UNIVERSITY OF TORONTO
FACULTY OF APPLIED SCIENCE AND ENGINEERING
FINAL EXAMINATION: December 18, 2017
DURATION: 2.5 hrs
APS446 - Leadership in Project Management
Calculator Type: Not required
Exam Type: A
Examiner - H. Baronikian
Multiple Choice - 50 marks
Short Answer - 60 marks
Total Marks Available - 110
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Student Name:
Student Number:
Date:
APS446 - Final Exam Fall,2017
Time allocation: 2.5 hours
Closed book. No aids.
Enter answers for all multiple-choice questions on the answer sheet provided at the back.
[l mark for each correct answer for multiple-choice questions.]
1. You are the project leader for a major engineering project. There are many different stakeholders involved in the project and each has his/her own opinion as to what the project should truly deliver. To maintain communication, set clear objectives and document all decisions, you can say that this project will require _____ _
a. A larger budget b. Greater discussion and elaboration during project chartering and initiation c. A larger project team, with additional subject matter experts d. More careful project control
2. The following statements are true about the Balanced Scorecard system (BCS), EXCEPT: a. BSC is a method to measure, control and communicate inventory levels b. BSC is a system that requires the· development of effective objectives, measures and targets for all four perspectives c. BSC is a strategy management and a communications tool d. b. and c.
3. The Denison model of organizational culture deals with external and internal cultural factors. A dimension related to the external situation is: ·
a. Mission b. Involvement c. Consistency d. Empowerment
4. Which of the following leadership styles would be associated with a Competence culture? a. Directive b. Integrator c. Standard setter d. Harvester
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5. Kerzner uses a five-level Project Management Maturity Model. The five levels (from lowest maturity to highest) are:
a. Common methodology, unique language, best practices, benchmarking, continuous improvement b. Common language, common process, singular methodology, benchmarking, continuous improvement c. Unique language, unique process, singular methodology, benchmarking, continuous improvement d. Unique language, unique process, unique methodology, benchmarking, continuous improvement
6. Which of the following statements is FALSE? a. PMOs maintain standard methodology b. PMOs strive to bridge divisional silos c. PMOs are responsible for project success d. PMOs help to match projects to appropriate PMs
7. The Round Robin technique provides an opportunity for each team member to: a. Chair project meetings b. Express his or her views regarding a particular issue, solution or direction c. Prepare the agenda for successive meetings d. Take turns as minute-takers or time-keepers at meetings
8. Which of the following conflict resolution techniques generate the MOST lasting solution? a. Problem-solving b. Smoothing c. Compromising d. Forcing
9. You are the project manager of a construction project that is financially challenged and behind schedule. A foreman fails to deliver a phase of the project on time. You need to address the issue with the foreman. How should you approach him?
a. To demonstrate that you are in control, you remain firm and reprimand the foreman and the team to ensure they do not slow down b. You disregard the issue, acknowledging that what is done is done, and develop a plan for moving forward c. You meet with the foreman to inquire about what happened, and seek to understand and solve the problem d. You reprimand the foreman in private and ask _that he keep you better informed in the future
10. Understanding the alignment between an organization's broader goals and what your project is expected to deliver is a reflection of:
a. Leadership maturity b. Strategic awareness c. Executive presence d. Executive orientation
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11. Due to your skills and experience, the project you are managing is completed several weeks ahead of schedule. The customer is thrilled and offers you a sum of money as an "appreciation bonus" for your effort and hard work. What should you do?
a. Accept the bonus, but notify management b. Do not accept the bonus and notify management c. Check policies and notify management; if appropriate to accept the bonus, share the bonus with your project team d. Donate the bonus to charity
12. You have recently changed jobs and discovered that your new employer routinely violates environmental requirements on projects. You should:
a. Start by asking your management if they are aware that regulations are being violated b. Inform the appropriate governmental agencies c. Talk to the corporate legaf department d. Do nothing, as it is not your problem
13. As part of professional and social responsibility, a project manager must balance stakeholder interests. A customer has requested a change in a project that will have an obvious detrimental effect on the local community. The PM is not an expert in assessing such an impact, but believes this request deserves special attention. What should the PM do?
a. It is not for the PM to decide this. The requested change should be added to the project through the usual change control process b. The PM should tell the customer that the change will not be considered because the project is near closing anyway c. The requested change should be added to the project through the usual change control process, with appropriate notes from the PM regarding possible repercussions for the community. A subject matter expert may be needed to advise the project steering committee on the potential impacts of the request d. The PM should explain to the customer that a verbal request is insufficient and ask for the request to be in writing
14. The five-step ethical framework recommended by PMI is intended to: a. Minimize the impact of poor ethical decisions b. Support the ethical decision-making process for PMs c. Support the ethical decision-making process for a range of stakeholders d. Provide for documentati.on of important ethical decisions
15. The PMI Code of Ethics and Professional Conduct focuses on which set of values? a. Transparency, Honesty, Responsibility, Fairness b. Respect, Fairness, Honesty, Responsibility c. Accountability, Fairness, Honesty, Integrity d. Respect, Fairness, Accountability, Honesty
16. You are about to send a deliverable from your biomedical engineering project to your customer when you realize there is a defect. The customer would probably not notice it, but it is technically not consistent with the contract or with the quality management expectations within your project. What should you do?
a. Discuss it with the customer and also inform your management b. Go ahead and send the deliverable - if it is detected, you can deal with it then c. Inform your senior management and seek their guidance d. Extend the project deliverable time'frame to correct the defect
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17. Managing expectations with stakeholders is a very important role for project managers. All of the following are good practices for project managers, EXCEPT:
a. Managing the expectations of the project client, sponsor and other key stakeholders b. Only passing along positive aspects of dialogue with stakeholders to the project team c. Periodic checks that stakeholder expectations are still well understood d. Regular reviews to assess whether stakeholder attitudes, power or interests have shifted
18. The question, 'How engaged are the stakeholders now, compared to last month?', would most likely be asked in which step of the stakeholder management cycle?
a. Managing Stakeholders b. Identifying Stakeholders c. Prioritizing Stakeholders d. Checking for Changes
19. The following are all examples of Stakeholder An·alysis tools, EXCEPT: a. The Stakeholder Management Histogram b. The Stakeholder Quadrant Model c. Stakeholder Support Circles d. The Stakeholder Mapping Cube
20. A stakeholder is: a. An individual with an interest in the outcome of the project b. An entity which may affect or be affected by the project c. Someone who believes they have a legitimate role in informing or directing the project
· d. All of the above ·
21. A 'Saboteur' can be described as a stakeholder who is: a. High in power, but low in interest with a negative attitude b. High in power, but has a negative attitude and is high in interest c. Low in interest, with a positive attitude and high power d. Low in interest, with a negative attitude and low power
22. In documenting stakeholder communication preferences, the project leader is attempting to: a. Better understand the communication needs of various stakeholders b. To know how a given stakeholder may like to be engaged around different kind of topics, priorities, urgent issues or escalations c. To get an appreciation of each stakeholder's desired format, frequency and channel of communication d. All of the above
23. Users of a planned new health information system are continually asking for more features. The project requirements were already defined, based on input from users, several months ago. Even so, each time a prototype is shown to the users, some new ideas emerge and other features are requested. In this situation, as project manager, you should:
a. Recognize this as an example of "scope creep" and advise users that nothing more can be added to the feature set b. Recall that requested changes or additions can be either positive or negative for the project c. Utilize the integrated change control process to assess requests d. b. and c.
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24. Which of the following statements would be considered a best practice for communications? a. Communications is more about what you say and less about what you hear b. What you say must match what you do (and vice versa) c. Listening is overrated and delays project execution d. Communication activities are very time-consuming; the PM should focus on getting things done
25. You are the PM for a new international project, and your team includes people from multiple countries. Most of the team members have not.worked on similar projects before, nor are they all familiar with each other. The project, however, does have strong support from senior management and high expectations from the project client for smooth operation. What is the BEST thing to do to ensure that cultural differences do not interfere with the project?
a. Ask one person at each team meeting to share something unique about his or her culture b. Make sure you choose your words carefully in your communications c. Spend a little more time creating the WBS and making sure it is complete d. Read a book on cross-cultural differences
26. Samantha has taken over an existing project. In coming into this project Samantha is focused on leading rather than managing the project team. This is somewhat different from how the previous PM was approaching the work. Instead, Samantha ______ _
a. Reviews options and then reduces them quickly to the "right answer" b. Expands options and alternatives as much as possible before selecting a course of action c. Negotiates or bargains with colleagues to solve problems d. Prioritizes getting tasks done
27. Paolo was leading a large data warehouse project that would bring together seven different data sets. His first meeting with senior managers from the business unit did not go well. As part of the project kick-off meeting, he walked everyone through nearly 100 pages of requirements and watched them as their eyes glazed over. He wanted them to fully understand the scope of work they were approving, but this was not the right way to present the material for this audience. Paolo has approached you for advice on how to better lead meetings. Which of the following suggestions would be most helpful?
a. Establishing and communicating the purpose of the meeting b. Providing the materials and agenda beforehand, with a specific request relating to the needed sign-off for the requirements, to avoid surprises c. Using more visual communications and summarization d. All of the above
28. To ensure that a team member understands the work to be done, the project manager should: a. Check for understanding and elaborate or clarify where necessary b. Restate the request and ask for a commitment c. Restate the request and use active listening d. Emphasize the importance of the work and restate the request
29. The following are all useful approaches for fostering acceptance of organizational change, EXCEPT:
a. Explain the rationale for the change b. Outline the benefits to come from the changes c. Be careful about slowing down the project, by preventing or limiting participation d. A void surprises
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30. The project is going well, but Nancy, a key executive from the IT department, is not on-side. She is a clear resistor to the plan. For you as a project leader, all of the following will help to bring Nancy on board, EXCEPT:
a. Pairing Nancy with another senior, supportive stakeholder b. Adding something to the project that would not be very costly but would keep the core team happy c. Pairing Nancy with a key supporter in the IT department d. Understanding why Nancy is not supportive of the project
31. You are working with a "change champion" to address a particular challenge that was unanticipated. You are most likely in which phase of organizational change management?
a. During the planning of the change management initiative b. During the execution of the change management plan c. During the review of the changes following implementation d. b. or c.
32. Which of the following would NOT be considered a top success factor for organizational change management?
a. Having the PM lead the change management process b. Active and visible executive sponsorship c. A structured change management approach d. Frequent and open communication
33. You are leading a large-scale project that will completely transform call centre operations for your organization. Most of the department managers are extremely supportive of the change and have openly favoured the transformation. Which leadership style will be most effective in this scenario?
a. Consultative b. Directive c. Collaborative d. Coercive
34. Specific change management expertise may be needed to assist the PM when: a. The organizational culture is not generally supportive of change b. The degree of behavioural change required is relatively contained c. If there is urgency to enact the change d. a. and c.
35. All of the following describe the closing stage of the project life-cycle, EXCEPT: a. Closing contracts b. Fonnalizing monitoring and control processes c. Obtaining formal acceptance for the final deliverables of the project d. Releasing resources
36. Lessons Learned is an important part of project closure because: a. It documents what has happened and what has been learned for the benefit of other projects b. It brings the project team and possibly other stakeholders together to review, diagnose and solve problems while the project is still fresh for everyone. c. It promotes a culture of continuous learning and improvement. d. All of the above.
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37. All of these are approaches to recover a project, EXCEPT:
a. Provide more training to the project team b. Spending time to rebuild possibly strained relationships within the project team and/or with other stakeholders c. Following a methodology to complete smaller deliverables, at least initially, to rebuild confidence and momentum d. Reviewing and possibly redefining what success means for the project
38. You are the Director of the Project Management Centre of Excellence in a weak matrix organization. You observe that projects tend to repeat the same mistakes. The project schedule templates already include a "lessons learned" task. There is a lessons learned repository. It is jokingly said that they are "lessons observed" instead of "lessons learned". What might be the most effective thing for you to do?
a. Hold the project managers responsible to carry out the lessons learned meeting and to document the lessons b. Publish the lessons in a company-wide newsletter c. Add an expectation at the project initiation stage that project managers will review appropriate lessons learned from other projects at the launch of their project d. Hold the lessons learned meetings yourself
39. Benefits realization is about: a. Alignment of the project and its deliverables with strategy b. Being consistent between what was promised in the business case and what is being delivered c. Ensuring there are tracking mechanisms to determine if, and to what extent, the benefits have been generated (and if they are in line with what was expected) d. All of the above
40. Your project was just completed and the sponsor rated the project a huge success because it was completed on time, on budget and accomplished all the goals outlined in the charter. Half of your team did not show up at the celebration party. Which of these statements would reflect better the full situation?
a. Your project is a success because projects exist for a purpose and if the purpose is accomplished the project is successful b. Your project might not be a full success in the eyes of some team members c. Your project is a failure because even though the triple constraint was met, the team is unhappy d. Your project is a success because it met the triple constraint of scope, cost and time
41. Change can be accomplished more successfully if you _____ _ a. Pay attention to conflicts that arise and use these for deeper thinking and problem solving b. A void the Kaizen method, because it just slows things down c. Recruit champions to support the change in various parts of the organization d. a. and c.
42. KPI is a common abbreviation. Which description best matches the term in a Project Management context?
a. Knowledge of Project Information - Part of Knowledge Management b. Key Performance Information - Used for gating c. Key Performance Indicator - Focuses on the Execution Metrics of the Process d. Knowledge Performance Index - Part of Knowledge Management
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43. Which of the following is a common cause of early project termination? , a. Evaluation shows that the project has deviated too far from its objectives and the customer
closes it off b. Original project objectives are no longer valid because the environment/market has changed c. Resources have run out (money, materials, customers) d. All of the above
44. Administrative activities, such as archiving project files, clearing contracts, documenting lessons learned, and receiving formal acceptance of the delivered work, are part of project ___ _
a. Closing processes b. Monitoring and controlling processes c. Executing processes d. Control processes
45. Bill is a project leader on a new project to create and implement a new process for tracking inventory levels of hazardous materials. The project's main deliverable is a detailed and welldocumented process design, which would then be used to build appropriate software for the purpose. The project involves the IT, Finance, Operations and other functional departments. Bill held t~e first team meeting, and was told that there is much resistance to the project. Which of the below is not a recommended action for Bill?
a. Identify the stakeholders and involve them to the highest degree possible b. Provide a copy of the Business Case to the department managers and tell them it is their job,
and in the company's best interest, to undertake the change c. Determine the root cause of the stakeholders' resistance d. Identify barriers relating to each stakeholder and outline for each the benefits of the project
46. As part of change management, all of the following can help you better execute change, but the least helpful would be the ____ _
a. Business case b. Sponsorship Map/Stakeholder Analysis c. Communication Management Plan d. Requirements document
47. A Sleeping Giant can be described as a stakeholder who is ____ _ a. Low in power, low in interest with a negative attitude b. High in power and interest but with a negative attitude c. Low in interest, with a positive attitude and high power d. Low in interest, with a negative attitude and high power
48. You are the project manager for the ABC project. You would like to include several of the customers in the project planning sessions, but your sponsor would like to know why they should be involved since he expects that your project team should determine how best to reach the project objectives. You explain to the sponsor that the customers should be included because
a. It generates goodwill between them and the project team b. It encourages them towards shared ownership of the project c. It allows them to see the project manager as the authority of the project d. It lets them see how the organization operates
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49. There may be more than one code of conduct applicable to the work of a PM. Why? a. Because a PM changes employment periodically. b. Because in addition to the code of conduct promoted by the project management professional association, the PM's employer, and even the client organization may have their own codes of conduct. c. Because PMs are often working on international projects. d. Because different codes are useful for different situations.
50. When appointed, a project manager has formal power conveyed to him or her. Based on the PM's role, this formal power could include ______ power.
a. Charisma and reward b. Reward and coercive c. Reward and expert d. Expert and information
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51. Ethical leadership and integrity are hallmarks of an effective leader and are typically at or near the top of the list of important traits for project managers. Give three examples of ethical behaviour and three contrasting examples of unethical behaviour in the context of projects. For each, explain why the behaviour is ethical or unethical, respectively. Do not use examples which are simply inversions between the ethical and unethical set. [ I mark each; maximum = 6 marks]
Examples of ethical behaviour:
a.
b.
C.
Examples of unethical behaviour:
a.
b.
C.
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52. State and explain five practices which are supportive of the Sponsor-PM partnership: [I mark each; maximum= 5 marks]
a.
b.
C.
d.
e.
53. What is meant by the term 'noise' in communications? Describe a situation where noise is a factor and affects communications. [I mark]
54. Stakeholder analysis includes documenting stakeholder needs and expectations of a project (i.e. what each stakeholder is seeking from the project). State and describe three examples of this. Provide at least one example (among the three) which is less directly about the project and more about how the project might serve the interests (perhaps personal or selfish) of the stakeholder. [I mark each; maximum= 3 marks]
a.
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b.
C.
55. From the examples in Q54., explain how you as a project leader might respond to the situation and the stakeholder where that stakeholder's needs and expectations are less directly about the project and more about how the project might serve the (perhaps personal or selfish) interests of the stakeholder. [I mark]
56. Stakeholder analysis also includes documenting project needs and expectations of the stakeholder (i.e. what the project is seeking from each stakeholder). In other words, what does the project require of a given stakeholder to function well and achieve the stated deliverables? State and describe three examples of this. [I mark each; maximum= 3 marks]
a.
.J
b.
C.
57. How might social media be used to support project communications? Give an example. [I mark]
'
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58. State and explain at least two ingredients of effective feedback in working with project team members. [2 marks]
59. What happens when a project leader is very action-oriented but does not communicate very much?
Give an example. [2 marks]
60. Meetings are a common form of communication in projects. State and explain three good practices a project leader should follow for managing meetings effectively. [1 mark each; maximum= 3 marks]
a.
b.
C.
61. What is the Virtual Distance Index? State the three major components. [2 marks]
62. How is the Virtual Distance Index useful for a project leader? [2 marks]
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63. State and explain at least five of the steps in Kotter's change model. Explain the relevance of each step to fostering change. [2 marks each; maximum= 10 marks]
a.
b.
C. '-
d.
e.
64. How are Kotter's and Lewin's change models similar? [l mark]
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65. The CN Rail organization snapshot described the approach pursued for a major transformation at this firm. State and explain at least three best practices they applied to support change management. [I mark each; maximum= 3 marks]
a.
b.
C.
66. What is meant by sustainability in change management? [I mark]
67. Why is achieving sustainability so difficult? Provide an example of your own from work, school or other experiences, demonstrating the challenge of sustainability. [I mark]
68. What is meant by benefits realization? [1 mark]
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69. How does benefits realization r~late to the project charter? [I mark]
70. Provide an example ofrealized benefits from a project. [I mark]
7l. Under what circumstances is a project worth recovering? [I mark]
72. State and explain at least 3 key steps in the project recovery process. [I mark each; maximum= 3 marks]
a.
b.
C.
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73. A subject matter expert on the core project team is having conflicts with you, with peers in the project team and even with other stakeholders. As the project leader, you value their expertise. Also, they would be very difficult to replace. In some detail, describe three different approaches you would take to work with this individual to address the conflicts. (2 marks each; maximum= 6 marks]
a.
b.
C.
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Student Name:
Date:
APS446 - Final Exam Fall,2017
For each multiple-choice question, indicate your answer by writing 'X' in the appropriate box next to the question number.
Question A B C D Question A B C D
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2 27
3 28
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