Chapter 10

23 August 2022
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1. Project success or failure often is reliant upon the contributions of all of the following groups of stakeholders EXCEPT A. Customers. B. Suppliers. C. Contractors. D. Competitors. E. Top management.
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D. Competitors. Project success does not just depend on the performance of the project team. Success or failure often depends on the contributions of top management, functional managers, customers, suppliers, contractors, and others.
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2. Managing a project and leading a project are two different things. Project leadership is about coping with A. Formulating plans and objectives. B. Monitoring results against plans. C. Change. D. Taking corrective action when necessary. E. Designing structures and procedures.
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C. Change. Project managers often have to deviate from what was planned and introduce significant changes in the project scope and schedule to respond to unforeseen threats or opportunities.
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3. One difference between project management and project leadership is that project management includes A. Recognizing the need to alter direction. B. Aligning people to meet new directions. C. Monitoring results against plans. D. Motivating people to meet new objectives. E. Deviating from the plan.
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C. Monitoring results against plans. Good management brings about order and stability by formulating plans and objectives, designing structures and procedures, monitoring results against plans, and taking corrective action when necessary. Leadership involves recognizing and articulating the need to significantly alter the direction and operation of the project, aligning people to the new direction, and motivating them to work together to overcome hurdles produced by the change and to realize new objectives.
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4. A well-defined project that encounters no significant surprises would require little A. Management. B. Leadership. C. Monitoring. D. Corrective action. E. Controlling.
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B. Leadership. Well-defined projects that encounter no significant surprises require little leadership.
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5. When managing stakeholders, a project manager should A. Develop a hands-on approach. B. Focus on the project team and their needs. C. Understand how different stakeholders can affect the project and manage that dependency. D. Manage and limit time negotiating with stakeholders outside of the organization. E. Refuse to be pulled by the demands of people who are not directly involved in the project.
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C. Understand how different stakeholders can affect the project and manage that dependency. The sheer breadth and complexity of stakeholder relationships distinguish project managers from regular management. To be effective, a project manager must understand how stakeholders can affect the project and develop methods for managing the dependency.
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6. Which metaphor best captures the role of a project manager? A. The conductor of an orchestra B. The point guard on a basketball team C. A programmer on a software development team D. A scout on an exploration E. A mathematics instructor
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A. The conductor of an orchestra A popular metaphor for the role of a project manager is that of conductor.
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7. Which 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? A. Project sponsors B. Government agencies C. Project managers D. Customers E. Top management
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B. Government agencies Government agencies place constraints on project work. Permits need to be secured. Construction work has to be built to code.
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8. Stakeholders such as human resources, information systems, purchasing agents, and maintenance are typically classified as A. Project managers. B. Administrative support. C. Functional managers. D. Project sponsors. E. Customers.
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B. Administrative support. Administration support, such as human resources and information systems, provide valuable support services. At the same time they impose constraints and requirements on the project such as the documentation of expenditures and the timely and accurate delivery of information.
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9. The closest relationships in a project network of relationships are between the project manager and A. Other project managers. B. Project sponsors. C. Top management. D. Customers. E. Project team members.
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E. Project team members. The project team members manage and complete project work. The closest relationships in a project network of relationships are between the project manager and the project team members.
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10. The second ring in the network of relationships for project managers includes all of the following EXCEPT A. Other project managers. B. Customers. C. Functional managers. D. Top management. E. Project sponsors.
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B. Customers. The second ring in the network of relationships for project managers includes all except customers. Besides the project team, the second ring includes stakeholders who are internal to the organization.
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11. The outer ring in the network of relationships for project managers includes all of the following EXCEPT A. Other organizations. B. Customers. C. Contractors. D. Government agencies. E. Administrative support.
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C. Contractors. The outer ring in the network of relationships for project managers excludes administrative support that is internal to the organization.
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12. A high-ranking manager who advocates the project and uses her or his influence to gain approval of the project is a project A. Promoter. B. Champion. C. Godfather. D. Sponsor. E. Advocate.
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D. Sponsor. Project sponsors champion the project. Their reputation is tied to the success of the project. They defend the project when it comes under attack and are a key project ally.
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13. Which group of stakeholders defines the scope of the project and ultimately determines whether or not the project is successful? A. Customers B. Top management C. Project sponsors D. Project managers E. Project team
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A. Customers Customers define the scope of the project, and ultimate project success rests in their satisfaction. Project managers need to be responsive to changing customer needs and the requirements to meeting their expectations.
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14. Networks are mutually beneficial alliances that are generally governed by the law of A. Supply-demand. B. Brooks' law. C. Reciprocity. D. A squeaky wheel. E. Risk-reward.
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C. Reciprocity. Networks are mutually beneficial alliances that are generally governed by the law of reciprocity. The basic principle is that "one good deed deserves another, and likewise, one bad deed deserves another."
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15. In 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. A. Task B. Position C. Inspiration D. Relationship E. Personal
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C. Inspiration Perhaps the most powerful form of influence is based on inspiration. Most sources of inspiration derive from people's burning desire to make a difference and add meaning to their lives.
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16. In terms of commonly traded organizational currencies, sharing personnel, undertaking unwanted tasks, and providing technical knowledge are examples of ______-related currencies. A. Task B. Position C. Inspiration D. Relationship E. Personal
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A. Task This form of influence comes directly from the project manager's ability to contribute to others' accomplishing their work.
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17. In terms of commonly traded organizational currencies, providing friendship, giving emotional backing, and listening to others' concerns and issues are examples of _______-related currencies. A. Task B. Position C. Inspiration D. Relationship E. Personal
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D. Relationship These currencies have more to do with strengthening the relationship with someone than directly accomplishing the project tasks.
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18. In 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. A. Task B. Position C. Inspiration D. Relationship E. Personal
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B. Position This form of influence stems from the manager's ability to enhance others' positions within their organization.
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19. In terms of commonly traded organizational currencies, sharing tasks that increase someone's skills and abilities and letting others have ownership and influence are examples of _______-related currencies. A. Task B. Position C. Inspiration D. Relationship E. Personal
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E. Personal Personal-related currencies deal with individual needs and an overriding sense of self-esteem.
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20. The following are necessary when mapping dependencies or building a social network EXCEPT A. Identify those on whom the project depends for success. B. Identify whose opposition would keep you from accomplishing the project. C. Examine what sources of influence you have relative to those on whom you depend. D. Focus on the relationships with project team members since they are doing the project work and you have most influence over them. E. Diagnose another's point of view as well as the basis for their positions.
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D. Focus on the relationships with project team members since they are doing the project work and you have most influence over them. It is important to acknowledge that it is valuable to be aware of all stakeholders and how they impact your project. Once you start this analysis you can begin to appreciate what others value and what currencies you might have to offer as a basis on which to build a working relationship.
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21. Which of the following is used at Hewlett-Packard for building relationships with key players that will determine a project's success? A. MBO B. MBA C. GIGO D. MBWA E. PMI
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D. MBWA The management style employees at Hewlett-Packard referred to as "management by wandering around" (MBWA) to reflect that managers spend the majority of their time outside their offices is somewhat of a misnomer in that there is a purpose/pattern behind the "wandering." Through face-to-face interactions, project managers are able to stay in touch with what is really going on in the project and build cooperation essential to project success.
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22. Once 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 A. Spend the majority of their time outside their office. B. Are able to stay in touch with what is really going on through face-to-face interactions. C. Announce an open door policy and encourage others to see them when a problem or issue comes up. D. Initiate contact to provide encouragement and to reinforce the objectives and vision of the project. E. Talk with key stakeholders in an attempt to keep abreast of developments and anticipate potential problems.
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C. Announce an open door policy and encourage others to see them when a problem or issue comes up. Less effective project managers eschew MBWA and attempt to manage projects from their offices and computer terminals. Such managers proudly announce an open door policy and encourage others to see them when a problem or issue comes up. To them no news is good news.
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23. Research consistently points out that project success is strongly affected by the degree to which a project has the support of top management. The following are ways a project manager can manage upward relationships EXCEPT A. Never ignore the chains of command. B. Prove loyalty. C. Pick the optimum time to appeal to top management. D. Consistently follow through on requests. E. Accept profound differences in perspective and become skilled at the art of persuading superiors.
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A. Never ignore the chains of command. Few project managers admit ignoring chains of command. If they are confident that top management will reject an important request and that what they want to do will benefit the project, they do it without asking permission. While acknowledging that this is very risky, they will claim that bosses typically won't argue with success.
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24. Which of the following is NOT one of the aspects of leading by example? A. Priorities B. Ethics C. Urgency D. Cooperation E. Power
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E. Power Through a project manager's behavior she or he can influence how others act and respond to a variety of issues related to the project. Six aspects of leading by example include priorities, urgency, problem solving, cooperation, standards of performance and ethics.
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25. The traits of successful project managers include all of the following EXCEPT A. Pessimist. B. Proactive. C. Skillful politician. D. Effective time management. E. Personal integrity.
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A. Pessimist. Traits of a successful project manager include being a systems thinker, having personal integrity, being proactive, having high emotional intelligence, having a general business perspective, being effective at time management, being a skillful politician and being an optimist.
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26. When project managers recognize that if they want participants to exceed project expectations then they have to exceed others' expectations of a good project manager, they are leading by example through which of the following aspects? A. Urgency B. Problem solving C. Priorities D. Standards of performance E. Ethics
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D. Standards of performance Veteran project managers establish a high standard for project performance through the quality of their daily interactions. They respond quickly to the needs of others, carefully prepare and run crisp meetings, stay on top of all the critical issues, facilitate effective problem solving and stand firm on important matters.
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27. To provide greater clarity to business ethics, many companies and professional groups A. Encourage managers to rely on their own personal sense of right and wrong. B. Post consequences to unethical behavior. C. Publish a code of conduct. D. Conduct annual training seminars on business ethics. E. Establish a reward system for those who display ethical behavior.
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C. Publish a code of conduct. To provide greater clarity to business ethics, many companies and professional groups publish a code of conduct. Cynics see these documents as simply window dressing, while advocates argue that they are important, albeit limited, first steps.
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28. The key to exercising influence is A. To make few mistakes. B. To build trust. C. To build a network of top-level people. D. To understand the political connections within the organization. E. To make friends with everyone.
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B. To build trust. Trust is the "lubricant" that maintains smooth and efficient interactions. When you are trusted, people are more likely to take your actions and intentions at face value when circumstances are ambiguous.
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29. Which of the following would be defined as the ability to lead and manage yourself by establishing a sense for who you are, what you stand for and how you should behave? A. Proactive B. Emotional intelligence C. Empathetic D. Sense of purpose E. Personal integrity
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E. Personal integrity Before you can lead and manage others, you have to be able to lead and manage yourself. You have to have personal integrity.
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30. Which of the following would be defined as the ability or skill to perceive, assess, and manage the emotions of one's self and others? A. Emotional stability B. Coolness under pressure C. Emotional intelligence D. Empathy E. Management sensitivity
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C. Emotional intelligence Emotional intelligence (EI) describes the ability or skill to perceive, assess, and manage the emotions of one's self and others.
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31. One way to build a supportive social network at work is to use A. CYA. B. MBWA. C. ACWP. D. PDM.
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B. MBWA. Management By Walking Around is a technique to spend more time face-to-face with team members in order to better understand what is going on with the project.
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32. The one thing that can help establish your right to lead the project more than anything else is A. Ability to balance the project budget. B. Being visible to top management. C. Being an active advocate for your project. D. Having proper credentials.
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C. Being an active advocate for your project. Active advocacy for the team, resources, and time necessary to complete projects is critical to the overall success of the effort.
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33. A key to being able to effectively persuade superiors is A. Constantly meeting deadlines. B. Being visible to top management. C. Establishing project ownership. D. Proving loyalty.
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D. Proving loyalty. Proving loyalty takes many forms, but mainly it is showing that you can take direction, carry out requests, and staying within set organizational boundaries without a lot of push-back.
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34. The largest source of tension between project managers and upper management typically come from A. Lack of project resources. B. Differences of perspective. C. Budgeting exercises. D. Not managing risk correctly.
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B. Differences of perspective. Project managers need to acknowledge that their perspective is focused primarily on the project at hand and the perspective of upper managers is typically broader for the organization.
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35. When having to have a difficult conversation with upper managers, you can increase success by A. Framing the issue in familiar language. B. Not asking for further budget allocation. C. Making sure you have just met your last deadline. D. Framing the issue in familiar language and making sure you have just met your last deadline.
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A. Framing the issue in familiar language. Being able to use familiar language (e.g., interests that the manager have) will increase the probability of your issue being better understood.
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36. A side-effect of lack of trust is in other party is A. Increased cost to the project. B. Excessive number of deadlines missed. C. Often expensing extra effort to understand true meaning of communications. D. None of these choices are correct.
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C. Often expensing extra effort to understand true meaning of communications. Because you do not trust someone, often people will spend extra time trying to glean unstated meaning and true motivations behind statements and actions.
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37. One of the ways to allow others to build trust in you is to A. Celebrate staff birthdays on a regular basis. B. Allow adequate time for staff training. C. Never be late on a project. D. Behave in a consistent manner.
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D. Behave in a consistent manner. Consistent behavior is a distinguishing trait of character.
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38. Management is about coping with complexity; ________ is about coping with change.
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leadership According to Kotter (1990), these two different activities represent the distinction between management and leadership. Management is about coping with complexity, while leadership is about coping with change.
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39. A popular metaphor for the role of a project manager is that of ________.
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conductor A popular metaphor for the role of a project manager is that of conductor.
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40. ________ naturally compete with each other for resources and support from top management.
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Project managers Project managers naturally compete with each other for resources and the support of top management. At the same time they often have to share resources and exchange information.
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41. ________ champion the project and use their influence to gain approval of the project.
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Project sponsors Project sponsors champion the project and use their influence to gain approval of the project. Their reputation is tied to the success of the project, and they need to be kept informed of any major developments. They defend the project when it comes under attack and are a key project ally.
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42. ________ define the scope of the project, and ultimate project success rests in their satisfaction.
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Customers Customers define the scope of the project, and ultimate project success rests in their satisfaction. Project managers need to be responsive to changing customer needs and requirements and to meeting their expectations. Customers are primarily concerned with getting a good deal and this naturally breeds tension with the project team.
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43. Networks among stakeholders are mutually beneficial alliances that are generally governed by the law of ________.
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reciprocity Networks are mutually beneficial alliances that are generally governed by the law of reciprocity. The basic principle is that "one good deed deserves another, and likewise, one bad deed deserves another."
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44. __________-related currencies come directly from the project manager's ability to contribute to others' accomplishing their work.
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Task Task-related currencies come directly from the project manager's ability to contribute to others' accomplishing their work. Probably the most significant form of this currency is the ability to respond to subordinates' requests for additional manpower, money, or time to complete a segment of work.
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45. _________-related currencies stem from the project manager's ability to enhance others' positions within the organization.
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Position Position-related currencies stem from the project manager's ability to enhance others' positions within the organization. A project manager can do this by giving someone a challenging assignment that can aid in their advancement.
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46. _________-related currencies derive from people's burning desire to make a difference and add meaning to their lives.
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Inspiration Perhaps the most powerful form of influence is based on inspiration.
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47. _________-related currencies have more to do with strengthening the relationship with someone than directly accomplishing the project tasks.
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Relationship Relationship-related currencies have more to do with strengthening the relationship with someone than directly accomplishing the project tasks. The essence of this form of influence is forming a relationship that transcends normal professional boundaries and extends into the realm of friendship.
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48. ________-related currencies enhance a colleague's sense of worth by sharing tasks that increase skills and abilities, delegating authority over work so that others experience ownership, and allowing individuals to feel comfortable stretching their abilities.
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Personal Personal-related currencies deal with the individual's needs and overriding sense of self-esteem.
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49. People and organizations that are actively involved in the project, or whose interests may be positively or negatively affected by the project, are known as __________.
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stakeholders Stakeholders are people and organizations that are actively involved in the project, or whose interests may be positively or negatively affected by the project.
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50. Managers spend the majority of their time outside their offices in the ________ style of management.
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management by wandering around (MBWA) The management style employees at Hewlett-Packard referred to as "management by wandering around" (MBWA) to reflect that managers spend the majority of their time outside their offices is somewhat of a misnomer in that there is a purpose/pattern behind the "wandering." Through face-to-face interactions, project managers are able to stay in touch with what is really going on in the project and build cooperation essential to project success.
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51. Mapping ____________ helps identify those on whom the project depends for success.
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dependencies The first step to building a social network is identifying those on whom the project depends for success. Many project managers find it helpful to draw a map of these dependencies.
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52. Research consistently points out that project success is strongly affected by the degree to which a project has the support of ______.
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top management Research consistently points out that project success is strongly affected by the degree to which a project has the support of top management. Such support is reflected in an appropriate budget, responsiveness to unexpected needs, and a clear signal to others in the organization of the importance of cooperation.
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53. Once project managers have proven their _________ to upper management, senior management is much more receptive to their challenges and requests.
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loyalty Before project managers can persuade senior management, they must first prove loyalty.
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54. Experienced project managers recognize the need to build __________ before they need them.
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relationships Experienced project managers recognize the need to build relationships before they need them. They initiate contact with key stakeholders at times when there are no outstanding issues or problems and therefore no anxieties and suspicions.
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55. A highly visible, interactive management style is when the project manager's behavior symbolizes how other people should work on the project. This is called __________ by example.
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leading Leading by example is a project manager's behavior that symbolizes how other people should work on the project.
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56. To provide greater clarity to business _________, many companies and professional groups publish a code of conduct.
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ethics In a survey of project managers, 81 percent reported that they encounter ethical issues in their work. To provide greater clarity to business ethics, many companies and professional groups publish a code of conduct.
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57. The key to exercising influence is to build _______.
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trust Successful project managers not only need to be influential, they also need to exercise influence in a manner that builds and sustains the trust of others.
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58. When project managers take action before it is needed to prevent small concerns from escalating into major problems they are being _______.
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proactive Good project managers are proactive. They spend the majority of their time working within their sphere of influence to solve problems and not dwelling on things they have little control over.
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59. When project managers have a can-do attitude and when they are able to maintain a positive attitude during a dismal day and keep others' attention positive as well, they are demonstrating ___________.
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optimism When project managers have a can-do attitude and when they are able to maintain a positive attitude during a dismal day and keep others' attention positive as well, they are demonstrating optimism.
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60. The ability or skill to perceive, assess and manage the emotions of one's self and others is called _________ intelligence.
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emotional Emotional intelligence (EI) describes the ability or skill to perceive, assess, and manage the emotions of one's self and others.
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61. Using properly established and well maintained professional relationships within a project, a project manager can be the __________ for information on the project.
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focal point Being that focal point with accurate information will end up driving other project participants to turn to the project manager for the most current information available, ultimately reinforcing the project manager's role in the project.
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62. Being an effective __________ for the project you are on will help establish loyalty among team members.
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advocate Advocacy for the team and the project will help show the entire team (and by extension stakeholders) that you are committed to the project and will do what it takes to defend it.
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True / False Questions 63. Strong leadership, while usually desirable, is not always necessary to successfully complete a project.
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TRUE Strong leadership, while usually desirable, is not always necessary to successfully complete a project. Well-defined projects that encounter no significant surprises require little leadership.
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64. The level of leadership required to successfully complete a project may depend on the level of uncertainty involved.
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TRUE The higher the degree of uncertainty encountered on a project-in terms of changes in project scope, technological stalemates, breakdowns in coordination between people, and so forth-the more leadership is required.
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65. In most cases, if someone can manage a project well, then they are also a great leader.
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FALSE It takes a special person to perform both roles well. Some individuals are great visionaries who are good at motivating people about change. Too often though, these same people lack the discipline or patience to deal with the day-to-day drudgeries of managing. Likewise, there are other individuals who are very well organized and methodical but lack the ability to inspire others.
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66. Successful project managers tend to adopt a hands-on approach to managing projects.
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FALSE Too often when new project managers do find time to work directly on the project, they adopt a hands-on approach to managing the project. They choose this style not because they are power-hungry egomaniacs but because they are eager to achieve results. Then they quickly become frustrated by how slowly things are operated, the number of people that have to be brought on board, and the difficulty of gaining cooperation. Unfortunately, as this frustration builds, the natural temptation is to exert more pressure and get more heavily involved in the project. These project managers quickly earn the reputation of "micro-managing" and begin to lose sight of the real role they play in guiding a project.
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67. One of the things that distinguish project management from regular management is the sheer breadth and complexity of the relationships that need to be managed.
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TRUE The sheer breadth and complexity of stakeholder relationships distinguish project management from regular management.
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68. Customers define the scope of the project, and ultimately, project success rests in their satisfaction.
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TRUE Customers define the scope of the project, and ultimately, project success rests in their satisfaction. Project managers need to be responsive to changing customer needs and requirements and to meeting their expectations.
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69. One advantage of creating a dedicated project team is that it reduces dependencies, especially within the organization.
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TRUE One advantage of creating a dedicated project team is that it reduces dependencies, especially within the organization, because most of the resources are assigned to the project. Conversely, a functional matrix structure increase dependencies, with the result that the project manager is much more reliant upon functional colleagues for work and staff.
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70. A successful project manager must build a cooperative, mutually beneficial network generally governed by the law of reciprocity.
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TRUE Networks are mutually beneficial alliances that are generally governed by the law of reciprocity. The primary way to gain cooperation is to provide resources and services for others in exchange for future resources and services. This is the age-old maxim: "Quid pro quo (something for something)." Or in today's vernacular: "You scratch my back, I'll scratch yours."
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71. Relationship-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.
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FALSE Relationship-related currencies have more to do with strengthening the relationship with someone than directly accomplishing the project tasks.
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72. Position-related currencies come directly from the project manager's ability to contribute to others' accomplishing their work.
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FALSE Position-related currencies stem from the manager's ability to enhance others' positions within their organization.
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73. Relationship-related currencies have more to do with strengthening the relationship with someone than directly accomplishing the project tasks.
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TRUE Relationship-related currencies have more to do with strengthening the relationship with someone than directly accomplishing the project tasks. The essence of this form of influence is forming a relationship that transcends normal professional boundaries and extends into the realm of friendship.
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74. Inspiration-related currencies derive from people's burning desire to make a difference and add meaning to their lives.
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TRUE Perhaps the most powerful form of influence is based on inspiration. Inspiration-related currencies derive from people's burning desire to make a difference and add meaning to their lives.
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75. The first step to building a social network is identifying those on whom the project depends for success.
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TRUE The first step to building a social network is identifying those on whom the project depends for success. Many project managers find it helpful to draw a map of relationship dependencies.
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76. Many poor-performing project managers are guilty of management by wandering around.
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FALSE A management style employees at Hewlett-Packard referred to as "management by wandering around" (MBWA) to reflect that managers spend the majority of their time outside their offices is somewhat of a misnomer in that there is a purpose/pattern behind the "wandering." Through face-to-face interactions, project managers are able to stay in touch with what is really going on in the project and build cooperation essential to project success.
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77. Effective time management for project managers includes initiating contact with key stakeholders only when there is a valid issue to deal with.
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FALSE Experienced project managers recognize the need to build relationships before they need them. They initiate contact with the key stakeholders at times when there are no outstanding issues or problems and therefore no anxieties and suspicions.
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78. The 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.
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TRUE The 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. Project managers need to be able to assuage concerns of customers, sustain support for the project at higher levels of the organization, quickly identify problems that threaten project work, while at the same time defend integrity of the project and the interests of the project participants.
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79. One important function of mapping dependencies and building a social network is to prevent project managers from being derailed because they were blindsided by someone whose position or power they had not anticipated.
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TRUE It is better to overestimate rather than underestimate dependencies. All too often, otherwise talented and successful project managers have been derailed because they were blindsided by someone whose position or power they had not anticipated.
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80. It is impractical for a subordinate to "manage" a superior.
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FALSE While it may seem counterintuitive for a subordinate to "manage" a superior, smart project managers devote considerable time and attention to influencing and garnering the support of top management.
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81. Through a project manager's behavior, he or she can influence how others act and respond to a variety of issues related to the project.
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TRUE To be effective, project managers must "walk the talk." A highly visible, interactive management style is not only essential to building and sustaining cooperative relationships, it also allows project managers to utilize their most powerful tool-their own behavior.
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82. As long as the culture of an organization acknowledges and condemns unethical behavior, ethical dilemmas are rare or trivial at the most.
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FALSE In a survey of project managers, 81 percent reported that they encounter ethical issues in their work. Project management is complicated work, and, as such, ethics invariably involve gray areas of judgment and interpretation.
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83. An individual's character alone is adequate to generate trust.
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FALSE Character alone will not engender trust. We must also have confidence in the competency of individuals before we really trust them. We all know well-intended managers whom we like but do not trust because they have a history of coming up short on their promises. Although we may befriend these managers, we don't like to work with or for them.
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84. Managing upward relationships involve project managers become skilled at the art of persuading superiors.
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TRUE Project managers have to accept profound differences in perspective and become skilled at the art of persuading superiors. But before they can persuade superiors, they must first prove loyalty.
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85. Optimism, integrity, and even being proactive are not developed easily if there is not already a predisposition to display them.
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TRUE One can develop the traits of an effective project manager by attending workshops and self-study, and courses can upgrade one's general business perspective and capacity for systems thinking; however, no workshop can transform a pessimist into an optimist. Some qualities get at the very soul of a person.
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86. An effective project manager will choose to have an "open door policy" and use project management metrics to assure projects are running smoothly.
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FALSE Effective project managers rely on inter-personal contact to stay abreast of key topics within a project and to more quickly intervene when something "outside of the numbers" is occurring.
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87. Being the focal point of information allows the project manager to have the information available to them to appropriately manage expectations on a project.
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TRUE Without current (not up-to-the-second) information, a project manager can formulate how to deliver both good and bad news.
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88. Delivering accurate information is just as important as delivering bad news to a stakeholder.
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TRUE Making sure that a stakeholder has accurate information is just as important as delivering bad news when it comes to managing expectations.
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89. Ethics are an absolute - what is ethical for your organization will be ethical for all others.
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FALSE In practice, this is relatively true for US based firms, but there are numerous firms and cultures who conduct business differently enough that accepted practice may go against ethical norms for your organization.