1 Expectancy theory as applied to project management implies that:

　　A The team will work the hardest on those goals that are clearly explained by the project manager

　　B The more rewards that the project manager provides, the better the performance of the team

　　C Team members will work hardest for those project goals that also bring satisfaction to personal goals

　　D Employees will work hardest for those project goals which are accompanied by high levels of authority for the individual team members

　　E None of the above

　　ans:C

　　2 An individual who is working on the satisfaction of physiological needs has essentially satisfied which needs?

　　A Safety

　　B Empowerment/authority

　　C Esteem

　　D Self-actualizationE None of the above

　　ans:E

　　3 When working in an environment that uses learning curves, the most effective plan for creating the perception that pay is related to performance is to provide the team members with an individual salary plus bonus based upon

　　A Individual productivity

　　B Cost effectiveness

　　C Group or team productivity

　　D Rating system developed by the project manager

　　E All of the above

　　ans:A

　　4 Project management has been proven to be successful because employees get to see the entire effort, from beginning to end, rather than just small pieces. This could be considered an example of:

　　A Behavioral modification

　　B Linking performance to pay

　　C Positive job reinforcement

　　D Job enrichment

　　E All of the above

　　ans:D

　　5 A project manager recently rewarded an individual with a promotion that carried with it a very small salary increase but substantially more responsibility. The project manager appears to be appealing to the employee's _____ need.

　　A Monetary

　　B Physiological

　　C Esteem

　　D Self-actualization

　　E Team-building

　　ans:C

　　6 Employee unions would most likely satisfy which level in Maslow's hierarchy of needs?

　　A Belonging

　　B Self-actualization

　　C Esteem

　　D Safety

　　E Empowerment

　　ans:A

　　7 Using the situation the the Special window:

　　A Productivity will increase

　　B His decisions will promote high satisfaction among his team

　　C His decisions will require less time

　　D All of the above

　　E A and C only

　　ans:B

　　8 Participative Management:

　　A involves the solicitation of information from all team members.

　　B assumes that members avoid work and responsibility.

　　C suggests the sharing of power and decision making.

　　D employs a Theory X style of leadership.

　　E A and C

　　ans:E

　　9 The Japanese resource management model exhibits:

　　A a cooperative spirit of goal setting.

　　B non-specialized career paths

　　C frequent changes in team assignments

　　D a Theory Z style of management

　　E All of the above.

　　ans:E

　　10 Management styles associated with production environments, such as assembly lines commonly include:

　　A a directing style of leadership.

　　B a lack of confidence in their workers

　　C assumption that workers lack ambition and dislike responsibility

　　D a Theory X style of leadership

　　E All of the above.

　　ans:E

　　11 Management By Objectives assumes that the team:

　　A is receptive to an unstructured environment.

　　B does not require close supervision.

　　C possesses a self directed philosophy

　　D identifies with project objectives.

　　E All of the above.

　　ans:E

　　12 Using the scenario in the special window, the project manager:

　　A will probably spend the weekend reviewing the data.

　　B Won't ask for the report again.

　　C Has a preference for written communication.

　　D Has chosen an inappropriate medium.

　　E Is experiencing communication overload.

　　ans:E

　　13 A project manager who, in a deference of opinion with the project controls engineer on how costs are to be reported, dictates the format of the cost report may be said to have a conflict management style.

　　A Withdrawing

　　B Forcing

　　C Confrontational

　　D Authoritarian

　　E Combative

　　ans:B

　　14 Which of the following tools and techniques can be used to collect information for the project closure reports?

　　A Customer Surveys

　　B Brainstorming

　　C Document and Performance Analysis

　　D Lessons Learned

　　E All of the above

　　ans:E

　　15 The following reports are normally developed during the project closure phase?

　　A Communications Management Plan and Lessons Learned

　　B Records Archive, Closure Report, lessons learned & Formal Acceptance Report

　　C Records Archive, Closure Report, & Specifications Document

　　D Communications Management Plan and Closure report

　　E None of the above

　　ans:B

　　16 A negative cost variance and positive schedule variance means:

　　A The project is under budget and ahead of schedule

　　B The project is over budget and behind schedule

　　C The project is over budget and ahead of schedule

　　D The project will be overrun but ahead of schedule at completion

　　ans:C

　　17 A Project Status Report would include all of the following except:

　　A Cost and schedule reports

　　B Changes to scope. cost or schedule

　　C Narrative explanation of variances

　　D Personnel problems on the project

　　E Upcoming activities

　　ans:D

　　18 The primary source document for establishing the content of the Project Status Report is:

　　A The project charter

　　B The Project Plan

　　C The ASTM Project Document Guide

　　D The summary work breakdown structure

　　ans:B

　　19 The most common form of project communication is:

　　A Upward to executive sponsor

　　B Downward to subordinates

　　C Lateral to the team and line organizations

　　D Lateral to customers

　　E Diagonally to the client's senior management

　　ans:C

　　20 The most common form of organizational communication is

　　A Upward to management

　　B Downward to subordinates

　　C Horizontal to peers

　　D Horizontal to customers

　　E All of the above

　　ans:E