assigned full-time to work on a project. If each
team member has a problem solving orientation, the team member will seek
interdisciplinary collaboration instead of narrowly viewing the problem within a specific
discipline. And finally, team members should have the moral courage necessary to work
in an open environment where problems are identified and resolved.
Section Reference: 3.3 Attributes of Effective Project Managers
Level: advanced

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Project Management: A Managerial Approach, 9th edition Test Bank

Bloom’s: Comprehension

43. At the inception of a project, crises tend to be associated with resources. Explain
why this scenario could be common in some organizations.

Ans: Uniqueness is a characteristics shared by projects. Once the technical plans to

accomplish the project have been translated into a budget and schedule, managerial
reviews will often seek to gain cuts in budget and/or schedule. Each time this happens,
the cuts will have to be translated into changes in technical plans.
Section Reference: 3.2 Special Demands on the Project Manager
Level: intermediate
Bloom’s: Comprehension

44. Identify three important characteristics that would be desirable in a project manager.
Explain your reasoning.

Ans: The three characteristics would be an ability to get the job done without destroying
the performing organization and/or its relationships with key stakeholders. There are
three aspects to this statement. First, there needs to be a drive to complete the tasks of
the project. Second, the resources of the performing organization must be used in a
manner that ensures survivability of the organization. Finally, the project manager needs
the emotional maturity to balance competing demands among multiple project
stakeholders.
This response assumes that is important for the performing organization to survive after
completion of the project. In some cases, the intent would be to dismantle the performing
organization once the project's results have been completed. However, this answer
assumes that the performing organization intends to sustain operations as an ongoing
business.
Section Reference: 3.3 Attributes of Effective Project Managers
Level: advanced
Bloom’s: Comprehension

45. Four project environments were identified in the chapter. Assume that there is a
clash in requirements between the legal environments of two countries participating in
the project. Before taking action to resolve the clash in requirements, what would you
recommend that the project manager do?

Ans: Since this is a multinational project, the project manager needs to understand the
jurisdiction of the legal systems governing the project. Once the governing jurisdiction for
the matter at issue has been identified, the project manager should also understand
procedural laws associated with the interpretation and enforcement of substantive rights.
In many cases, the project manager will lack the expertise to correctly understand and
translate these issues into a course of action without guidance provided by competent
legal counsel.
Section Reference: Introduction

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Project Management: A Managerial Approach, 9th edition Test Bank

Level: advanced
Bloom’s: Synthesis

46. You are the project manager of a multi-national project with stakeholders and team
members on both sides of the Atlantic. You receive an email request from a stakeholder
in the United Kingdom for information that is “needed by 4/3/14”. You run into the
stakeholder at a conference in the middle of March 2014 and he refuses to acknowledge
you in any way. To what do you attribute this “weird” behavior?

Ans: Coming from the UK, a request for information by 4/3/14 means the requestor
needs the information by March 4th 2014. In the US 4/3/14 means April 3rd! Therefore the
stakeholder may have been very angry with the project manager in the middle of March
if he did not receive the information. The project manager, on the other hand thought he
still had two weeks to respond! This is both a culture and communication problem. The
project manager has the obligation to ensure that his interpretation of the message is
what the sender intended.
Section Reference: Introduction
Level: advanced
Bloom’s: Evaluation

Copyright ©2015 John Wiley & Sons, Inc. 3-14