Leadership Quiz Questions PDF

Week 1 What is one of the components of emotional intelligence? A. Our ability to recognize, understand, and manage our own emotions B. Our ability to express our emotions and provide emotional support to others C. Our ability to recognize, understand, and manage the emotions of others D. Ou...

Week 1 What is one of the components of emotional intelligence? A. Our ability to recognize, understand, and manage our own emotions B. Our ability to express our emotions and provide emotional support to others C. Our ability to recognize, understand, and manage the emotions of others D. Our ability to express our emotions and understand the emotions of others What are the two types of empathy? A. Open Self and Blind Self B. Affective and Cognitive C. Interpersonal and Intrapersonal D. Internal and External Which of the following are leadership powers? A. Reward, Information, and Confident B. Information, Expertise, and Reward C. Referent, Creditable, and Expert D. Expert, Reward, and Confident Many believe (and it often emerges as the top factor in surveys) that______is the most critical quality or trait for project leaders. A. Helpfulness B. Disciplined C. Integrity D. Finance awareness In developing a team for achieving a strategic outcome, what will you do as a leader? A. Establish structure and staffing B. Hire and train the team C. Influence teams' creation and coalitions D. Build and direct the team While managers focus on predictability and order, what will leaders focus on? A. Change B. Communication C. Organization D. Control Week 2 Which of the following are steps in forming an effective team? A. Providing strategic education and performance requirements B. Capturing lessons learned, roles, and responsibilities C. Documenting tasks, roles, and responsibilities D. Matching resources and performance requirements What are the types of teams? A. Domestic, International, and Cross Functional B. Departmental, Cross Functional, and Self-Managing C. Technical, Non-technical, and Management D. Internal, Self-Managing, and International What are the 4 steps in creating an inclusive workplace? A. Identify, Analyze, Implement, and Review B. Encourage, Endorse, Enable, and Evaluate C. Awareness, Mobilize, Action, and Alignment D. Empower, Define, Adopt, and Calibrate Allan Drexler and David Sibbet developed a team performance model to cover how many distinct areas in team development: A. 7 B. 2 C. 4 D. 3 When team members become unwilling to be vulnerable within the group by admitting mistakes and weaknesses with each other, it creates: A. Lack of confidence B. Lack of trust C. Lack of productivity D. Lack of transparency What type of hindrance does fear of conflict promote within the team? A. Status and ego B. Confronting difficult issues C. Artificial harmony D. Artificial solidarity Onboarding team members and defining career paths will be part of the talent development framework. A. Planning B. Retaining C. Developing D. Attracting The GRPI model is used as a tool to measure: A. Team Development B. Team Performance C. Team Effectiveness D. Team Leadership Confidence Quiz 1 - Week 1 & 2 Which quadrant of the Johari Window contains information about you that you don't know but others do? A. Unknown self B. Blind self C. Open self D. Hidden self When you are motivated by passion and skills, what is your work or profession called? A. a dream B. a role C. a job D. a hobby You are leading a crucial project with very tight timelines for your organization which will increase the overall profit margin by 25% per year. One of your key project team members approaches you and informs you that a close relative has passed away and that they need some time off to be with their family. You are emotionally moved by the situation because you've recently lost a family member as well and you approve the required time off. In doing so, you have taken on additional work. In this situation, what type of empathy are you showing? A. Cognitive B. Attentive C. Effective D. competitive In Good to Great, Collins describes the Hedgehog concept as the intersection of three circles. The three circles are? A. What you are deeply passionate about, what you can excel at, and what drives your organization’s engine B. What you are deeply concerned about, what you can be the best at in the world, and what drives your business model C. What you are deeply concerned about, what you can excel at, and what drives your sustainable engine D. What you are deeply passionate about, what you can be best in the world at, and what drives your economic engine You were recently hired by JKLM company from one of the big four consulting firms in North America, given that you have 20+ years of experience leading projects of this nature in multiple business verticals. As such, what kind of power do you possess that enables you to focus on the project team quickly? A. Expertise power B. Legitimate power C. Reverent power D. Information power As a new project manager joining the JKLM, you are continually validating what you are doing, if you are doing things right, and whether it is the right thing for the organization. This is an example of which leadership approach? A. Self-knowledge B. Self-awareness C. Self-care D. Self-discipline In Emotional Intelligence, Goldman quotes Mayer's research that finds that people tend to fall into distinctive styles for attending to and dealing with emotions. The three styles are: A. Situational, autocratic, and servant B. Transformational, engulfed, and servant C. Self-aware, transformational, and servant D. Self-aware, engulfed, and accepting What leadership element are you demonstrating when you clarify values by embracing shared ideas and setting examples by taking actions to the shared values? A. Enable B. Inspire C. Model D. Encourage As a team, you are starting to work in an open and trusting atmosphere, while maintaining flexibility in sharing work with minimal reference to hierarchy. What stage of Team Development are you in? A. Norming B. Forming C. Performing D. Storming A team charter is developed collaboratively to provide what? A. Values and goals B. Focus and Direction C. Authority and accountability D. Communication and coordination You were recently hired by JKLM to lead a diverse, multi-generational team of about 50 members. Upon joining, you build mutual respect and dependability, while sharing information fluidly without holding back. What stage of team performance are you at? A. Stage 1 - Orientation building B. Stage 2 - Trust building C. Stage 6 - High performance D. Stage 3 - Goal clarification We as a society are going through the 4th industrial revolution. Our project outcomes are becoming more focused on what?  A. Scalable economies B. Scalable skills C. Scalable adoptability D. Scalable efficiencies Teams that lack trust create ‘artificial harmony’ amongst the team. This is due to what? A. Avoidance of accountability B. In attention to details C. Fear of conflict D. Lack of commitment In his book Overcoming The Five Dysfunctions Of A Team, Lencioni suggests asking two major questions before you start building your team. The first question is: A. Are we afraid of conflict? B. Are we really a team? C. Are we ready for heavy lifting? D. Are we ready to be accountable? What will you do as a manager in developing a team to achieve a set agenda? A. Established staffing and delegating B. Build and direct the team C. Hire and train the team D. Influence teams’ creation and coalitions Several project managers have reached out to you confidentially to inform you that they are concerned about the processes involved in planning, as well as, the end results of the project. What would you use to resolve this team challenge? A. ENTP B. GRPI C. Delegation D. RACI When you are delegating a task that is highly complex to an individual who has experience in doing related tasks, what level of oversight do you need? A. High oversight B. Moderate oversight C. Minimal oversight D. No oversight At the ‘renewal’ stage of the team performance model, when the ‘why continue?’ question is not answered, the team begins to: A. Resist B. Mistrust C. Burn out D. Overload When team members are avoiding their respective accountabilities, what must you do as a leader? A. Confront difficult issues B. Focus on collective outcomes C. Mine for conflicts D. Force clarity and closure In Extreme Ownership, Willink and Babin argue that the key first step for a leader to start the journey to extreme ownership is to: A. Focus on strategies and objectives B. Learn how to blame others C. Accept responsibility for everything D. Understand project management Week 3 How should a project manager show ethical leadership? A. Appropriate behaviour and communications B. Effective communication and rationalization C. Values and interpersonal relations D. Interpersonal relations and ethics training Which of the following are components of a typical organizational ethics program? A. Training, Mission Statement B. Code of Ethics, Training C. Help Line, Formal Retaliation Process D. GRPI Health Check, Misconduct Reporting What steps are involved in formulating an Ethical Decision-Making Framework? A. Identify, Explore, Determine, Commit B. Understand, Analyze, Define, Action C. Understand, Review, Communicate, Embrace D. Detect, Examine, Define, Direct Why is an ethical framework required? A. Provide a decision-making structure B. Provide an education tool C. Provide a knowledge base D. Provide a project management process Under the PMI’s Code of Ethics and Standards, providing equal access to project status information to all project team leads is part of ______ value? A. Honest B. Fairness  C. Respect D. Responsibility Which of the following constitutes the core values within the PMI Code of Ethics and Professional Conduct? A. Respect, Fairness, Responsibility, Honesty B. Respect, Accountability, Fairness, Integrity C. Respect, Transparency, Responsibility, Kindness D. Respect, Diligence, Accountability, Honesty Week 4 On the @Work Program, you hear from Xander, the project manager of the 3 Move Project, that each JKLM department has different requirements. This is an example of which project management challenge? A. Not sharing information B. Working in silos C. Low engagement D. No long-term thinking In problem solving, Idea Finding is part of: A. Planning Resource B. Solution Finding C. Executing Actions D. Problem Formulation Before a difficult conversation, pick the right: A. Topic and content B. Time and place C. Team and skills D. Problem and solution When the conversation starts to go in circles: A. Stay calm B. Change the topic C. Change the place D. Take a break When conflict is not resolved, the end state is: A. Personification B. Polarization C. Disagreement D. Dissolution In negotiation, integrative bargaining is characterized as follows:  A. One party wins B. Focus is on short-term C. The ‘pie’ is limited D. The approach is collaborative What are the two types of crisis? A. Cyber Security Attacks & Workforce strikes B. Natural Disasters and Man-Made Attacks C. Workplace Violence & Rumours D. Sudden & Smoldering In crisis management, the goal to limit the reputational, financial, safety, and other threats to a firm’s survival is part of what stage: A. Recover B. Detect C. Control D. Learn Confidence Quiz 2 (week 3 & 4) In Ethics in Public Relations, Pearson describes Kohlberg's stages of moral development. The fourth stage of the six stages of moral development is: A. To fulfill duties to which you have agreed to keep the system running B. To be a good person in your eyes and the eyes of others C. To fulfill a social contract of do what has the highest degree of utility D. To serve your own needs As the project leader, you are about to announce a public tender to find suitable lease spaces for your office move. That week, you also hosted a family dinner. One of your family friends is in the real estate business and asked you about your project, specifically about the upcoming lease space requirements. You politely inform him that you cannot discuss the related matter any further and request him to wait until the public tender is released. Which of the leadership principles are you upholding? A. Loyalty B. Integrity C. Trustworthiness D. Honesty __________ is one of the key cultural factors for ethical misconduct. A. Obligations B. Loyalty C. Opportunity D. Training You are hired by the local municipal government to implement their ‘fraud and waste complaint line’ as part of establishing their…  A. Ethical principles B. Ethical codes C. Ethical frameworks D. Ethical programs In Ethics and Public Relations, Parsons states that a Code of Ethics can be viewed as a… A. Minimum standard to follow B. Way to answer a dilemma C. Contract with the society it serves D. A set of rules to be followed In The Elephant in the Office, Ross states that identifying the real problem or issue essentially comes down to two questions. One of the two questions is: A. How am I contributing to the issue at hand? B. How is the person's behaviour causing a problem for you or others? C. How is the rest of the team reacting to the person's behaviour? D. What are the specific facts behind the situation? You are leading a crucial project with very tight timelines for your organization. This project will increase the overall profit margin by 25% per year. A key member of your project team informs you that the procurement department is not in agreement with the new procurement approaches, and they are having a hard time reasoning with them. In this situation, what type of challenge are you faced with? A. Difficult conversation B. Conflict management C. Ethical decision D. Problem-solving In figuring out your ethical choices and options, you also need to consider the laws, policies, rules, and standards in order to determine how these options affect your own principles and your duty to others. In an ethical decision-making framework this is considered a… A. Commitment B. Identification C. Determination D. Exploration The PMI’s ethical decision-making framework contains: A. 3 steps B. 4 steps C. 5 steps D. 6 steps PMI's code of ethics includes ‘the protection of intellectual property rights’ as part of what standard? A. Aspirational  B. Professional C. Organizational D. Mandatory Following the selection of the office space provider, you begin negotiating the lease as part of the JKLM @ Work project. During one of these conversations, you agree to certain terms and conditions in good faith to obtain a lease discount. In this scenario, you are exercising… A. Core value of fairness and aspirational standard B. Core value of responsibility and mandatory standard C. Core value of honesty and aspirational standard D. Core value of fairness and mandatory standard You are in a meeting with the payroll department discussing automation and its impact on their jobs. The payroll team is worried about their jobs, and as the conversation continues, they start to become emotionally charged. What should you do? A. Incorporate feelings B. Stay calm C. Set expectations D. Take breaks As a recently hired project manager with JKLM, you agreed to move forward with your colleagues' suggestions although you are not in full agreement. What conflict resolution approach did you take? A. Collaborating B. Accommodating C. Compromising D. Avoiding What should you do when you encounter high levels of frustration during a difficult conversation? A. Change the topic B. Change the place C. Stay calm D. Take a break When you make an ethical decision, your commitment to that decision is displayed when you are________ A. Accepted B. Consistent C. Promoted D. Popular As the program manager of JKLM's @ Work Program, you learned that the furniture vendor failed to provide the details regarding the installation schedule with the telecom company that will be running the data and telecommunication wiring. What type of project management challenge are you faced with? A. Lack of trust B. Low engagement C. No long-term thinking D. Not sharing information What stage of crisis management involves using impact and probability models to fairly and accurately predict crisis scenarios and take action to reduce potential damages? A. Prevent B. Detect C. Recover D. Control You are entering a negotiation. You are in a difficult situation with limited flexibility, and you are not expecting to ever work with the other side again. What negotiation approach will you be using? A. Distributive B. Win-win C. Collaborative D. Integrative In your role as program manager for JKLM's @ Work Program, you noticed that move-related policy changes were proposed without consulting Labor Relations or Union leadership. As such, the union members start to complain and file grievances. Also, the Collective Agreement is coming up for renewal. What type of crisis is this? A. Sudden B. Smouldering C. Reactive D. Surprise In The Elephant in the Office, Ross states that once you have the facts, the evidence, the next step is to: A. Present the facts to the project team B. Set up a meeting in your office C. Call the person and present the facts D. Clarify your goal for the conversation Week 5 What are the characteristics of an Adhocracy-type culture? A. Control oriented B. Innovator C. Passive D. Facilitator The Open-type culture encourages what type of learning?  A. Constructive B. Formal C. Tribal D. Democratic What external cultural source can impact projects? A. Project Team B. Project Sponsor C. Steering Committee D. Customer What is a positive benefit of cross-cultural teams? A. Communication B. Collaboration C. Innovation D. Trust The project team culture and the product team culture: A. Are complementary to each other B. Are in conflict with each other C. Replace one another D. Are not cultures One characteristic of high-performing teams is: A. Ambiguity B. Trust one another C. Low standards D. Fear of conflicts What is Transformational Leadership characterized by? A. Leaders urge employees to follow direction B. Leaders make final decision, but together with the team C. Employees are inspired by common goal and purpose D. Leaders focus on serving the organization What kind of Leadership Style does the Clan/ Tribe organization have? A. Servant B. Transactional C. Laissez-faire D. Transformational Week 6 Which of the following is a behaviour that enables change? A. “Wait and see”  B. Self-efficacy C. Lack of teamwork D. Skepticism What does Lean change start with? A. Experiment B. Options C. Insights D. Review What does Ecosystem Change include? A. Team members of an organization only B. Aspects of organization change C. Factors that can influence change D. The disruptors only What kind of change involves completely new business capabilities? A. Status quo B. Transition C. Evolution D. Transformation How does project management integrate with change management? A. Change management can improve project management success by engaging people to make the desired change a reality B. Change management includes project management C. Project Management includes change management D. Change management and project management are mutually exclusive methodologies What type of PM and CM skills are needed in a weak supportive and low change environment? A. CM with PM B. PM with strong CM C. PM with some CM D. Some PM, no CM The servant leadership style is a change leader that: A. Motivates people to try new things B. Has a vision and helps people follow it C. Works with people to deliver results D. Creates an environment for delivery Which of the following is a key step in successful leadership? A. Embrace change B. Define change  C. Demonstrate empowerment D. Show emotions Confidence Quiz 3 (week 5 & 6) One of the seven pillars of your organization change strategy is organization culture. You have been assigned as the culture change agent, together with 15 other individuals from across the company. And the first status update to the CEO, you are asked about your opinion on what the organization culture starts with. What do you tell the CEO? A. The project manager B. The team C. Leadership D. Resources You recently joined a new organization. By talking to the different leaders and observing the behaviors and the company, you realize that they have an adhocracy culture. What are the values of an adhocracy organization culture based on? A. Innovation, creativity, and development B. Commitment to communication and development C. Achievement, creativity, and development D. Innovation, creativity, and consistency General Stanley McChrystal's book Team of Teams talks about complicated versus complex systems. Complicated systems, although they have many parts, are joined one to the next in simple ways and can be broken down into tiny parts. What are the characteristics of complex systems? A. Have a diverse array of connected elements that interact frequently B. Might be confusing but will be able to predict with relative certainty C. Fluctuate extremely but in the end exhibit a high degree of predictability D. A small disturbance in one place cannot trigger other outcomes somewhere else What is the main influence of culture on projects? A. Make or break projects B. Project and product alignment C. Leadership supportiveness D. Matching projects with teams One of the tools in the tribal learning framework is the practice, according to Daniel Mezick and his book The Culture Game. What is one method you can choose to implement to be punctual? A. Your meeting starts and ends when the participants want B. Your meetings end after the stated end time C. Your meetings always end on time D. Your meetings can end anytime you want You just started working for a new organization. You are trying to figure out what the leadership culture is in the organization. When you start to talk to your new colleagues, you notice that they have some great stories about senior management where they have recused products from certain failures and the in-depth expertise they have. How would you define the leadership culture for your new organization? A. Dependent B. Independent C. Interdependent D. Intradependent In the culture of delivering value, what does the project team become? A. Redundant B. Interdependent C. Product-oriented D. Results-oriented You are a project leader for the transformation initiative, the biggest initiative in your organization. In one of the courses you've taken, you heard that having a high-performing team will be one of your biggest assets in doing such a project. Looking at your current team, which of the following is one of the five positive domains of a highly performing team that you will need to enforce? A. Commit to project delivery B. Engage in conflict C. Trust one another D. Accountable for project costs You are leading a project that is implementing significant change in the department that will be using the product of your project. You've just finished doing an analysis of the department to identify where there are gaps, and you need to focus your effort to ensure the department will accept the change. What is the next step you should do in the change process? A. Determine the outcomes B. Select change techniques C. Diagnose changes D. Implement changes In an environment with weak leadership support and high behavioral change needed, which type of change management and project management skills does the project require? A. Change manager and no project management skills B. Project manager with some change management skills C. Change manager with some project management skills D. Both project manager and a change manager Your organization's approach to change is “evolve the organization” as the CEO presented it in a recent town hall. At the same town hall, he also mentioned that he wanted people to adjust gradually with the change. What does your CEO mean by “ evolve the organization”? A. Enhancing rules and skills B. Building new business capabilities C. Building staff satisfaction  D. Maintaining business capabilities You are a project manager in a payment fulfillment project. The project is done and you have just kicked off the closing phase, and started collecting lessons learned from the project team. What is the main project activity that is influenced by the organizational culture in the closing phase? A. Team participation B. Team disbandment C. Team performance D. Team formation One of the reactions to change is frustration and it needs to be managed. How can the leadership team address this? A. Spark motivation B. Maximize communication C. Share knowledge D. Develop action plans In transformational leadership, the organization builds what type of culture? A. Culture of innovation B. Culture of compliance C. Culture of inclusion D. Culture of inspiration You are putting together a change management plan using Prosci’s model. Your plan includes three phases: prepare for change, manage change, and reinforce the change. Which activity do you need to include as part of Prosci’s second phase, manage change? A. Develop sponsorship model B. Collect and analyze feedback C. Implement corrective action D. Take action and implement plans You are preparing for a meeting with a number of staff involved in an office move. This is the third meeting with this group and the two other meetings have not gone well. The group is very concerned about the move and have asked many questions. In the past two meetings, you have focused on responding to questions about why it is important for the project to be successful and to get the move done. What is the most important thing you should do differently at this meeting? A. Lean into change B. Embrace change C. Show empathy D. Demonstrate self-awareness What does project change management mostly deal with? A. Delivery of project management processes in situational change scenarios  B. Understanding of the applicability of change management processes into projects C. Integrated change management methods into project management methodology D. Adoption of change management processes into project management frameworks In Team of Teams, McChrystal talks about the cubicle's failed revolution and how the cubicle has become the perfect example of management space gone wrong. What is the percentage of people who work in cubicles who say they would prefer a different workspace? A. 93% B. 43% C. 81% D. 13% You have just set up a meeting with one of your project managers. The project manager is leading a project with significant organizational change. This is the first time this project manager has led a project with so much organizational change. You have just attended a meeting where the project manager was showing off their expertise and focusing on getting the thing done. The meeting you have set up is to do some coaching with your project manager. What should you focus on? A. How to collaborate across departments B. Compliment on the focus to get things done C. The need to focus on showing value D. The importance of building relationships with vendors In Turn the Ship Around, David Marquette identified the organization's genetic code for control to apply with the leadership team. One of the steps would be to identify what worries the leadership teams when delegating the decisions. In Marquette's view, what are the two categories for worries? A. Competence and clarity B. Clarity and change C. Change and competence D. Control and competence Week 7 What is an organization strategy? A. A Project B. A Framework C. A Mission D. A Portfolio What is the highest stage of Strategic Thinking? A. Revolutionary B. Resourceful C. Resolutionary D. Reactionary What is the nature of today’s new challenges for Organizations? A. Complications B. Collocation C. Complexity D. Compliance Which strategy-focused approaches are recommended in the Digital Era? A. Exploration B. Standardization C. Status-quo D. Transformation What is in the center of the Golden Circle? A. What B. How C. Why D. Who Why does the product mindset align better with strategy? A. It leads to value in the work delivered by the project team B. It leads to less waste, more creativity C. It leads to more task management D. It leads to business knowing what they want Why is a business case conducted? A. Diminish return on investment (ROI) B. Prioritize initiatives based on value they produce C. Improve team efficiency D. Make the Project Manager an expert in their work In the Scaled Agile Framework (SAFe), what are Lean business cases aligned to? A. Project streams B. Work streams C. Value streams D. Program streams Week 8 What are the two main focuses of a Product Organization? A. Deliver and Document B. Discover and Deliver C. Discover and Reinvent D. Deliver and Reinvent What is the first step in creating a Product Driven Organization?  A. Create a strong, clear, and flexible roadmap B. Build a communication plan and update the organization C. Create an environment for collaboration and delivery D. Conduct user research and product discovery What is the main reason why benefits are so hard to manage? A. No credibility on stakeholders B. No defined governance around benefits C. Unrealistic business cases D. Poor business assessment What is the first step in managing benefits? A. Review benefits B. Identify benefits C. Track benefits D. Refine benefits Who is the ultimate beneficiary of value delivery? A. Project B. Project Manager C. Project Sponsor D. Customer What is the ultimate goal of product value? A. To satisfy the business line and senior management B. To get the customer engaged and to buy more products C. To achieve the vision and business objectives of the organization D. To get the project on track and the team happy What is the purpose of benefit realization? A. Defines the structure of benefits and how they relate to costs B. Helps the business manage benefits overall C. Identifies a timeline and tools for achieving planned benefits D. Creates an environment for customer satisfaction What is the outcome of the sustain phase in benefit realization? A. To deliver continuous value B. To share results with the business C. To monitor how benefits are realized D. To communicate to the business Confidence Quiz 4 (weeks 7 & 8) Simon Sinek, in his book Start with Why, describes an organization as a Golden Circle ‘cone’ sitting on top of which other system?  A. Strategy B. Organizational C. Competition D. Marketplace In revolutionary strategies, ‘strategy making must be democratic’ means what? A. Be curious about what is happening B. Diversity, newcomers, and co-location can bring fresh perspectives C. Build open-ended strategies D. Discover opportunities by looking at the world through a new lens You are very excited about being invited to join the team that is redoing the strategy for your organization. You know you will have to do some additional research on the strategy planning tools, but your boss did not know which tool is being used and the meeting is tomorrow. When you go to the meeting, the leader of the team is talking about identifying a potential market that has not been explored before. What strategic tool should you research? A. PEST analysis B. VRIO framework C. Blue ocean D. Mind maps A monthly management meeting takes place in your COO's office. Your COO has just returned from a trip to Silicon Valley and discusses the innovations taking place in the market. She draws a Golden Circle, referring to a book she recently read, to understand why your company is competitive. What does your COO mean by writing ‘why’ in the middle of the golden circle? A. The execution B. The mission C. The purpose D. The plan As part of SAFe portfolio, a set of development value streams is funded to deliver one or more solutions. One of the benefits of funding value streams versus projects is: A. Better organization of financials and expenditures with the account managers and the finance departments B. Empowerment of project teams to make better decisions and deliver the projects on time and on budget C. Self organization allows moving people to the most critical work without escalation to management D. Technical initiatives have better visibility and more traction of project deliverables and milestones As part of the credit loans team, you discovered that it takes 100 days from the time a loan application is submitted to the time it is dispersed. The organization has decided to fund a loan origination and reengineering project through portfolio value streams. Which of the following is a substantial benefit of value streams? A. Higher productivity  B. Higher success rates C. Better budget control D. Minimal budget changes In your project, the objective is to deliver an online appointment booking application for medical patients. To ensure the online appointment booking product meets the success criteria outlined in the project charter, a product owner from the product management team was assigned to the team. The product management team has a ‘product first’ mindset and identify success as being: A. Defined inside out and based on the triple constraint B. Driven by business metrics outside the triple constraint C. Driven by product constraint and task management measures D. Driven by the triple constraint with elements of strategy Projects must be aligned with _________ in order to achieve the best results identified through strategy. A. Products and portfolios B. Programs and portfolios C. Programs and vision D. Vision and scorecards In his book, Benefit Realization Management: A Practical Guide To Achieving Benefits, Gerard Bradley defines a benefit as an outcome perceived by the stakeholder to be a positive one. In contrast, it's the outcome is perceived as negative is called: A. Disbenefit B. Dysfunction C. Disproportion D. Disbelief During your executive meeting, you are asked to prepare a benefit management plan for a project that will replace 12 playground sites for children. You decide to use the PMI's model when you are asked to do so. Your benefit management plan will include a significant portion of the benefit transition phase. What is the main activity you need to include in that phase? A. Derive benefits metrics B. Monitor performance C. Consolidate coordinated benefits D. Maintain benefits register What does the benefit management process revolve around? A. Project B. Product C. Scope D. Cost At Movable Ink, one of the steps toward building a product-focused organization was:  A. Define the features that most of the projects have B. Build a road map for management to understand priorities C. Document business requirements through user stories D. Communicate regularly and transparently You and your team are building a new product that will allow customers to pay their bills online. We meet with the project sponsor and the team to document the value proposition canvas for your project. In order to do that, which of the following relationships does a value proposition consider? A. Project and customer B. Product and needs C. Product and customer D. Customer and benefits In the Golden Circle, a concept defined by Simon Sinek, ‘how’ aligns best with which of the following? A. Strategy B. Projects C. Leadership D. Product A merger and acquisition problem project has been assigned to you and your project manager. Due diligence was performed before you joined the project, and the benefits have been summarized in a merger assessment document. As part of the planning and control executive board's instructions, the sponsor of the project must formalize the business case, which you will have to assist with. Why do business cases have a major role in organizations? A. They identify the monitoring tools for successfully managing projects B. They prioritize initiative, based on the value they deliver to the client C. They define the risks and measures of budget control for the projects D. They approve the project cost by the project sponsor and project manager 5 years ago, you worked as a project manager for the warehouse implementation project, and when the project was completed, you were promoted to director. Your role was to maintain the servers installed, as well as, grow and mature them. With the transition to the cloud, your product is currently at the end of its life cycle. What are those stages? A. Transform or retire B. Decline or retire C. Mature or retire D. Mature or transform During your office remodeling project, your business line did a very good job of putting together a list of tangible and intangible benefits. In a meeting with them, you explained that benefit realization is an important part of the benefit management plan. When the project team's responsibility during the benefit realization phase is achieving project goals, what are the product/business responsibilities? A. Monitor benefits  B. Approve benefits C. Measure benefits D. Identify benefits You participate in a customer appreciation event and you get to meet with some of your customers. Your organization is scheduling these events to help the delivery team get more connected to the actual users of your products. Your organization understands that customer satisfaction rises if they find value in the products they are using. Thinking about the relationship between customers and your organization, what is the ultimate goal of product value? A. Eliminate waste for the projects implemented B. Defined value for the product implemented C. Align the organization to the scope of the project D. Achieve the vision and business objectives Benefit realization is the actual recovery of any qualified and quantified improvements, once changes have been… A. Communicated B. Identified C. Implemented D. Approved In order to generate benefits, organizations must invest in a change, and benefits realization management (BRM) determines what changes are required to accomplish the goals of the organization. Bradley asks where does the BRM process apply, in his book Benefit Realization Management: A Practical Guide To Achieving Benefits? A. Individual projects and programs, portfolios of programs and projects, or business strategy B. Portfolios, programs, and projects, and any change initiatives that affect the organization's ROI C. Business strategy and business execution through the implementation of portfolios, programs, and projects D. Individual projects and programs, and any change initiative that affect the organization’s ROI Week 9 There are various forms of communication: formal versus informal, upwards versus downwards. Of the following, what is an example of synchronous communication? A. Meetings B. Printed reports C. Status updates D. Emails Which of the following is one of the ways to improve intercultural communication? A. Ignore local communication formalities and styles B. Do not worry about perceptions of other cultures C. Use local slang and idioms as much as possible  D. Celebrate the diversity of the team When preparing for an important project presentation, you should: A. Focus on your body language and tone B. Monitor and keep track of the time C. Spend 80% of your time planning D. Document all critical project information The focus of your presentation should first be on: A. Conveying the rational for the project B. Identifying key messages and takeaways C. Communicating curious facts to create interest D. Introducing yourself and your experience It is important to get people’s attention within the first 45 seconds of a presentation. One of the methods to do this includes: A. Telling a funny joke B. Displaying a relevant quotation C. Allowing everyone to introduce themselves D. Communicating the time allotted for the presentation You are utilizing a story telling technique to make a key point during your presentation. You decide to let your team members relay several different conversations from customers that all involve a similar root issue. This is an example of: A. In Media Res B. Sparklines C. Petal Structure D. Converging Ideas For delivering effective feedback to a team member you have decided to use SMART objectives, which will include details on their: A. Specific goals, risks identified, timing on key dates B. Metrics on work completed, agreements made, project roles C. Attainable goals, relevant objectives, trackable dates D. Schedule restrictions, milestones to be attained, realistic goals One of the most important tasks for delivering feedback is: A. Establishing a date and time for follow-up B. Recounting information shared by the team C. Documenting the entire conversation D. Communicating your opinion on their performance Week 10 The Project Sponsor and Project Client:  A. Are equally important stakeholders B. Are the two important internal stakeholders C. Always collaborate in selecting the project manager D. Are, usually, the most crucial stakeholders You are analyzing the stakeholders on your project. There is a group of stakeholders that are very excited about the project and want to know everything that is going on, but they are not really involved in the project. Using the stakeholder mapping cube, what kind of examples is this group? A. Irritant B. Saboteur C. Sleeping Giant D. Friend What does the ‘soft’ side of stakeholder engagement deal with? A. Methodology, processes, and tools for identification B. Communications, judgement, and negotiation C. Conflict management, documentation, and tracking D. Analysis, decision-making, and reporting Of the five steps within a Stakeholder Engagement Model, which is the one that is often forgotten? A. Evaluate communication preferences B. Check for shifts and changes in goals C. Identify their personal and business expectations D. Prioritize their short and long term needs What are the four components for building trust with your team? A. Honesty, competence, communication, connection B. Honesty, communication, connection, courage C. Honesty, capability, communication, transparency D. Honesty, clarity, communication, connection What should you do to build trust across your organization? A. Build positivity by communicating only good news B. Share information only with key project team members C. Encourage open competition among team members D. Create an environment where staff can share their opinions Which of the following is the best method for Project Managers to foster a good partnership with their Project Sponsor? A. Weekly status reports B. Regular face to face meetings C. Attendance at monthly steering committees D. Participation in project kick off meetings A project manager has many stakeholder relationships. If they need independent advice on projects, who should they consult? A. Project Sponsor B. PMO C. Steering Committee D. Another Project Manager Confidence Quiz 5 (Week 9 & 10) According to Ted Talks, when preparing the content for a presentation the most important thing to do is… A. Include charts diagrams and pictures to break up your slides B. Have clearly worked out structure to enable speaking to each of your points C. Prepare a detailed script with questions and answers and memorize it D. Gather as many details as possible to illustrate the thoroughness Your sponsor has requested that you come into the next steering committee meeting to present a high level overview on your project to the senior management. The sponsor would like you to explain how this initiative ties back to the organization strategy and tells you that you have 15 minutes on the agenda for this. To start the presentation you decide to… A. Start with some interesting facts and details to get their attention B. Highlight key messages on how the project relates to strategic goals C. Emphasize the project's current status, risk, and issues D. Provide a competitive analysis and business case review Joe is very excited about starting his new project. The project is high profile but has a short time frame. To be successful, Joe knows he will require the team members to respond to emails quickly. What is the best way to share these criteria with his team? A. Let the team know that he will be using email tracking to record response times B. Lead by example and respond to all emails quickly C. Ask the team to respond to emails quickly in one of their weekly meetings D. Include the need to respond to emails quickly and the team charter’s ground rules You want to let your team know that the weekly project status report must be sent home by 4:00 p.m. on Thursdays. Which form of communication would be best to use? A. Active informal written communication B. Passive formal written communication C. Passive formal verbal communication D. Active informal verbal communication You are the project manager for a new international project and your team includes people from four countries around the world. While most of your team members have not worked on this type of project before, the project has strong support from the senior management. What is the best thing you can do to ensure cultural differences do not interfere with the project? A. Spend a little more time discussing and creating the WBS and making sure it is complete  B. Read a book on culture to educate yourself on team members culture C. Make sure you choose your words carefully in meetings and formally document decisions D. At each team meeting, ask one person to describe something unique about his or her culture According to the stakeholder quadrant model of analysis, a stakeholder who is deemed highly important to the project, yet not very supportive, would be considered what? A. Desirable B. Critical C. Monitor D. Risky According to Arora and Baronikian,________, the higher the potential for major political issues to arise. A. The longer the project schedule B. The larger the project budget C. The number and variety of stakeholders D. With more project complexity TED Talks outlines five core storytelling tools that can aid in the creation and delivery of dynamic and interesting presentations. These include: A. Introduction, descriptions, interactions, inquiries, and summarization B. Connection, narration, explanation, persuasion, and revelation C. Preparation, review, revisions, rehearsal, and reflection D. Visualization, verbalization, video, scripting, and interactives You've developed a presentation using one of the classic storytelling techniques. The presentation starts with your team in the middle of a crisis, then backtracks to show how they came together to resolve money problems. What is this an example of? A. False start B. Petal structure C. Sparklines D. The mountain As a project manager, you occasionally need to have difficult conversations with some of your team members. In order for a difficult conversation to be truly effective, what should you do? A. Email the team member about the problem B. Hold this conversation during status meeting C. Use direct plain language and schedule a follow-up D. Hold a quick conversation with no dialogue According to Arora and Baronikian, one way to address and understand your project sponsors’ priorities on your project is to… A. Meet with them to review the project status once a week  B. Ask them to prioritize cost, time, and scope C. Interview them and understand their career goals D. Review and then discuss the organization strategic plan Sahara is a senior program manager who has worked on multiple projects within his organization over the past 10 years. His organization recently acquired a new firm and now he must work with many new stakeholders from his firm. He has decided to do a complete stakeholder analysis. In which order should he use these stakeholder tools and processes? A. Identification, mapping, assessment B. Identification, assessment, engagement C. Identification, assessment, mapping D. Identification, engagement, assessment The project is going well but Nancy, a key executive from the IT department, is not on side with the project. She has a clear resistor to the project. What is one thing that can be done to help Nancy overcome her resistance to the project? A. Add technical scope that would keep her happy B. Pair Nancy with a key supporter in the IT department C. Ignore her attitude as she will come around in the end D. Talk to Nancy's boss about her inappropriate behavior Typically a stakeholder is a person or entity that… A. has an interest in the project, it's performance, or outcome B. is not interested in the project status, communications, or risks C. is only interested in the project's budget and schedule variance D. has a personal concern in the project's overall outcome and impact It is important that a project manager and a project sponsor have a good professional relationship. As a project manager, what is one of the most important things you can do to ensure this? A. Involve the sponsor only when absolutely necessary B. Develop a professional relationship with the sponsor's boss C. Build an environment of trust and collaboration D. Ensure the sponsor has project management training A group consisting of several senior executives that provide direction to the project manager is called the… A. Steering committee B. Project sponsor C. Executive committee D. Sponsoring committee Currently, Elliott is not performing well on your project, and as his PM, you would like to discuss his performance and determine if there is anything contributing to it. Additionally, you would like to ensure that your expectations for his future performance are clear. What is the best means of communication to achieve this? A. Face-to-face meeting B. Email C. Video conference D. Formal letter Which of the following statements helps to define the importance of building trust within a team environment? A. Clarity and transparency aid in communication effectiveness B. Clear identification of responsibilities decreases work effort C. Team-driven requirements-gathering contributes to project success D. Honesty and credibility build collaboration and understanding Trusting oneself, trust in others, trust in the workplace, and trust in ________ can increase or decrease trust in the project team. A. The experience of the project manager B. The project sponsor’s support and commitment C. The organization’s cultures D. The team’s interpersonal relationships According to Ted Talks, before giving a new presentation you should rehearse it. It is better to practice your presentation… A. Only once and before your project sponsor B. By yourself and at least three times C. People who are very familiar with you and your project D. In front of someone who knows nothing about your work Week 11 Running effective meetings is an art. What is the first thing a project manager does when establishing a meeting? A. Prepare and circulate an agenda B. Determine if the meeting is required C. Establish who is required to be at the meeting D. Reserve the time on everyone’s calendars for the meeting What is the Virtual Distance Index? A. A way of measuring the trust level in virtual teams B. It is comprised of operational, affinity, and physical distance C. A way of determining if a virtual team is required for the project D. It is comprised of benchmarking measures for digital Communication You know that senior management is interested in your high-profile project and that they read the weekly status report you circulate every Friday afternoon. When preparing this report, what do you need to consider?  A. Requesting all team updates be sent to you by Wednesday end of day B. Creating a brief summary at the top of the report C. Gathering all project details and ensuring their accuracy D. Reporting upcoming risks, and their probably and impact Your project is running on time and on budget. There are no immediate risks or issues to track. What should you do? A. Save people time and not produce a project status report this week B. Summarize work accomplished by the team over the past month C. Highlight upcoming work that the team will be doing next week D. Document that your project is on track, and the KPI values Facilitators may use a variety of tools when working with groups. Which of the following is an example of a facilitation tool? A. Questionnaires and surveys B. RAM and RACIs C. Brainstorming D. Myers Briggs Type Indicator What is the most important role of a facilitator? A. To understand the goals of the meeting and organization B. To analyze and then report the results of group work C. To determine next steps and future course of action D. To interview, then assign project roles and responsibilities Week 12 In PMI’s Pulse of the Profession Capturing the Value of Project Management Through Knowledge Transfer they identified companies that had good project management practices: A. Were less likely to finish within budget B. Were to finish on time all the time C. Were more likely to achieve their project goals D. Were more likely to promote the project manager Capturing project knowledge involves several steps. Which of the following steps are critical in establishing a knowledge management process? A. Retrieving project data, tagging information for easy searching, storing for future use B. Identifying assets, capturing useable relevant details, establishing methodology on how to share these C. Establishing a file management structure, retrieving project documentation, storing information D. Auditing existing project archives, tracking frequency of use, removing stale data materials Which of the following is a key question to ask your team when conducting a Lessons Learned? A. Was the project sponsor, management team, and customer satisfied with the project’s  result? B. What went right, what went wrong, and what needs to be improved? C. What was the final budget, schedule, and scope for the project? D. Did we learn anything new and would we work together as a team again? Which of the following is one of the most important reasons Lessons Learned are useful for organizations? A. It saves project managers time by creating reusable documentation and knowledge for future projects B. It documents the project problems and justifies the team’s reasons for higher budgets and longer schedules C. It captures the project manager’s final thoughts, their assessment of the team, and stakeholders D. It provides an official record on the project while officially closing off the project You are reviewing a troubled project and must make a recommendation on whether you should try to rescue it. Using a decision matrix, with high/low scores on the cost of recovery and the benefit to the organization, you have determined it has a _______. A. High cost but high value and therefore should be discontinued B. Low cost but high value and therefore it should be continued C. High cost but low value and therefore it should be continued D. Low cost but low value and therefore should be continued Key Performance Indicators may also include: A. Reporting on business goals and metrics after the project has been completed B. Delivering presentations, reporting regularly throughout the project C. Updating project budget baselines, forecasts, and the expected final costs D. Communicating project status in dashboard reports; with red, yellow, or green status Confidence Quiz 6 (Week 11 & 12) In Leadership And Project Management: Leading People And Projects To Success, Arora and Baronikian say a successful project manager maximizes the effectiveness of communication by… A. Ensuring all types and modes of communication are utilized B. Preparing detailed reports, summaries, And archiving for future use C. Holding effective meetings, documenting agendas, and action items D. Leading by example, prepared to communicate with all stakeholders In Whitten's book, No Nonsense Advice for Successful Projects, the best way for project managers to manage their time and stay on top of their projects is to... A. Reserve one day a week for work and escalation meetings B. Have touch points every two weeks with all team members C. Create personal meetings and their calendars D. Work at least one night to stay on top of correspondence Meetings are a useful tool for accomplishing work on a project. What is another good tool to help with structuring a productive meeting? A. List of all stakeholder communications B. Well designed and prioritized agenda C. Complete and updated issue log D. Well designed, complete status report Using the ‘round robin technique’ during a meeting provides an opportunity for each team member to… A. Take a turn chairing a weekly project meeting B. Express views at the end of the meeting C. Record the minutes and action items D. Gather feedback and prepare agendas What is the virtual distance index comprised of A. Physical, operational, and cultural distance B. Physical, affinity, and operational distance C. Operational, cultural, and communication distance D. Physical, affinity, and cultural distance The first step in a five-step knowledge transfer life cycle involves ______. And the last step includes _________ A. Gathering the essential knowledge that needs to be transferred; Sharing the knowledge that is transferred B. Establishing methods required for transferring knowledge; Identifying key knowledge to be transferred C. Capturing essential knowledge that needs to be transferred; Applying the knowledge that has been transferred D. Determining what knowledge needs to be transferred; Evaluating the benefits of the knowledge transferred According to Capturing The Value Of Project Management Through Knowledge Transfer, there are two main approaches for preparing lessons learned. These are… A. In person and email B. Interviewing team and customers C. Meetings and online surveys D. Integrated and post-facto Status reports are one of the most important tools project managers rely on for project communication. On the project, these are used to do what two things? A. Officially document project status, and circulate to the sponsoring team B. Record project quality, and track and trace quality improvements C. Note and record action items, and document team decisions D. Track resource assignments and document team meetings Project managers produce status reports on a variety of projects, small or large, short or long. Regardless of the industry or complexity of the project, most status reports follow some common best practices, which include: A. Sending the status reports out as attachments via email B. Supplying background information on reasons for doing the project C. Providing justifications on why the budget or schedules are off D. Documenting the top risks, issues, and actions plans What are the three components of the Iron Triangle in the Atkinson model for project success, as described by Arora and Baronikian in their book Leadership And Project Management Leading People And Projects To Success? A. Cost, time, quality B. Increased profit, efficiencies, development C. Maintainability, reliability, validity D. Satisfied customers, employees, learning Jenny is an external consultant who has been hired to facilitate an upcoming workshop for a client. They are changing their strategy and planning some organization changes within their firm. To help her prepare for this session, what will she need to do research on? A. Meeting attendees, their background, and expertise B. Understanding the organization's goals and meeting objectives C. Brainstorming techniques, and gathering flip charts and tools D. Group activities and documenting decision-making processes After a Lessons Learned document is completed, what is another key step? A. Ensure it is archived where others can access it B. Save the lessons on your computer for future use C. Get it approved by the project sponsor D. Share it with the immediate project team only Creating lessons learned systematically involves reviewing work done in the ____ and project management knowledge areas to ensure a project manager covers the full scope of the project. A. Five project process groups B. Risk and stakeholder registers C. Resource management plan D. Change logs and issue logs Your organization's project management procedures require the creation of a Lessons Learned document. Which of the following is the best use of this document? A. As a record to inform the team about project outcomes B. As a historical record for use on future projects C. As a document to track what was accomplished D. As a record for preparing your final project report When moderating disputes, it is best to follow a structured process. To be successful in this role, what should project managers always do? A. Establish the end goal B. Try to find common ground C. Confirm process and control D. Clearly document decisions Knowledge gathered and created in a project is a strategic asset that needs to be managed and stored. Project managers should be able to refer to these assets in future projects, while operations team members should be able to use these assets for ongoing procedures and processes. In order to manage knowledge effectively: A. The more you give it away, the more valuable it becomes B. Limiting the creation of content will control costs C. Controlling access to content will safeguard its value D. Investing infrastructures will ensure appropriate use There are many reasons why a project may fail. Some of these may be due to weak resourcing, unrealistic schedules, and inadequate budgets. What is another key reason for why a project may fail? A. Abundant resources and budget B. Poor requirement gathering and verification C. Project management processes D. Too much stakeholder engagement What will a project key performance indicator do? A. Ensure that the project benefits are realized B. Assist the project manager and assignment of resources C. Show progress towards a project goal or objective D. Provide clear guidance to achieving project excellence Which of the following is an example of a critical success factor? A. Delivering the project on time and on budget B. Regular, ongoing communications and feedback C. Achieving a high level of staff retention D. Sufficient resourcing and a business case Projects should be salvaged if… A. The cost to recover the project exceeds the business benefit B. The cost of recover is low but the business value is high C. The project manager can change the project methodology D. Recovery plan is prepared and approved, therefore it cannot fail