When managing stakeholders, a project manager should

Question 1When managing stakeholders, a project manager should

Question 2When having to have a difficult conversation with upper managers, you can increase success by

Question 3A successful project manager must build a cooperative, mutually beneficial network generally governed by the law of reciprocity.

Question 4Project success or failure often is reliant upon the contributions of all of the following groups of stakeholders EXCEPT

Question 5One difference between project management and project leadership is that project management includes

Question 6Networks are mutually beneficial alliances that are generally governed by the law of

Question 7Relationship-related currencies have more to do with strengthening the relationship with someone than directly accomplishing the project tasks.

Question 8Being the focal point of information allows the project manager to have the information available to them to appropriately manage expectations on a project.

Question 9The one thing that can help establish your right to lead the project more than anything else is

Question 10The key to exercising influence is

Question 11The old-fashioned view of managing projects emphasized directing and controlling subordinates; the new perspective emphasizes managing project stakeholders and anticipating change as the most important jobs.

Question 12Through a project manager’s behavior, he or she can influence how others act and respond to a variety of issues related to the project.

Question 13Managing a project and leading a project are two different things. Project leadership is about coping with

Question 14A side-effect of lack of trust is in other party is

Question 15Stakeholders such as human resources, information systems, purchasing agents, and maintenance are typically classified as

Question 16In terms of commonly traded organizational currencies, giving a task that could result in a promotion, acknowledging someone’s effort and accomplishments, and providing opportunities for linking with others are examples of ______-related currencies.

Question 17An individual’s character alone is adequate to generate trust.

Question 18As long as the culture of an organization acknowledges and condemns unethical behavior, ethical dilemmas are rare or trivial at the most.

Question 19Which of the following is used at Hewlett-Packard for building relationships with key players that will determine a project’s success?

Question 20In terms of commonly traded organizational currencies, being involved in a task that has a large significance and having a chance to do something important and do it well are examples of ______-related currencies.

Question 21Which of the following groups of stakeholders place constraints on project work such as requiring permits to be secured, that work is built to code, or that safety standards are met?

Question 22The largest source of tension between project managers and upper management typically come from

Question 23Relationship-related currencies deal with the extent to which we can help others feel a sense of importance and personal worth by sharing tasks that increase their skills and abilities.

Question 24To provide greater clarity to business ethics, many companies and professional groups

Question 25The traits of successful project managers include all of the following EXCEPT

Question 26A high-ranking manager who advocates the project and uses her or his influence to gain approval of the project is a project

Question 27Optimism, integrity, and even being proactive are not developed easily if there is not already a predisposition to display them.

Question 28Once you have established who the key players are that will determine success, then you initiate contact and begin to build a relationship with those players. Less effective managers

Question 29An effective project manager will choose to have an “open door policy” and use project management metrics to assure projects are running smoothly.

Question 30Many poor-performing project managers are guilty of management by wandering around.

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