Deck 11: The Project Team

Question 1

Lack of commitment is a key element of project team effectiveness.

Answer 1

False

Question 2

A personal relationship between two people takes time to develop and teams evolve through various stages of development.

Answer 2

True

Question 3

Poor communication is important to project team effectiveness.

Answer 3

False

Question 4

Dysfunctional behaviour is a barrier that can hinder project team effectiveness.

Question 5

Project constraints regarding the work scope, quality levels, budget, and schedule must be hidden.

Question 6

A project team is more than a group of individuals.

Question 7

In many projects, people who have never worked together are assigned to the same project team.

Question 8

Clear understanding of the project objective is a characteristic associated with poor project teams.

Question 9

A project team is a group of independent individuals working cooperatively to achieve the project objective.

Question 10

Results orientation is a characteristic associated with effective project teams.

Question 11

Helping these individuals develop and grow into a cohesive, effective team takes effort on the part of the project manager and each member of the project team.

Question 12

High level of mistrust is a characteristic associated with effective project teams.

Question 13

The project manager must secretly communicate the project objective and create a vision of the successful result of the project and the benefits it will provide.

Question 14

Lack of project structure is a support that helps develop project team effectiveness.

Question 15

Unclear definition of roles and responsibilities is a barrier that can hinder project team effectiveness.

Question 16

Poor leadership is a barrier that can hinder project team effectiveness.

Question 17

Unclear vision and objective is a portal that can help develop project team effectiveness.

Question 18

High degree of cooperation and collaboration is a characteristic associated with troubled project teams.

Question 19

Turnover of project team members is a barrier that can hinder project team effectiveness.

Question 20

Clear expectations of each person's role and responsibilities is a characteristic associated with effective project
teams.

Question 21

Effective team members put personal gain above the success of the project.

Question 22

Although the project manager is ultimately responsible for the success of a project, each member of the project team shares in that responsibility.

Question 23

Effective team members take pride in doing the work required and nothing more.

Question 24

Discussions should not always be work related.

Question 25

In addition to organising social activities, the team can periodically call team meetings, as opposed to project meetings.

Question 26

The project manager, and not each member of the project team, needs to help create and foster a positive and effective project environment.

Question 27

Effective team members have low expectations and make things delayed.

Question 28

When team members are located near one another, there is a greater chance that they will talk.

Question 29

The project team can initiate social events to celebrate project events, such as reaching a critical milestone.

Question 30

When a project is successful, everybody wins!

Question 31

Effective team members plan, control, and feel accountable for their individual work efforts.

Question 32

Team members should foster team building in whatever ways they can.

Question 33

Effective team members participate and communicate.

Question 34

It has been said that there is no I in TEAM; there are no individual winners or losers.

Question 35

Effective team members are not problem identifiers or problem solvers.

Question 36

Effective team members are self-directed and follow through on assignments.

Question 37

An after-work pizza party, a team luncheon, an informal lunch in the conference room, and a trip to see a sports event or theatre production are examples of events the team can organise to foster socialisation and team building.

Question 38

It's important that team members get to know one another on a personal basis by being intrusive.

Question 39

Team building is an ongoing process.

Question 40

It's important that social activities include select members on the team.

Question 41

Diversity is similarities among people.

Question 42

It is important for team members or the project manager to communicate information to the customer.

Question 43

Team members can also do things to support valuing diversity and the contributions of all team members.

Question 44

Miscommunication and misunderstanding may be more likely to happen between people who are similar as compared to those that are different.

Question 45

It is important that a customer is informed of a potential problem in timely manner that is neither unnecessarily alarming, nor misleading.

Question 46

Team members should not expect the project manager alone to be responsible for team building.

Question 47

A training session on diversity should raise awareness, create understanding, and help reduce misunderstanding and conflict.

Question 48

Some circumstances during a project are debatable regarding misbehaviour.

Question 49

Withholding or falsifying information is acceptable.

Question 50

Team members need to keep distances between each other differently based on each person's unique differences.

Question 51

Any diversity issues or conflicts should be addressed immediately so they can be resolved before they fester and
'explode' at a later time.

Question 52

Differences can lead to more creative, faster, and higher-quality problem solving and decision making.

Question 53

Appropriate behaviour regarding diversity includes closed-mindedness, stereotyping, labelling, exclusion, ridiculing, insulting, harassment, intimidation, and discrimination.

Question 54

It is appropriate for team members to tell jokes, ridicule, or make fun of a diversity characteristic of a team member or a particular group.

Question 55

Differences can create barriers to team performance.

Question 56

Individual team members can make a personal commitment to understand and value diversity and respect the differences of other team members.

Question 57

Project team members should stereotype or make assumptions about a team member's behaviour or performance
based on their diversity.

Question 58

Team members should make derogatory or insensitive remarks or engage in behaviour that demeans the dignity of others.

Question 59

Team members should not exclude or have lower expectations of certain diverse groups.

Question 60

Barriers to valuing diversity include awareness and understanding.

Question 61

A policy on ethical behaviour includes topics on expectations, process for reporting misconduct, and consequences of engaging in unethical practices.

Question 62

Training sends a message that the organisation places high value on ethical behaviour.

Question 63

Members of the project team must pressure any members engaging in questionable behaviour, by communicating that they do not agree with, or condone such behaviour.

Question 64

Employees who participate in ethics training are more likely to engage in unethical behaviour.

Question 65

If wrongdoing is reported, the project organisation must thoroughly investigate the allegations for the facts versus hearsay to determine if any disciplinary action should be taken.

Question 66

Unethical actions should be encouraged, acknowledged, and appreciated.

Question 67

It is the project manager's responsibility to set the tone and expectations and to exemplify ethical behaviour.

Question 68

A punitive process should be established for individuals to report any actions by others that they think is unethical.

Question 69

Project members should bring possible ethical situations to the attention of the project manager.

Question 70

Ethical behaviour should be discussed as part of orientation for new employees.

Question 71

Conflict on projects is inevitable and can be beneficial.

Question 72

Ethical behaviour is everyone's responsibility.Team members must feel accountable for their actions.

Question 73

A potential conflict on projects is resource assignments where conflict can arise over the particular individuals assigned to work on certain tasks or over the quantity of resources assigned to certain tasks.

Question 74

A potential conflict on projects is scheduling, where conflict can result from differences of opinion about the sequence in which the work should be done or about how long the work should take.

Question 75

Conflict is bad and should be avoided.

Question 76

Misconduct or conflict of interest should be addressed and disciplined appropriately.This shows that such behaviour will not be tolerated.

Question 77

Two actions a project organisation can take to prevent wrongdoing are having a policy on ethical behaviour and conducting training sessions on ethical behaviour.

Question 78

Differences of opinion are natural and must be expected.

Question 79

The project manager should rarely discuss the importance of ethical behaviour at project team meetings.

Question 80

Training sessions on ethical behaviour informs the project team of the organisation's policy.Incorporating case studies or role-play can be helpful.