1.
A project manager working in a project-based organization is putting a team together to perform a project. Which of the following is not a tool or technique that might be used to do this?
2.
Your client comes to you with a serious problem in one of the deliverables that will cause the final product to be unacceptable. Your team members look at his complaint and feel that it’s not justifiable, and that the product really does meet its requirements. What’s the first thing that you do?
3.
A project manager is running into trouble with his team, because they always come to meetings late. Which of the following is most likely to be the cause of this problem?
4.
You’re managing a software project when two of your programmers come to you with a disagreement over which feature to work on next. You listen to the first programmer, but rather than thinking through the situation and gathering all the information, you decide to go with his idea. Which conflict resolution technique did you use?
5.
A project manager is building her team. She notices that team members are not collaborating efficiently, and she is concerned that this is leading to a destructive environment. Which of the following best describes the state that the team is in?
6.
A project manager for a software project is well regarded by people in her company as an expert programmer. She has an especially good reputation among the senior managers of the company. The CTO of the company tells her that any time she runs into trouble, he’ll back up any decision that she makes—and everyone on the team admires the CTO, and they have a lot of loyalty to him. Which best describes the power the project manager is exerting?
