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Chapter: Chapter04: Conflict and Negotiation Revised by Dwayne Whitten - July, 2008 Multiple Choice 1. In a conflict scenario between two parties, when the level of frustration for the first party has been lowered to the point where no action against the second party is contemplated, the first party will usually be a) Totally demoralized by the second party’s domination b) Satisfied with the outcome c) Plotting future revenge against the second party d) Dissatisfied with the outcome Ans: b Feedback: Refer to chapter 4, introduction. Level: easy 2. Property rights and contractual obligations provide a major source of conflicts that involve the organization and ________. a) Functional managers b) Project team members c) Outsiders d) Internal customers Ans: c Feedback: Refer to section 4.1. Level: easy 3. Within the organization, conflicts are viewed as a) Conflicts between opponents b) Conflicts between allies c) Trivial matters caused by personality differences d) Important differences that should be suppressed Ans: b Feedback: Refer to section 4.1. Level: easy 4. If a resource conflict arises between two high-priority projects, precedence is typically given to the project with the a) Earliest due date b) Fastest completion time c) Biggest revenue stream d) Lowest cost to complete Ans: a Feedback: Refer to section 4.2, scope change. Level: intermediate 5. Pressure to complete the project and anxiety about leaving the project will often generate ________ conflicts during project phaseout. a) Technical b) Administrative c) Cost d) Personality Ans: d Feedback: Refer to section 4.3, project phaseout. Level: easy 6. ________ has been described as the process which begins when one party perceives that the other has been frustrated, or is about to frustrate, some concern of his. a) negotiation b) conflict c) management d) scope Ans: b Feedback: Refer to introduction Level: easy 7. Which of the following is the correct list of reasons why firms might contract with one another in a partnership? a) avoid litigation, shorten the duration of the project, avoid capital investment, and reduce political risk b) increase capital investment, avoid litigation, shorten the duration of the project, and reduce political risk c) increase political risk, avoid litigation, shorten the duration of the project, and avoid capital investment d) avoid litigation, increase the duration of the project, avoid capital investment, and reduce political risk Ans: a Feedback: Refer to section 4.2 partnering Level: intermediate 8. During the early phases of the project, the highest level of conflict comes from _____. a) labor b) priorities c) cost d) technical Ans: b Feedback: Refer to Figure 4-1 Level: intermediate Short Answer 9. During project formation, lack of ________ about the relative power/influence/authority of the PM and the functional managers is a major component of all conflicts involving technical decisions, resource allocation, and scheduling. Ans: clarity. Feedback: Refer to section 4.3, project formation. Level: intermediate 10. The project should move from a general concept to a highly detailed set of plans during the project ________ phase. Ans: buildup. Feedback: Refer to section 4.3, project buildup. Level: intermediate 11. During project buildup, the project manager seeks a commitment of people from the functional departments when the ________ matrix organizational structure is used to manage the project. Ans: strong. Feedback: Refer to section 4.3, project buildup. Level: intermediate 12. During project build-up, the project manager seeks a commitment of work from the functional departments when the ________ matrix organizational structure is used to manage the project. Ans: weak. Feedback: Refer to section 4.3, project buildup. Level: intermediate 13. The need to manage technical interfaces and to correct incompatibilities is likely to create technical conflicts during the __________ phase of the project lifecycle. Ans: Main program Feedback: Refer to section 4.3, main program. Level: intermediate True/False 14. Technical problems are comparatively rare during project phaseout because most have been solved or bypassed earlier. Ans: True Feedback: Refer to section 4.3, project phaseout. Level: easy 15. Most conflicts arising in projects have to do with whether or not the project will be done. Ans: False Feedback: Refer to section 4.4. (most conflicts are the result of uncertainty) Level: intermediate 16. Negotiation is the process through which two or more parties seek an acceptable rate of exchange for items they own or control. Ans: True Feedback: Refer to section 4.1 Level: easy 17. The general objective of a Pareto-optimal solution to conflict is to find a solution such that one party can be made better off by making another party worse off by the same amount or more. Ans: False Feedback: Refer to section 4.1. (Pareto-optimal finds a solution such that no party can be made better off without making another party worse off….) Level: intermediate 18. The total level of conflict in the project lifecycle is the highest during the project buildup stage. Ans: True Feedback: Refer to the summary. Level: intermediate 19. The key to conflict resolution is negotiating a win-win solution. Ans: True Feedback: Refer to section 4.4 Level: easy 20. The key to finding negotiators interests and concerns is to ask “How?” when he or she states a position. Ans: False Feedback: Refer to section 4.4 (the key is to ask “Why?”) Level: intermediate