PM Test Center

Ouchi developed Theory Z as a hybrid organization. This concept states that management deems workers as trustworthy and capable of working without close supervision because:

A. Workers are motivated by a hierarchy of needs.
B. Management provides a supportive environment with lifetime employment.
C. Workers are threatened with job loss.
D. The government demands it from their people.

Answer: B. Management provides a supportive environment with lifetime employment.
Theory Z is a philosophy on collective responsibility, often times associated with a life-long commitment. It is based on trust so threats and demands are not part of the equation while a hierarchy of needs describe Theory X (low levels) and Theory Y (high levels).

Donna tells you she is extremely happy that her work was finally noticed. Her project manager sent a note to Donna’s manager about how wonderful her performance on the last project was. As a result, Donna was named Team Member of the Month for her department and received a gift card. In this example, the project manager exercised what type of power?

A. Formal
B. Reward
C. Expert
D. Recommendation

Answer: B. Reward
Reward power, one of the best forms of power, is when the project manager provides a reward for good performance. This can come in many forms, including accolades and gifts. The other types are formal, penalty, expert, and referent.

Steven, the assigned project manager, was given authority by his sponsor to not only staff resources to his team but also manage the team on a day-to-day basis. He decides that he will leverage his title and position to motivate his team to follow his lead. This is an example of what type of power?

A. Expert
B. Sponsorship
C. Leader
D. Formal

Answer: D. Formal
Formal, aka legitimate, is a project management power that is based solely on position; it is not one of the best forms of power. The other types are reward, penalty, expert, and referent.

The most common source of conflict on a project is:

A. Cost
B. Resources
C. Personality
D. Schedules

Answer: D. Schedules
In order of frequency, the most common source of conflict to the least common source of conflict: schedules, priorities, resources, technical opinions, administrative procedures, cost, personality. No need to memorize all of them but at least know the top two (schedules, priorities) and the last (personality).

Lisa is creating the human resource plan for her project. One important element that she wants to identify during this process is how she is going to staff the resources necessary to complete her scheduled tasks. What type of output does Lisa need as part of her human resource plan?

A. Negotiation
B. Pre-assignment
C. Staffing management plan
D. Acquisition

Answer: C. Staffing management plan
A staffing management plan is a subsidiary plan to the human resource plan. It describes how human resource needs are met. Among the choices, it is also the only output for Develop Human Resource Plan process; all other choices are tools and techniques for the Acquire Project Team process.

While interviewing for a project manager position, you are asked which motivation attitude you have, Theory X or Theory Y. You state that your style is closer to the Theory Y approach and because you:

A. Encourage team members to realized their own maximum potential
B. Prefer to closely monitor your team members
C. Believe your team members can strive to achieve and are capable of self-motivation
D. Promote company loyalty and care about your team members on the job as well as during non-working hours

Answer: C. Believe your team members can strive to achieve and are capable of self-motivation
Theory X is the belief that employees are lazy and will do as little as possible to keep their jobs. Since they do not like to work, they require heavy supervision. Conversely, Theory Y assumes that employees are ambitious and can enjoy work; they are willing to take ownership of problems and creatively solve them without much direction. The reality is that these two theories are extremes and although a project manager may gravitate toward one end of the spectrum, her approach is likely somewhere in between. Maximum potential refers to the self-actualization layer of Maslows hierarchy of needs while company loyalty describes Theory Z.

During a critical juncture of a project, Gary decides to bring his project team from several local offices to a single location for two weeks. That way, they can work more closely together to ensure the milestone is on-time and on-budget. This is called:

A. Pre-assignment
B. Enterprise environmental factors
C. Virtual team
D. Co-location

Answer: D. Co-location
Co-location, or tight matrix, simply means keeping the project team all in the same physical place. This could be permanent or temporary but the goal is to improve team communication.

Which of the following is not true regarding conflict in a team environment?

A. Conflict should focus on personalities, not issues
B. Conflict should focus on the present, not the past
C. Conflict is natural and forces a search for alternatives
D. Openness resolves conflict

Answer: A. Conflict should focus on personalities, not issues
Conflict should focus on issues, not personalities.

Which is the following is not true about RACI?

A. RACI is a type of RAM.
B. RACI can be used to show roles on a project.
C. RACI stands for review, action, correct, investigate.
D. RACI is a matrix-based chart.

Answer: C. RACI stands for review, action, correct, investigate.
RACI is a matrix-based chart, a tool and technique for the Develop Human Resource Plan process. It is a type of RAM (Responsibility Assignment Matrix) and uses R (responsible), A (accountable), C (Consult), and I (Inform), to display expected roles for the project team.

What are the stages of team development?

A. Forming, storming, norming, performing
B. Forming, storming, norming, performing, adjourning
C. Withdrawing, smoothing, compromising, collaborating
D. Withdrawing, smoothing, compromising, collaborating, confronting

Answer: B. Forming, storming, norming, performing, adjourning
The fourth edition of the PMBOK® now has five team development stages (adjourning is the new addition). Choices C and D are techniques for resolving conflict.