Question 1

Trust can be difficult to forge when interactions are limited and people come from different organizations.

Accepted Answer

A) True 
 B)False

Question 2

When using the partnering approach to manage contracted relationships, access to each other's organization resources is available.

Accepted Answer

A) True 
 B)False

Question 3

When negotiating, the tendency is to want to win! Give two reasons why this is not a good approach when managing contracted relationships.

Accepted Answer

Project management is not a contest. Fir

Question 4

Which of the following is NOT an advantage of establishing a long-term partnership?

Accepted Answer

A)  More efficient utilization of resources 
B)  Reduced administration costs 
C)  Improved innovation 
D)  Risk is eventually transferred to the other party 
E)  Improved performance 
A)  More efficient utilization of resources 
B)  Reduced administration costs 
C)  Improved innovation 
D)  Risk is eventually transferred to the other party 
E)  Improved performance

Question 5

Since different participants do not share the same values, priorities, and culture, projects are more prone to interpersonal ___________ when outsourcing.

Accepted Answer

A)  conflict 
B)  communication 
C)  competition 
D)  contracting 
E)  consistency 
A)  conflict 
B)  communication 
C)  competition 
D)  contracting 
E)  consistency

Question 6

Long-term partnerships will provide all the following EXCEPT

Accepted Answer

A)  improved communication. 
B)  more efficient utilization of resources. 
C)  reduced communication requirements. 
D)  lower administrative costs. 
E)  improved innovation. 
A)  improved communication. 
B)  more efficient utilization of resources. 
C)  reduced communication requirements. 
D)  lower administrative costs. 
E)  improved innovation.

Question 7

In the traditional approach to managing contracted relationships, _________ project contracting is normal.

Accepted Answer

A)  multiple 
B)  dual 
C)  single 
D)  creative 
E)  sequential 
A)  multiple 
B)  dual 
C)  single 
D)  creative 
E)  sequential

Question 8

__________ is less relevant for independent work that does not require ongoing coordination between professionals for different organizations.

Accepted Answer

A)  Dispersed location 
B)  Co-location 
C)  Diversity 
D)  Complexity 
E)  Collaboration 
A)  Dispersed location 
B)  Co-location 
C)  Diversity 
D)  Complexity 
E)  Collaboration

Question 9

"Team-building is nice to have for a project, but we really need to concentrate on the planning and technical challenges-this is the make-or-break point for this project." Agree or disagree? Support your answer.

Accepted Answer

Smart firms recognize that people issues

Question 10

Outsourcing project work requires

Accepted Answer

A)  the need to reduce costs. 
B)  willingness to accept an inferior product. 
C)  strong management and leadership. 
D)  a very focused scope. 
E)  a willingness to work with people outside the country. 
A)  the need to reduce costs. 
B)  willingness to accept an inferior product. 
C)  strong management and leadership. 
D)  a very focused scope. 
E)  a willingness to work with people outside the country.

Question 11

When using the partnering approach to manage contracted relationships, ________ is shared jointly among the partners, which encourages innovation and continuous improvement.

Accepted Answer

A)  opportunity 
B)  risk 
C)  vision 
D)  communication 
E)  collaboration 
A)  opportunity 
B)  risk 
C)  vision 
D)  communication 
E)  collaboration

Question 12

The best defense against unreasonable, win / lose negotiators is having what Fisher and Ury call a strong BATNA.

Accepted Answer

A) True 
 B)False

Question 13

Fisher and Ury champion the ________ negotiation approach to negotiation because it emphasizes win / win solutions while protecting yourself against those who would take advantage of your forthrightness.

Accepted Answer

A)  ethical 
B)  creative 
C)  principled 
D)  virtuous 
E)  moral 
A)  ethical 
B)  creative 
C)  principled 
D)  virtuous 
E)  moral

Question 14

When interacting with the customer, it is important that the project manager

Accepted Answer

A)  show the customer your knowledge on the subject by using technical terms. 
B)  speak slowly and in precise terms. 
C)  speak the language of the customer. 
D)  allow only one person from the project team to communicate with the customer. 
E)  ask the customer to repeat important details. 
A)  show the customer your knowledge on the subject by using technical terms. 
B)  speak slowly and in precise terms. 
C)  speak the language of the customer. 
D)  allow only one person from the project team to communicate with the customer. 
E)  ask the customer to repeat important details.

Question 15

It is a good idea to add a penalty clause to an outsourcing agreement to ensure that work is completed on time.

Accepted Answer

A) True 
 B)False

Question 16

In order to keep the customer happy and to keep perceptions about performance high, it is acceptable to falsely assure customers that everything is on track, especially if you feel that the problem will be resolved soon.

Accepted Answer

A) True 
 B)False

Question 17

When considering principled negotiation, keeping focus on the issues even when people become upset, frustrated, and even angry is an example of

Accepted Answer

A)  separating people from the problem. 
B)  being honest and forthright. 
C)  focusing on interests, not positions. 
D)  inventing options for mutual gain. 
E)  using objective criteria. 
A)  separating people from the problem. 
B)  being honest and forthright. 
C)  focusing on interests, not positions. 
D)  inventing options for mutual gain. 
E)  using objective criteria.

Question 18

Participants from different organizations working closely together at the construction site or in shared office space are an example of a virtual team.

Accepted Answer

A) True 
 B)False

Question 19

Key practices in the partnering approach to managing contracted relationships include

Accepted Answer

A)  single project contracting. 
B)  risk being transferred to the other party. 
C)  access to each other's organizational resources. 
D)  structured communications. 
E)  independent project teams. 
A)  single project contracting. 
B)  risk being transferred to the other party. 
C)  access to each other's organizational resources. 
D)  structured communications. 
E)  independent project teams.

Question 20

An organization that has identified an opportunity for long-term outsourcing can expect

Accepted Answer

A)  better communication. 
B)  lowered administrative costs. 
C)  improved utilization of resources. 
D)  increased lead times. 
E)  All of these alternatives are correct. 
A)  better communication. 
B)  lowered administrative costs. 
C)  improved utilization of resources. 
D)  increased lead times. 
E)  All of these alternatives are correct.

Trust can be difficult to forge when interactions are limited and people come from different organizations.

When using the partnering approach to manage contracted relationships, access to each other's organization resources is available.

When negotiating, the tendency is to want to win! Give two reasons why this is not a good approach when managing contracted relationships.

Which of the following is NOT an advantage of establishing a long-term partnership?

Since different participants do not share the same values, priorities, and culture, projects are more prone to interpersonal ___________ when outsourcing.

Long-term partnerships will provide all the following EXCEPT

In the traditional approach to managing contracted relationships, _________ project contracting is normal.

__________ is less relevant for independent work that does not require ongoing coordination between professionals for different organizations.

"Team-building is nice to have for a project, but we really need to concentrate on the planning and technical challenges-this is the make-or-break point for this project." Agree or disagree? Support your answer.

Outsourcing project work requires

When using the partnering approach to manage contracted relationships, ________ is shared jointly among the partners, which encourages innovation and continuous improvement.

The best defense against unreasonable, win / lose negotiators is having what Fisher and Ury call a strong BATNA.

Fisher and Ury champion the ________ negotiation approach to negotiation because it emphasizes win / win solutions while protecting yourself against those who would take advantage of your forthrightness.

When interacting with the customer, it is important that the project manager

It is a good idea to add a penalty clause to an outsourcing agreement to ensure that work is completed on time.

In order to keep the customer happy and to keep perceptions about performance high, it is acceptable to falsely assure customers that everything is on track, especially if you feel that the problem will be resolved soon.

When considering principled negotiation, keeping focus on the issues even when people become upset, frustrated, and even angry is an example of

Participants from different organizations working closely together at the construction site or in shared office space are an example of a virtual team.

Key practices in the partnering approach to managing contracted relationships include

An organization that has identified an opportunity for long-term outsourcing can expect

Modern Project Management

Organization Strategy and Project Selection

Organization: Structure and Culture

Defining the Project

Estimating Project Times and Costs

Developing a Project Schedule

Managing Risk

Scheduling Resources and Costs

Reducing Project Duration

Being an Effective Project Manager

Managing Project Teams

Progress and Performance Measurement and Evaluation

Project Closure

Agile Project Management

International Projects

Filters

Exam 12: Outsourcing: Managing Interorganizational Relations

Trust can be difficult to forge when interactions are limited and people come from different organizations.

When using the partnering approach to manage contracted relationships, access to each other's organization resources is available.

When negotiating, the tendency is to want to win! Give two reasons why this is not a good approach when managing contracted relationships.

Which of the following is NOT an advantage of establishing a long-term partnership?

Since different participants do not share the same values, priorities, and culture, projects are more prone to interpersonal ___________ when outsourcing.

Long-term partnerships will provide all the following EXCEPT

In the traditional approach to managing contracted relationships, _________ project contracting is normal.

__________ is less relevant for independent work that does not require ongoing coordination between professionals for different organizations.

"Team-building is nice to have for a project, but we really need to concentrate on the planning and technical challenges-this is the make-or-break point for this project." Agree or disagree? Support your answer.

Outsourcing project work requires

When using the partnering approach to manage contracted relationships, ________ is shared jointly among the partners, which encourages innovation and continuous improvement.

The best defense against unreasonable, win / lose negotiators is having what Fisher and Ury call a strong BATNA.

Fisher and Ury champion the ________ negotiation approach to negotiation because it emphasizes win / win solutions while protecting yourself against those who would take advantage of your forthrightness.

When interacting with the customer, it is important that the project manager

It is a good idea to add a penalty clause to an outsourcing agreement to ensure that work is completed on time.

In order to keep the customer happy and to keep perceptions about performance high, it is acceptable to falsely assure customers that everything is on track, especially if you feel that the problem will be resolved soon.

When considering principled negotiation, keeping focus on the issues even when people become upset, frustrated, and even angry is an example of

Participants from different organizations working closely together at the construction site or in shared office space are an example of a virtual team.

Key practices in the partnering approach to managing contracted relationships include

An organization that has identified an opportunity for long-term outsourcing can expect

Modern Project Management

Organization Strategy and Project Selection

Organization: Structure and Culture

Defining the Project

Estimating Project Times and Costs

Developing a Project Schedule

Managing Risk

Scheduling Resources and Costs

Reducing Project Duration

Being an Effective Project Manager

Managing Project Teams

Progress and Performance Measurement and Evaluation

Project Closure

Agile Project Management

International Projects

Filters