Quiz 11: Managing Project Teams

Synergy can be both negative as well as positive.

There is a high degree of internal conflict in the forming stage of team development.

The storming stage of team development is complete when conflicts are resolved and leadership roles are accepted.

The performing stage of team development is characterized by the development of close relationships and group cohesiveness.

The norming stage of team development is one in which close relationships develop and the group demonstrates cohesiveness.

Research indicates that high-performance teams are much more likely to develop when the manager hand-selects team members.

Every project has the same potential to evolve into a high-performance team.

One important factor that a project manager must acknowledge when recruiting project members is the management structure being used to complete the project.

A project manager should be wary of people who know too much about a specific technology.

Co-location of team members, team names, and team rituals are common vehicles for establishing a team identity.

A project vision is an image a project team holds about how the project will look upon completion, how they will work together, and how customers will accept the project. It is important that everyone have the same vision.

The first team meeting sets the tone for how the team will work together.

Most project managers advocate the use of group rewards rather than individual rewards.

Lump-sum cash bonuses are the most effective group reward for project teams.

A general guideline for running effective meetings includes starting the meeting on time regardless of whether everyone is present.

Group decision making should be used when strong commitment to the decision is needed and when there is a low probability of acceptance if only one person makes the decision.

When facilitating group decision making, a project manager should identify a problem in terms of its alternate solutions so that team members can more easily reach a decision on how to solve the problem.

Team members can be upset and dissatisfied with conflict, but as long as the disagreement furthers the objectives of the project, then the conflict is functional.

A project manager arbitrates conflict by intervening and attempting to negotiate a resolution by using reasoning, persuasion, and suggesting alternatives.

Groupthink refers to the tendency of members in highly cohesive groups to lose their critical evaluative capabilities resulting in quick decision making with little consideration of alternatives.

Two of the biggest challenges involved in managing a virtual project team are developing trust and effective patterns of communication.

Going native is when some project teams continually bypass the normal policies and procedures that everyone in the organization is supposed to follow.

Conflict is inevitable and can be a desirable part of project work.

When a member of a team sees themselves as a high-performer and able to meet all the needs of the team, this is a characteristic of synergy.

High performing teams typically and often meet many of the characteristics outlined in the text.

Over the course of a project, the sources of conflict often change.

Which of the following is commonly associated with high-performing project teams? A) Risk taking is controlled and not allowed to jeopardize the overall project. B) Roles and specific responsibilities are well-defined. C) A degree of competition among team members is encouraged. D) Mistakes are viewed as opportunities for learning. E) Team members are selected with similar talents to enhance cohesion.

During which stage of team development do members accept that they are part of a project group but resist the constraints that the project and the group put on their individuality? A) Norming B) Storming C) Performing D) Adjourning E) Forming

During which stage of team development do close relationships develop and the group demonstrates cohesiveness? A) Norming B) Storming C) Performing D) Adjourning E) Forming

During which stage of team development is the team fully functional and accomplishing project goals? A) Norming B) Storming C) Performing D) Adjourning E) Forming

During which stage of team development is high performance not a top priority and attention is devoted to wrapping up the project? A) Norming B) Storming C) Performing D) Adjourning E) Forming

During which stage of team development do team members establish ground rules and try to find out what behaviors are acceptable and what performance expectations are? A) Norming B) Storming C) Performing D) Adjourning E) Forming

A high school basketball coach has noticed that some close relationships have formed as well as feelings of camaraderie and shared responsibilities for the team's success. Which stage of development is the team in? A) Norming B) Storming C) Performing D) Adjourning E) Forming

A product innovation manager for a manufacturing company has recently noticed some disturbing behavior among team members. Recently the team has exhibited a high degree of conflict over who will control the group and how decisions will be made. Which stage of development is the team in? A) Norming B) Storming C) Performing D) Adjourning E) Forming

A project manager responsible for building a new office building that started this week has noticed some unusual behavior amongst the team. Team members are trying out different behaviors to see what is acceptable to the project and personal relations. Which stage of development is the team in? A) Norming B) Storming C) Performing D) Adjourning E) Forming

Experience and research indicate that high-performance project teams are much more likely to develop under all the following conditions EXCEPT A) members are assigned to the project full time. B) members report solely to the project manager. C) there are 10 or fewer members per team. D) team members are selected by their managers. E) the project involves a compelling objective.

Project managers play a key role in developing high-performance project teams. Which of the following is NOT a contributing factor to this role? A) Conduct project meetings B) Recruit team members C) Manage a reward system D) Manage conflict E) Report progress to top management

There are two important factors that affect the recruitment of project members. Which of the following is one of those factors? A) The budget available B) The size of the project C) The management structure being used to complete the project D) The level of innovation and technical expertise needed E) Organizational culture

When recruiting project team members, which of the following factors is NOT something a project manager might consider? A) The political connections the potential team member may have B) Their problem-solving ability C) Their ambition, initiative, and energy D) Their skillset as it compares to the project manager E) Their availability

The first project meeting is critical to the early functioning of the project team. Which of the following is NOT true regarding this meeting? A) An overview of the project's scope and objectives should be addressed. B) Interpersonal interaction concerns should be addressed. C) The project manager must model how the team will work together. D) The meeting will need to be as long as necessary to cover the main objectives of a first meeting. E) The meeting should be productive, well-organized and realistic.

The project manager must quickly establish operational ground rules for how the team will work together. These include planning, tracking, managing change, and relationship decisions. Which of the following is an example of a planning decision? A) What departments will the team need to interact with during the project? B) What are the specific roles and responsibilities of all the participants? C) Who will generate and distribute reports? D) How will changes be documented and evaluated? E) How will progress be assessed?

Researchers have found that high-performance teams have norms for team interaction. Which of the following is NOT one of those norms? A) Hard work does not get in the way of having fun. B) No information is shared outside the team unless all agree to it. C) It is acceptable to be in trouble, but not to surprise others. D) When a decision has to be made, everyone should agree before moving forward. E) There is no tolerance for bulling a way through a problem or issue.

All of the following have been found to be good for running effective project meetings EXCEPT A) start meetings on time regardless of whether everyone is present. B) allow a time period for socializing to support the development of a team identity. C) thoroughly document all decisions. D) prepare and distribute an agenda prior to the meeting. E) identify an adjournment time.

Establishing a team identity is facilitated by A) team members working in a common space. B) creation of a project team name. C) effective use of meetings. D) team rituals. E) All of these are facilitators of establishing a team identity.

The essential qualities of an effective vision include all of the following EXCEPT A) All team members have the same vision. B) the vision should be communicated to all. C) the vision has to make strategic sense. D) there should be a passion for the vision. E) the vision should be a source of inspiration to others.

Which of the following would be considered the MOST effective project reward? A) Desirable job assignments B) Lump-sum cash award C) All-expenses-paid trip for team members and their families D) Using negative reinforcement to motivate adequate performance E) Public recognition

Individual rewards for outstanding work would NOT include A) letters of commendation. B) public recognition. C) desirable job assignments. D) judiciously making exceptions to the rules. E) All of these are examples of individual rewards for outstanding work.

The first step in facilitating group decision making is to A) call a meeting to discuss the problem. B) identify the problem. C) agree that there is a problem. D) quantify the problem. E) generate alternatives.

Strategies to manage dysfunctional conflict do NOT include _____ the conflict. A) control B) arbitrate C) mediate D) accept E) encourage

The biggest challenge to managing a virtual project team is A) getting reports and technical information communicated. B) developing trust and establishing effective patterns of communication. C) enforcing deadlines. D) dealing with team members in different time zones. E) being able to contact team members immediately when there is a problem.

Which of the following would be an appropriate situation to require facilitating group decision making? A) A mechanical engineer is stuck trying to meet performance criteria for a prototype. B) When strong group commitment is needed to decide methods to reduce project scope. C) Expectations are unclear regarding a specific task. D) Materials needed to finish a custom kitchen have not been determined. E) Dysfunctional conflict between two project team members needs to be resolved.

During the delivery phase of a project's life cycle, the most significant source of conflict is A) schedules. B) priorities. C) technical. D) procedures. E) costs.

When reaching a decision during the group decision-making process, the project manager must build a consensus among the group and can do this by all of the following EXCEPT A) if time becomes a factor, they must make an informed final decision after everyone's ideas have been heard. B) provide periodic summaries to help the group keep track of its progress. C) protect those members who represent the minority view. D) guarantee that everyone has the opportunity to share opinions. E) manage any conflict that may arise.

Symptoms of groupthink include A) encouraged functional conflict. B) negative stereotypes of outsiders. C) optimized critical thinking. D) failed projects. E) positive synergy.

When project managers impose a solution to dysfunctional conflict after listening to each party, they are __________ the conflict. A) eliminating B) controlling C) mediating D) arbitrating E) encouraging

When project managers reduce the intensity of the conflict by smoothing over differences or interjecting humor when dysfunctional conflict arises, they are attempting to _________ the conflict. A) eliminate B) control C) mediate D) arbitrate E) encourage

When not going through normal protocols of the parent organization becomes habit and results in rejection of policies and procedures, this is known as which of the following project pitfalls? A) Groupthink B) Going native C) Bureaucratic bypass syndrome D) Projectitis E) The privileged parameter

How can a project manager support and encourage functional conflict? A) Conflict should not be encouraged or supported B) By asking tough questions and by challenging the rationale behind recommendations C) By imposing a solution to the conflict after listening to each party D) By negotiating a resolution by reasoning and persuasion E) As soon as emotions flare, he or she can intervene and attempt to control conflict because it has become dysfunctional

Which of the following is NOT one of the tips for alleviating communication problems of virtual teams? A) Insist team members travel at least once during the project for a face-to-face meeting. B) Keep team members informed on how well the overall project is going. C) Share the pain when team members reside in different time zones. D) Establish clear norms and protocols for surfacing assumptions and conflicts. E) Establish a code of conduct to avoid delays.

Teams that are able to use identified individual talents to meet a projects' given needs is a common characteristic of A) resource allocation. B) scheduling. C) synergy. D) budgeting. E) storming.

High performing teams can A) create breakthrough products. B) exceed customer expectations. C) complete projects ahead of schedule and under budget. D) provide exceptional services. E) All of these alternatives are correct.

While some conflict can be beneficial, the absence of conflict can mask A) project mistakes. B) lowered customer expectations. C) useful information. D) what appears to be unification. E) All of these alternatives are correct.

When dysfunctional conflict is identified, one of the ways to deal with it is to A) impose an arbitrated solution. B) show understanding and support. C) escalate it up the management chain. D) hush and hide the dysfunctional conflict. E) encourage the conflict.

Challenges to managing geographically distributed teams are A) developing trust. B) keeping time-zones straight. C) effective communication. D) both developing trust and effective communication. E) both developing trust and keeping time-zones straight.

When project teams get accustomed to not having to go through normal approvals to get things done, this is called A) going native. B) bureaucratic bypass syndrome. C) team infatuation. D) groupthink. E) going over the project manager's head.

When a project team will only consider a couple of solutions and ignore alternatives, this is ___________, which is a symptom of Groupthink. A) direct pressure. B) illusion of invulnerability. C) putting on blinders. D) negative stereotypes of outsiders. E) whitewash of critical thinking.

________ occurs when the whole is less than the sum of its parts. A) Negative synergy. B) Inverted interaction. C) Creative collusion. D) Designers' drawbacks. E) Project perversion.

During the ________ stage of group development, there is conflict over who will control the group and how decisions will be made. A) storming B) norming C) performing D) forming E) adjourning

Which of the following conditions is not conducive to the creation of high-performance teams? A) There are 10 or fewer members per team. B) Members are assigned to serve on the project team. C) Members serve on the project from beginning to end. D) Members are part of an organization culture that fosters cooperation and trust. E) Members report solely to the project manager.

Which of the following conditions is not conducive to the creation of high-performance teams? A) Members are assigned to the project full time. B) Members report solely to the project manager. C) All relevant functional areas are represented on the team. D) The project involves a compelling objective. E) Members are co-located and / or internationally dispersed if necessary.

Which of the following is not a consideration that needs to be factored into the process of recruiting team members for a project? A) A sense of humor B) Problem-solving C) Availability D) Technological expertise E) Credibility

Which of the following is not a consideration that needs to be factored into the process of recruiting team members for a project? A) Familiarity B) Integrity C) Ambition, initiative and energy D) Political connections E) Credibility

Research indicates that high-performance project teams are much more likely to develop under certain conditions. One of these conditions is that members are assigned to the project _______ time. A) part B) full C) split D) over E) by ending

Experienced project managers understand the value of having team members ________ the project as opposed to appointing team members. A) volunteer for B) coerced into C) suggested by superiors for D) invited to E) asked to join

Research indicates that high-performance project teams are much more likely to develop under certain conditions. One of these conditions is that members report solely to __________. A) their line manager B) the project manager C) the team leader D) the project leader E) the chief operating officer

The first _________ is critical to the early functioning of the project team. It sets the tone for how the team will work together. A) deliverable B) milestone C) meeting D) announcement E) day

Symbolic actions at the project level that can contribute to a unique team subculture are called team ________. A) vision B) identity C) characteristics D) rituals E) disciplines

Team meetings, co-location of team members, team names, and team rituals are common vehicles when establishing a team _________. A) vision B) identity C) characteristic D) ritual E) discipline

An image a project team holds in common about how the project will look upon completion, how they will work together, and / or how customers will accept the project is known as a __________. It is a less tangible aspect of project performance. A) vision B) identity C) characteristic D) ritual E) discipline

Because most project work is a collaborative effort, most project managers advocate the use of _______ rewards. A) individual B) group C) project D) program E) monetary

________ rewards typically should be used only when everyone on the team recognizes that a member is deserving of special recognition. A) Individual B) Group C) Project D) Program E) Monetary

The use of meetings outside of accepted work hours to get a project back on schedule is an example of ______ reinforcement to motivate project performance. A) positive B) negative C) neutral D) creative E) substantial

________ decision making should be used when strong commitment to a decision is needed and there is a low probability of acceptance if the decision were to be made by one person. A) Individual B) Group C) Project D) Program E) Monetary

When a project manager intervenes and tries to negotiate a resolution by using reasoning and persuasion and suggesting alternatives, he or she is ___________ the conflict. A) mediating B) arbitrating C) controlling D) accepting E) eliminating

When a project manager imposes a solution to the conflict after listening to each party, he or she is __________ the conflict. A) mediating B) arbitrating C) controlling D) accepting E) eliminating

Members who are geographically situated so that they may never be able to meet face-to-face would be a characteristic of a ________ project team. A) virtual B) diverse C) international D) geographically dispersed E) co-located

When a project manager attempts to reduce the intensity of the conflict by smoothing over differences or interjecting humor, he or she is ___________ the conflict. A) mediating B) arbitrating C) controlling D) accepting E) eliminating

Two of the biggest challenges in managing virtual (international) project teams are______. A) overcoming language and culture barriers B) establishing trust and developing effective patterns of communication C) creating synergy and a commonly-held shared vision D) making team members comfortable and compatible with each other E) motivating team members and overcoming conflicts

Project managers should encourage ___________ conflict. A) functional B) dysfunctional C) creative D) diverse E) emotional

Project managers should manage ___________ conflict. A) functional B) dysfunctional C) creative D) diverse E) emotional

The main source of conflict in the delivering stage of the project life cycle is __________. A) priorities B) schedules C) workforce D) technical E) procedures

Project managers and team members have to recognize the _________________ they are operating under in order to do the best that they can. A) circumstances B) circumstantial constraints C) situation D) situational constraints E) scenario

Identify and briefly describe each stage of team development.

A project involving a compelling objective is an example of a condition that supports the development of high-performing teams. List four more conditions and briefly explain how they support the development of a high-performing team.

Project managers play a key role in developing high-performance teams. One example of this is recruiting team members. Identify and describe four other ways project managers can impact the development of high-performing teams.

The text states that when managers are recruiting project team members, they should be wary of people who know too much about a specific technology. Why is this? Do you agree or disagree? Explain your answer.

What is the difference between functional conflict and dysfunctional conflict on a project? Provide real examples of each.

Identify and briefly describe the five strategies to manage dysfunctional conflict.

What is a virtual project team and what are two challenges in managing such a team?

What is meant by the term groupthink and what are two symptoms?

When conducting project meetings, why is the first meeting so important?

A vision refers to an image a project team holds in common about how the project will look upon completion, how they will work together, and / or how customers will accept the project. Although they should be similar, everyone's vision will not be the same. Why not? How might having only similar visions support the project?

Why do project managers prefer to use group awards over individual rewards? When would it be appropriate to use individual rewards?