Question 1

Customer satisfaction can be quantified by

Accepted Answer

A)  perceived performance divided by actual performance. 
B)  actual performance divided by expected performance. 
C)  perceived performance divided by expected performance. 
D)  actual performance divided by perceived performance. 
E)  expected performance divided by actual performance. 
A)  perceived performance divided by actual performance. 
B)  actual performance divided by expected performance. 
C)  perceived performance divided by expected performance. 
D)  actual performance divided by perceived performance. 
E)  expected performance divided by actual performance.

Question 2

When considering principled negotiation, both buyers and sellers relying on the blue book to establish price parameters of a used car would be an example of

Accepted Answer

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

Question 3

Increased conflict and loss of coordination are typical disadvantages of outsourcing project work.

Accepted Answer

A) True 
 B)False

Question 4

Conflict is inevitable on a project; however, if it is handled effectively, it can elevate performance.

Accepted Answer

A) True 
 B)False

Question 5

Regarding outsourcing, the most effective way to avoid problems with schedules and deadlines is to

Accepted Answer

A)  develop detailed schedules. 
B)  hold frequent status reviews. 
C)  add a penalty clause to the contract. 
D)  hold frequent conversations with the outsourcer. 
E)  build extra time into the schedules that the outsourcer is not aware of. 
A)  develop detailed schedules. 
B)  hold frequent status reviews. 
C)  add a penalty clause to the contract. 
D)  hold frequent conversations with the outsourcer. 
E)  build extra time into the schedules that the outsourcer is not aware of.

Question 6

When outsourcing project work, coordination __________ are intensified by physical separation with people working in different buildings, different cities, if not different countries.

Accepted Answer

A)  accommodations 
B)  details 
C)  issues 
D)  conflicts 
E)  breakdowns 
A)  accommodations 
B)  details 
C)  issues 
D)  conflicts 
E)  breakdowns

Question 7

Which of the following is NOT a key to successful partnering relationships?

Accepted Answer

A)  Mutual trust 
B)  Jointly shared risk 
C)  Total company involvement 
D)  Independent project teams 
E)  Long-term commitment 
A)  Mutual trust 
B)  Jointly shared risk 
C)  Total company involvement 
D)  Independent project teams 
E)  Long-term commitment

Question 8

What does the acronym BATNA stand for and why is it important to being a successful negotiator?

Accepted Answer

BATNA is a best alternative to

Question 9

Project managers must be skilled at managing customer expectations and perceptions. Give three examples of how one can do this.

Accepted Answer

Project managers can manage customer exp

Question 10

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

Accepted Answer

A)  BATNA 
B)  BAGNA 
C)  BAQNA 
D)  FATNA 
E)  GATNA 
A)  BATNA 
B)  BAGNA 
C)  BAQNA 
D)  FATNA 
E)  GATNA

Question 11

_______ satisfaction is measured by the ratio of perceived performance to expected performance.

Accepted Answer

A)  Customer 
B)  Client 
C)  Contractor 
D)  Consumer 
E)  Buyer 
A)  Customer 
B)  Client 
C)  Contractor 
D)  Consumer 
E)  Buyer

Question 12

The transferring of business functions or processes to other companies has traditionally been known as

Accepted Answer

A)  subcontracting. 
B)  downsizing. 
C)  partnering. 
D)  joint venture. 
E)  outsourcing. 
A)  subcontracting. 
B)  downsizing. 
C)  partnering. 
D)  joint venture. 
E)  outsourcing.

Question 13

When negotiating, the tendency is to want to win! Why is this not a good approach when managing contracted relationships?

Accepted Answer

A)  this approach inhibits the degree of trust and cooperation needed for the alliance to work. 
B)  a noncompetitive approach can bring about functional conflict. 
C)  this approach can cause dysfunctional conflict to rise and negotiations to break down. 
D)  because people will continue to work together after negotiations. 
E)  All of these are reasons a competitive approach to negotiation should not be used when managing contracted relationships. 
A)  this approach inhibits the degree of trust and cooperation needed for the alliance to work. 
B)  a noncompetitive approach can bring about functional conflict. 
C)  this approach can cause dysfunctional conflict to rise and negotiations to break down. 
D)  because people will continue to work together after negotiations. 
E)  All of these are reasons a competitive approach to negotiation should not be used when managing contracted relationships.

Question 14

Discuss how key practices in the partnering approach to managing contracted relationships vary from those in the traditional approach for working relationships, goals, and communications.

Accepted Answer

With partnering, mutual trust forms the

Question 15

Project managers need to have the capability to manage customer expectations and perceptions.

Accepted Answer

A) True 
 B)False

Question 16

One key focus of principled negotiation is to separate people from the _________.

Accepted Answer

A)  issue 
B)  problem 
C)  complication 
D)  difficulty 
E)  obstacle 
A)  issue 
B)  problem 
C)  complication 
D)  difficulty 
E)  obstacle

Question 17

Outsourcing project work to a supplier with questionable labor practices can cause a situation called

Accepted Answer

A)  deterministic deliverables. 
B)  outsourced experience. 
C)  political hot potato. 
D)  realized risk. 
E)  loss of control. 
A)  deterministic deliverables. 
B)  outsourced experience. 
C)  political hot potato. 
D)  realized risk. 
E)  loss of control.

Question 18

In the traditional approach to managing contracted relationships, ________ are structured and guarded.

Accepted Answer

A)  communications 
B)  innovations 
C)  inventions 
D)  patents 
E)  collaborations 
A)  communications 
B)  innovations 
C)  inventions 
D)  patents 
E)  collaborations

Question 19

When considering principled negotiation, revealing why you are trying to achieve something instead of demanding what you want or need is an example of

Accepted Answer

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

Question 20

A value of 1.5 is the optimal target for the Met-Expectations model of customer satisfaction.

Accepted Answer

A) True 
 B)False

Customer satisfaction can be quantified by

When considering principled negotiation, both buyers and sellers relying on the blue book to establish price parameters of a used car would be an example of

Increased conflict and loss of coordination are typical disadvantages of outsourcing project work.

Conflict is inevitable on a project; however, if it is handled effectively, it can elevate performance.

Regarding outsourcing, the most effective way to avoid problems with schedules and deadlines is to

When outsourcing project work, coordination __________ are intensified by physical separation with people working in different buildings, different cities, if not different countries.

Which of the following is NOT a key to successful partnering relationships?

What does the acronym BATNA stand for and why is it important to being a successful negotiator?

Project managers must be skilled at managing customer expectations and perceptions. Give three examples of how one can do this.

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

_______ satisfaction is measured by the ratio of perceived performance to expected performance.

The transferring of business functions or processes to other companies has traditionally been known as

When negotiating, the tendency is to want to win! Why is this not a good approach when managing contracted relationships?

Discuss how key practices in the partnering approach to managing contracted relationships vary from those in the traditional approach for working relationships, goals, and communications.

Project managers need to have the capability to manage customer expectations and perceptions.

One key focus of principled negotiation is to separate people from the _________.

Outsourcing project work to a supplier with questionable labor practices can cause a situation called

In the traditional approach to managing contracted relationships, ________ are structured and guarded.

When considering principled negotiation, revealing why you are trying to achieve something instead of demanding what you want or need is an example of

A value of 1.5 is the optimal target for the Met-Expectations model of customer satisfaction.

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

Customer satisfaction can be quantified by

When considering principled negotiation, both buyers and sellers relying on the blue book to establish price parameters of a used car would be an example of

Increased conflict and loss of coordination are typical disadvantages of outsourcing project work.

Conflict is inevitable on a project; however, if it is handled effectively, it can elevate performance.

Regarding outsourcing, the most effective way to avoid problems with schedules and deadlines is to

When outsourcing project work, coordination __________ are intensified by physical separation with people working in different buildings, different cities, if not different countries.

Which of the following is NOT a key to successful partnering relationships?

What does the acronym BATNA stand for and why is it important to being a successful negotiator?

Project managers must be skilled at managing customer expectations and perceptions. Give three examples of how one can do this.

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

_______ satisfaction is measured by the ratio of perceived performance to expected performance.

The transferring of business functions or processes to other companies has traditionally been known as

When negotiating, the tendency is to want to win! Why is this not a good approach when managing contracted relationships?

Discuss how key practices in the partnering approach to managing contracted relationships vary from those in the traditional approach for working relationships, goals, and communications.

Project managers need to have the capability to manage customer expectations and perceptions.

One key focus of principled negotiation is to separate people from the _________.

Outsourcing project work to a supplier with questionable labor practices can cause a situation called

In the traditional approach to managing contracted relationships, ________ are structured and guarded.

When considering principled negotiation, revealing why you are trying to achieve something instead of demanding what you want or need is an example of

A value of 1.5 is the optimal target for the Met-Expectations model of customer satisfaction.

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