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1. What are the major advantages of the functional type of organization?

a. Single point of contact for the customer b. Stable organizational structure c. Project orientation d. Multifunctional teams are easy to form

2. The project manager's leadership style should be matched to the corresponding developmental level of the project team and should move through successive steps in the following order:

a. Disciplinary, autocratic, participative.

b. Projectized, matrix, functional.

c. Team building, team development, responsibility assignment.

d. Directing, coaching, supporting, delegating.

3. A company has signed a contract for new work that is different from work that it has done before. The company's strategic plan calls for much of this kind of work in the future. It is important that it be able to bring the correct shared resources together to work on different parts of the contract. The type of organization that this suggests is a:

a. Functional organization.

b. Contractor organization.

c. Matrix organization.

d. Pure project organization.

4. The manager of a large corporation wants to sign a contract to build a nuclear power plant in Botswana several thousand miles away from the home office. The project will take several years to build and test. What type of organization will be best for managing this project?

a. Functional organization b. Contractor organization c. Matrix organization d. Pure project organization

5. In matrix management organizations, if the organization maintains many of the characteristics of the functional organization and the project managers are considered more like project coordinators or expediters, it is called a:

a. Strong matrix.

b. Project team.

c. Weak matrix.

d. Project office.

6. A project manager is selecting team members for her project team. She collects the résumés and past performance reviews for the potential team members and discusses each with their functional manager. Which of the following is not a characteristic that the project manager should use in selecting the team members?

a. Previous experience b. Personal characteristics c. Personal interest d. Salary

7. A project manager is responsible for all that goes on in the project. One of the most important duties that the project manager can perform is the function of:

a. Risk management.

b. Quality management.

c. Cost management.

d. Integration.

8. The organization that is a formalized structure directed toward the support of the project community within the organization is called:

a. Matrix organization.

b. Project office.

c. Project team.

d. Project management office.

9. On a project team one of the team members has a problem collecting on a medical insurance claim. The team member comes to the project manager and explains the problem. The problem is the responsibility of the:

a. Project team.

b. Project manager.

c. Executive manager.

d. Human Resources Department.

10. The organization that is a formalized structure where the project teams and the project managers reside is called:

a. Matrix organization.

b. Project office.

c. Project team.

d. Project management office.

11. A conflict arises about the method to solve a difficult design problem. The project manager is seeking a method of resolving the conflict. In order to achieve the most long lasting resolution to project conflicts, which of the following approaches should be used?

a. Problem solving b. Compromise c. Withdrawal d. Smoothing

12. In a large organization a project expediter is being used to manage a project for an important client. The position of project expediter would be found in what kind of an organization?

a. Strong matrix b. Weak matrix c. Functional d. Projectized

13. The project manager of a project is concerned with managing cost and improving morale and is also concerned about notifying other project managers when individuals from his project team will be available to work on other projects. This is best addressed in the project's:

a. Communications plan.

b. Work breakdown structure.

c. Staffing plan.

d. Project schedule.

14. The beginning and the end of the project is defined by:

a. The project plan.

b. The project charter.

c. The team charter.

d. The project life cycle.

15. Herzberg divided motivation factors into two classes: satisfiers and dissatisfiers. Examples of satisfiers are:

a. Vacation time, assignment of a personal staff assistant.

b. Work satisfaction, fringe benefits.

c. Plush office space, performance-based salary raise.

d. Sense of personal achievement, work satisfaction.

16. The skill of listening involves more than just hearing the sounds. One of the characteristics of a good listener is that he or she:

a. Finishes the speaker's sentences.

b. Takes good notes.

c. Repeats some of the things said.

d. Agrees with the speaker.

17. Primary outputs from team development are:

a. Input to performance appraisals.

b. High project team morale.

c. Reduced project cost.

d. Greater customer satisfaction.

18. An automotive oil change station was receiving complaints that service took too long. A coffee machine and television were installed in the waiting room and the complaints went down. This is an example of:

a. Smith-Carlisle method.

b. Creative problem solving.

c. Analytical problem solving.

d. Decision analysis.

19. A project manager is concerned about team building on her project. One of the mandatory things that she must have in order to have good team building is:

a. Commitment from top level management.

b. Co-location of team members.

c. Establishment of clear negotiated goals.

d. Open discussion of poor individual performance.

20. The project manager of a new project wants to get things started in a positive way with the project team. The project manager wants the team members to get to know one another, to introduce the project team and the project manager to one another, to discuss the objectives and goals of the project, and to identify some of the potential problem areas. This meeting is called a:

a. Project team meeting.

b. Project kick-off meeting.

c. Goal setting meeting.

d. Introduction meeting.

21. A project manager is managing a project where there will be a number of persons working together. She wants to enhance the ability of the team to work together and perform as a team. One of the things that she can do to maximize the ability of the team to do this is:

a. Cohabitation.

b. Co-location.

c. Staffing plan.

d. Work breakdown structure.

22. A project manager is in need of a solution to a problem. He decides that the best thing will be to arrange a meeting to solve the problem rather than solve the problem himself or by having one of the project team members solve it individually. Generally, this will result in:

a. The group taking more time than one individual.

b. The solution to the problem being less accurate.

c. The group taking less time than an individual.

d. It depends on the specific problem.

23. A project manager will manage a large complicated project that is located in a remote part of Africa. The project will last for five years and will have the product of producing a nuclear reactor that will generate 900 megawatts of power at start-up. The best kind of organization for managing this project is:

a. Strong matrix management.

b. Weak matrix management.

c. Projectized organization.

d. Functional organization.

24. Project human resources management is divided into which of the following?

a. Organization planning, staff acquisition, and team development b. Leadership, team building, and negotiation c. Recruitment, labor relations, and personnel administration d. Team building, communication, and labor relations

25. A project manager wants to do as much as she can to help in developing her project team. A key barrier to project team development is which of the following?

a. Strong matrix management structure b. Major problems that delay the project completion date or budget targets c. Team members who are accountable to both functional and project managers d. Formal training plans that cannot be implemented

26. A large, complicated software development project is being contemplated by a large company. The project will be done as part of a company strategic plan. The project will be multifunctional and will require many of the project team members to work on multiple other projects during the life of this project. The best kind of organization to support this project is which of the following?

a. Projectized b. Functional c. Strong matrix d. Weak matrix

27. According to McGregor's concept of theory X and theory Y, which of the following statements is true?

a. Theory Y managers view their subordinates as lazy, irresponsible, and resistant to change.

b. Theory Y managers view their subordinates as creative, imaginative, and agreeable to change.

c. Theory X managers tend to delegate authority.

d. McGregor did not conceive of theory X and theory Y.

28. A project manager wants to have some of the people trained on his project team. The project team is working in a balanced matrix organization. Generally, the approval for this training should come from which of the following managers?

a. Project manager b. Executive manager c. Functional manager d. Human resources manager

29. Which of the following is true of management by objectives (MBO)?

a. The supervisor establishes performance objectives.

b. The supervisor sets the general objectives and the subordinate reviews and agrees to them.

c. Objectives do not need to be quantifiable.

d. The supervisor and the employee jointly establish performance objectives.

30. In the matrix management organization, which of the following is true?

a. The project manager is responsible for employee skills improvement.

b. The functional manager is responsible for employee skills improvement.

c. The project manager is responsible for the employee's annual appraisal.

d. The employee is responsible for his or her own skills improvement.

31. A project manager wants to better control the procedure for sanctioning work that is done on the project. He initiates a system for doing this. It requires written authorization to begin work on a specific activity or a work package. What is this system called?

a. Project charter b. Team charter c. Work authorization d. Change management

32. The project management process groups are:

a. Initiating, planning, expediting, and control.

b. Plan, organize, develop, and control.

d. Initiating, planning, executing, controlling, and closeout.

33. A functional manager needs to communicate the needs of her personnel requirements and the utilization of each person as well as the assignments that they have in the future. To best accomplish this, what type of document should be used?

a. Gantt chart b. Network diagram c. Staffing plan d. Responsibility matrix

34. There is great difficulty in communicating in a matrix organization. One of the ways that the project manager can make communicating with people on his project team easier is by publishing a:

a. Gantt chart.

b. Project charter.

c. Project team directory.

d. Staffing plan.

35. The person most responsible for seeing that the proper people are assigned to the projects where they can be used most effectively in a matrix organization is the:

a. Program manager.

b. Project manager.

c. General manager.

d. Functional manager.

36. In order for a formal reward system to work it must have which of the following characteristics?

a. The relationship between reward and performance must be explicit.

b. The reward should be distributed to as many people as possible.

c. The reward must be of significant monetary value.

d. The reward must have approval of all team members.

37. One of the major reasons for the pressure to use a matrix management style of organization is:

a. Pressure for formal communications.

b. Pressure for shared resources.

c. Pressure for more accountability.

d. Pressure to reduce duplication of effort.

38. The disadvantages of using the functional form of organization are:

a. Poor communications between different parts of the organization.

b. Potential conflict between the authority of the project manager and the functional manager.

c. Difficulty of customers recognizing who represents them.

d. Allocation of resources is complex.

39. A large project is approximately 50% complete. The project manager wants to establish some sort of reward system for the project team members. The project manager hopes that the reward system will help the team morale. Which of the following characteristics for reward systems should the project manager pay the closest attention to?

a. The reward must be a significant monetary value.

b. The reward should be distributed to as many team members as possible.

c. The relationship between the reward and performance must be explicit.

d. The budget for the reward must come from outside the project funds.

40. In a matrix organization there are always people moving between projects. This makes communications difficult ifnot impossible since people will work on a project for a few weeks and then move to another project or work in their functional department for a time between projects. One of the best tools for assuring that people can be located when they are needed is which of the following?

a. Gantt chart b. Staffing plan c. Project team organization chart d. Work breakdown structure

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Project Management Made Easy

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  • shishay
    What is SmithCarlisle method?
    2 months ago

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