Question 1

After identifying the stakeholders,a _________should be created to maintain key information about them including contact information,their requirements and expectations,what stage in the project they have the most interest in,and so on.
A)stakeholder register
B)stakeholder plan
C)project plan
D)request for proposal

Accepted Answer

A stakeholder register is a document that maintains key information about stakeholders, which includes contact information, requirements, expectations, interest level, and other relevant information. It provides a central repository of information that enables the project team to effectively manage stakeholder expectations and communication throughout the project lifecycle. A stakeholder plan is not a commonly used term and is not a documented practice, and a project plan and request for a proposal do not specifically focus on stakeholder management.

Question 2

The need to manage interfaces and to correct incompatibilities is likely to create technical conflicts during the __________ phase of the project lifecycle.
A)project formation
B)project buildup
C)main program
D)project phase out

Accepted Answer

During the main program phase of the project lifecycle, the project's design and functionality are being actively developed and tested, which often reveals the need to manage interfaces and correct incompatibilities, leading to technical conflicts.

Question 3

During project build-up,the project should move from a general concept to __________.
A)implementation of plans
B)a highly detailed set of plans
C)a project charter
D)a project contract

Accepted Answer

As the project progresses from initial concept to detailed planning, it should move towards a highly detailed set of plans. This allows for a clear understanding of the project scope, goals, and objectives, and helps to identify potential challenges and risks that may need to be addressed. Implementation of plans comes later in the project life cycle, after detailed planning has been completed. A project charter and project contract are both important documents that help to define the project scope and objectives, but they are typically developed earlier in the project planning process.

Question 4

During project build-up,if the project is independent and standalone,the project manager seeks a commitment of __________ from the functional departments.
A)work
B)materials
C)people
D)budgets

Accepted Answer

When a project is independent and standalone, the project manager primarily seeks a commitment of people from the functional departments to ensure that the project has the necessary human resources for its execution.

Question 5

__________ is the process which begins when one party perceives that the other has frustrated,or is about to frustrate,some concern of his.
A)Conflict
B)Happiness
C)Contentment
D)Utility

Accepted Answer

The definition provided in the statement perfectly matches that of conflict, which is a situation that arises when there is a perceived or actual incompatibility in interests, goals, or values between two or more parties. It involves frustration, disagreement, or opposition of concerns, and it can occur between individuals, groups, organizations, or nations.

Question 6

__________ problems are comparatively rare during project phase-out because most have been solved or bypassed earlier.
A)Resource
B)Schedule
C)Authority
D)Technical

Accepted Answer

Technical problems are the most likely to have been solved or bypassed earlier in the project phase, thus making them less likely to occur during phase-out. Resource, schedule, and authority problems may still arise during project phase-out, even if they have been addressed earlier in the project.

Question 7

During the main program phases of the project lifecycle,the conflict intensity is the greatest with respect to __________.
A)cost
B)schedules
C)scope
D)quality

Accepted Answer

During the main program phases of the project lifecycle, conflict intensity is the greatest with respect to schedules. This is because as the project progresses, the pressure to meet deadlines increases, leading to more conflicts related to scheduling.

Question 8

There are probably more opportunities for __________ in handling conflicts and negotiations than in any other aspect of project management.
A)errors in judgment
B)ethical missteps
C)project team strife
D)project manager burnout

Accepted Answer

The answer of There are probably more opportunities for __________...

Question 9

Personality conflicts during project phase-out are often caused by __________.
A)the absence of deadlines
B)the influx of newer technology
C)pressure to complete the project and anxiety about leaving the project
D)distribution of expenses charged to the project

Accepted Answer

During project phase-out, team members may experience pressure to complete the project and anxiety about leaving the project, which can lead to conflicts. Issues such as expenses charged to the project and newer technology can also cause conflicts, but they are less likely to be the primary cause of personality conflicts during project phase-out. The absence of deadlines may be a contributing factor, but it is not as directly related to personality conflicts as the pressure and anxiety around project completion and transition.

Question 10

Before the goals of the shareholders can be aligned with the purpose of the project,the ____________ must be identified.
A)risks
B)costs
C)stakeholders
D)quality

Accepted Answer

Identifying the stakeholders is crucial as it helps in understanding their expectations and interests, and this information can be used to align the shareholders' goals with the project's purpose. Risks, costs, and quality are also important factors to consider, but they do not necessarily help in aligning the shareholders' goals with the project's purpose.

Question 11

The most common method of identifying stakeholders is _____.
A)expert judgment of the project manager and project team
B)surveying all users
C)sending out invitations
D)using corporate guidelines

Accepted Answer

The most common and effective approach for identifying stakeholders is expert judgment of the project manager and project team. The project manager and team should use their experience and knowledge to identify potential stakeholders based on their roles, responsibilities, and influence on the project. Other methods, such as surveys or sending out invitations, may not identify all relevant stakeholders and could lead to unnecessary stakeholder conflicts. Using corporate guidelines may be useful, but it should not be the only approach used as it may not be specific to the project.

Question 12

A party to a conflict will usually be satisfied when the level of frustration has been __________.
A)increased by the domination of the other party
B)lowered to the point where no action against the other party is contemplated
C)lowered because the party realizes the hopelessness of continuing the conflict
D)eliminated because the party has surrendered to the other party

Accepted Answer

When the level of frustration is lowered to the point where no action against the other party is contemplated, the party is usually satisfied because they feel their needs have been met and there is no reason to continue the conflict. None of the other options lead to satisfaction.

Question 13

A useful tool for accessing the level of commitment needed from stakeholders is the ____________.
A)Commitment Assessment Matrix
B)Power-Interest Grid
C)Stakeholder Survey
D)Administrative Matrix

Accepted Answer

The Commitment Assessment Matrix is a useful tool for accessing the level of commitment needed from stakeholders. It helps identify stakeholders who need high levels of involvement and whose commitment is crucial for the success of the project or initiative. The matrix assesses the level of support or resistance from stakeholders and guides project managers in developing strategies to address any risks or challenges with stakeholder commitment. The Power-Interest Grid provides a framework for managing stakeholder engagement based on their level of power and interest, while the Stakeholder Survey and Administrative Matrix are additional tools that can complement the commitment assessment process.

Question 14

Which of the following are not strategies people use to deal with conflict identified by Thomas and Kilmann?
A)Competing
B)Avoiding
C)Collaborating
D)Forcing

Accepted Answer

"Forcing" is not a strategy recognized by Thomas and Kilmann. The five strategies they identified are competing, avoiding, accommodating, collaborating, and compromising.

Question 15

Toward the end of the project lifecycle,conflict intensity is the greatest with respect to __________.
A)cost
B)schedules
C)scope
D)quality

Accepted Answer

Toward the end of the project lifecycle, conflict intensity is the greatest with respect to schedules. This is because as the project nears completion, the pressure to meet deadlines increases, leading to heightened tensions and conflicts related to scheduling.

Question 16

Identify the category of conflict that is not included in the categories used by Thamhain and Wilemon in their study of project conflict.
A)Differences about goal / expectations
B)Uncertainty about authority
C)Interpersonal problems
D)Discipline / problem-orientation differences

Accepted Answer

Thamhain and Wilemon's study on project conflict includes categories such as differences about goals/expectations, uncertainty about authority, and interpersonal problems, but not discipline/problem-orientation differences.

Question 17

During the early program phases of the project lifecycle,Thamhain says that conflict intensity is the greatest with respect to __________.
A)cost
B)human resource management
C)time
D)priorities

Accepted Answer

According to Thamhain, during the early program phases of the project lifecycle, conflict intensity is the greatest with respect to priorities. This is because initial stages often involve setting goals, defining project scope, and aligning various stakeholders' interests, which can lead to conflicts over what should be prioritized.

Question 18

During project formation,the organizational structure selected will have a major impact on the ways in which conflicts are handled.Lack of clarity about the relative power / influence / authority of the PM and the functional managers is a major component of all conflicts involving __________.
A)contractual obligations
B)property rights
C)budgeting
D)resource allocation and scheduling

Accepted Answer

Resource allocation and scheduling are areas where the project manager and functional managers may have conflicting priorities and goals. The organizational structure chosen can impact how these conflicts are resolved. Lack of clarity about roles and responsibilities can exacerbate conflicts in this area. Contractual obligations, property rights, and budgeting may also be sources of conflict, but they are not mentioned as being specifically related to the project manager and functional manager roles.

Question 19

During project build-up,if the project is functionally tied down,the project manager seeks a commitment of __________ from the functional departments.
A)work
B)materials
C)people
D)budgets

Accepted Answer

If the project is functionally tied down, it means that the necessary materials and people are already identified and assigned. Therefore, the project manager would seek a commitment of work from the functional departments, ensuring that the necessary tasks will be completed on time and in the required quality. Commitment of materials, people, and budgets may have already been determined during the functional tie-down process.

Question 20

Most of the conflicts that involve the organization and outsiders have to do with __________.
A)interpersonal differences
B)cultural differences and status differences
C)technical differences
D)property rights and contractual obligations

Accepted Answer

conflicts that involve an organization and outsiders often arise due to property rights and contractual obligations. This can include disputes over ownership of intellectual property, breach of contract, or disagreements over the use of resources. Interpersonal and technical differences may also play a role in some conflicts, but they are not as central as property and contract-related issues. Cultural and status differences may also be a factor, but they are not as commonly cited as reasons for conflict compared to property and contract-related issues.

Quiz 4: Managing Conflict and the Art of Negotiation

After identifying the stakeholders,a _________should be created to maintain key information about them including contact information,their requirements and expectations,what stage in the project they have the most interest in,and so on.

The need to manage interfaces and to correct incompatibilities is likely to create technical conflicts during the __________ phase of the project lifecycle.

During project build-up,the project should move from a general concept to __________.

During project build-up,if the project is independent and standalone,the project manager seeks a commitment of __________ from the functional departments.

__________ is the process which begins when one party perceives that the other has frustrated,or is about to frustrate,some concern of his.

__________ problems are comparatively rare during project phase-out because most have been solved or bypassed earlier.

During the main program phases of the project lifecycle,the conflict intensity is the greatest with respect to __________.

There are probably more opportunities for __________ in handling conflicts and negotiations than in any other aspect of project management.

Personality conflicts during project phase-out are often caused by __________.

Before the goals of the shareholders can be aligned with the purpose of the project,the ____________ must be identified.

The most common method of identifying stakeholders is _____.

A party to a conflict will usually be satisfied when the level of frustration has been __________.

A useful tool for accessing the level of commitment needed from stakeholders is the ____________.

Which of the following are not strategies people use to deal with conflict identified by Thomas and Kilmann?

Toward the end of the project lifecycle,conflict intensity is the greatest with respect to __________.

Identify the category of conflict that is not included in the categories used by Thamhain and Wilemon in their study of project conflict.

During the early program phases of the project lifecycle,Thamhain says that conflict intensity is the greatest with respect to __________.

During project formation,the organizational structure selected will have a major impact on the ways in which conflicts are handled.Lack of clarity about the relative power / influence / authority of the PM and the functional managers is a major component of all conflicts involving __________.

During project build-up,if the project is functionally tied down,the project manager seeks a commitment of __________ from the functional departments.

Most of the conflicts that involve the organization and outsiders have to do with __________.