ITPM chapter 9 Exam Questions with 100%
Correct Answers
T/F: Extrinsic motivation causes people to participate in an activity for their own enjoyment.
False
T/F: Maslow's hierarchy of needs states that people's behaviors are guided or motivated by a
sequence of needs.
True
T/F: Maslow suggests that each level of the hierarchy of needs is not necessarily a prerequisite for the
levels above.
False
T/F: According to Herzberg, hygiene factors such as larger salaries, more supervision, or a more
attractive work environment would motivate workers to do more if present.
False
T/F: People who need institutional power or social power want to organize others to further the goals
of the organization.
True
T/F: Managers who believe in Theory Y assume that workers dislike and avoid work if possible, so
managers must use coercion, threats, and various control schemes to get workers to make adequate
efforts to meet objectives.
False
T/F: Assignment, budget, promotion, money, and penalty influence bases are automatically available
to project managers as part of their position.
False
T/F: Thamhain and Wilemon found that when project managers used work challenge and expertise to
influence people, projects were more likely to succeed.
True
T/F: Legitimate power involves using personal knowledge and expertise to get people to change their
behavior.
False
T/F: According to Covey, project managers must use a win/lose approach in making decisions.
False
T/F: A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as
described in the OBS to the people responsible for performing the work as described in the WBS.
False
, T/F: A RAM is used only to assign detailed work activities.
False
T/F: A staffing management plan describes when and how people will be added to and taken off the
project team.
True
T/F: Resource leveling results in fewer problems for project personnel and accounting departments.
True
T/F: In the Tuckman model, storming occurs when team members have different opinions for how the
team should operate.
True
T/F: The first dimension of psychological type in the MBTI signifies whether people draw their energy
from other people (extroverts) or from inside themselves (introverts).
True
T/F: In the Social Styles Profile team building activity, drivers are reactive and people-oriented.
False
T/F: Project managers should always reward people who work overtime.
False
T/F: The forcing mode is one in which the project manager deemphasizes or avoids areas of
differences and emphasizes areas of agreement.
False
T/F: Project managers must try to avoid conflict at all costs as all conflict within groups is bad.
False
T/F: Microsoft Project 2010 does not lend itself to project human resource management.
False
_____ involves assigning the needed personnel to work on the project.
Acquiring the project team
Key outputs of _____ process are project staff assignments, resource calendars, and project
management plan updates.
Acquiring the project team
_____ involves building individual and group skills to enhance project performance.
Developing the project team
Correct Answers
T/F: Extrinsic motivation causes people to participate in an activity for their own enjoyment.
False
T/F: Maslow's hierarchy of needs states that people's behaviors are guided or motivated by a
sequence of needs.
True
T/F: Maslow suggests that each level of the hierarchy of needs is not necessarily a prerequisite for the
levels above.
False
T/F: According to Herzberg, hygiene factors such as larger salaries, more supervision, or a more
attractive work environment would motivate workers to do more if present.
False
T/F: People who need institutional power or social power want to organize others to further the goals
of the organization.
True
T/F: Managers who believe in Theory Y assume that workers dislike and avoid work if possible, so
managers must use coercion, threats, and various control schemes to get workers to make adequate
efforts to meet objectives.
False
T/F: Assignment, budget, promotion, money, and penalty influence bases are automatically available
to project managers as part of their position.
False
T/F: Thamhain and Wilemon found that when project managers used work challenge and expertise to
influence people, projects were more likely to succeed.
True
T/F: Legitimate power involves using personal knowledge and expertise to get people to change their
behavior.
False
T/F: According to Covey, project managers must use a win/lose approach in making decisions.
False
T/F: A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as
described in the OBS to the people responsible for performing the work as described in the WBS.
False
, T/F: A RAM is used only to assign detailed work activities.
False
T/F: A staffing management plan describes when and how people will be added to and taken off the
project team.
True
T/F: Resource leveling results in fewer problems for project personnel and accounting departments.
True
T/F: In the Tuckman model, storming occurs when team members have different opinions for how the
team should operate.
True
T/F: The first dimension of psychological type in the MBTI signifies whether people draw their energy
from other people (extroverts) or from inside themselves (introverts).
True
T/F: In the Social Styles Profile team building activity, drivers are reactive and people-oriented.
False
T/F: Project managers should always reward people who work overtime.
False
T/F: The forcing mode is one in which the project manager deemphasizes or avoids areas of
differences and emphasizes areas of agreement.
False
T/F: Project managers must try to avoid conflict at all costs as all conflict within groups is bad.
False
T/F: Microsoft Project 2010 does not lend itself to project human resource management.
False
_____ involves assigning the needed personnel to work on the project.
Acquiring the project team
Key outputs of _____ process are project staff assignments, resource calendars, and project
management plan updates.
Acquiring the project team
_____ involves building individual and group skills to enhance project performance.
Developing the project team
