Question 1

Experience indicates that co-location of project teams is not worth the extra costs.

Accepted Answer

A) True 
 B)False

Question 2

Positive relationships going into a negotiation can have a beneficial effect on the ultimate solution.

Accepted Answer

A) True 
 B)False

Question 3

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

Accepted Answer

A) True 
 B)False

Question 4

Co-Locating staff for a project is a good strategy to

Accepted Answer

A) Reduce Travel Time. 
B) Reduce Team Friction. 
C) Reduce Overhead Cost. 
D) Increase MBWA. 
A) Reduce Travel Time. 
B) Reduce Team Friction. 
C) Reduce Overhead Cost. 
D) Increase MBWA.

Question 5

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 6

Security issues on an outsourced project can be mitigated with a properly written contract.

Accepted Answer

A) True 
 B)False

Question 7

In the traditional method of managing projects, total company involvement requires commitment from CEO to team members.

Accepted Answer

A) True 
 B)False

Question 8

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

Accepted Answer

Customer
Explanation: Customer

Question 9

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 10

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 have to 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 have to 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 11

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 12

Working in outsourcing teams, projects can be completed faster and more cheaply.

Accepted Answer

A) True 
 B)False

Question 13

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. 
A) Deterministic Deliverables. 
B) Outsourced Experience. 
C) Political Hot Potato. 
D) Realized Risk.

Question 14

Which of the following is the BEST way to ensure that cohesion and cooperation are not undermined and the parties involved will be satisfied when the project is complete?

Accepted Answer

A) Long-term outsourcing relationships 
B) Good negotiation practices 
C) Well-established conflict management processes in place 
D) Frequent review and status updates 
E) Fair and incentive-laden contracts 
A) Long-term outsourcing relationships 
B) Good negotiation practices 
C) Well-established conflict management processes in place 
D) Frequent review and status updates 
E) Fair and incentive-laden contracts

Question 15

Whether a client is dissatisfied or delighted with a project is not based on hard facts and objective data but on perceptions and _________.

Accepted Answer

expectations
Explanation: Whether a clie

Question 16

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

Accepted Answer

A) True 
 B)False

Question 17

A partnering charter states the common goals for the project as well as the procedures that will be used to achieve these goals.

Accepted Answer

A) True 
 B)False

Question 18

Outsourced projects are less about reduced costs and more focused on bringing the best talent available to get the job done.

Accepted Answer

A) True 
 B)False

Question 19

When you call your Internet provider to solve a technical problem and you end up talking to a technician in India or Romania, you have just experienced

Accepted Answer

A) Telecommunications. 
B) Partnering. 
C) Outsourcing. 
D) Service shift. 
E) Bilingual customer service. 
A) Telecommunications. 
B) Partnering. 
C) Outsourcing. 
D) Service shift. 
E) Bilingual customer service.

Question 20

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

Experience indicates that co-location of project teams is not worth the extra costs.

Positive relationships going into a negotiation can have a beneficial effect on the ultimate solution.

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

Co-Locating staff for a project is a good strategy to

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

Security issues on an outsourced project can be mitigated with a properly written contract.

In the traditional method of managing projects, total company involvement requires commitment from CEO to team members.

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

Key practices in the partnering approach to managing contracted relationships include

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

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

Working in outsourcing teams, projects can be completed faster and more cheaply.

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

Which of the following is the BEST way to ensure that cohesion and cooperation are not undermined and the parties involved will be satisfied when the project is complete?

Whether a client is dissatisfied or delighted with a project is not based on hard facts and objective data but on perceptions and _________.

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

A partnering charter states the common goals for the project as well as the procedures that will be used to achieve these goals.

Outsourced projects are less about reduced costs and more focused on bringing the best talent available to get the job done.

When you call your Internet provider to solve a technical problem and you end up talking to a technician in India or Romania, you have just experienced

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.

Modern Project Management

Organization Strategy and Project Selection

Organization: Structure and Culture

Defining the Project

Estimating Project Times and Costs

Developing a Project Plan

Managing Risk

Scheduling Resources and Costs

Reducing Project Duration

Being an Effective Project Manager

Managing Project Team

Progress and Performance Measurement and Evaluation

Project Closure

International Projects

An Introduction to Agile Project Management

Filters

Exam 12: Outsourcing: Managing Interorganizational Relations

Experience indicates that co-location of project teams is not worth the extra costs.

Positive relationships going into a negotiation can have a beneficial effect on the ultimate solution.

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

Co-Locating staff for a project is a good strategy to

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

Security issues on an outsourced project can be mitigated with a properly written contract.

In the traditional method of managing projects, total company involvement requires commitment from CEO to team members.

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

Key practices in the partnering approach to managing contracted relationships include

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

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

Working in outsourcing teams, projects can be completed faster and more cheaply.

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

Which of the following is the BEST way to ensure that cohesion and cooperation are not undermined and the parties involved will be satisfied when the project is complete?

Whether a client is dissatisfied or delighted with a project is not based on hard facts and objective data but on perceptions and _________.

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

A partnering charter states the common goals for the project as well as the procedures that will be used to achieve these goals.

Outsourced projects are less about reduced costs and more focused on bringing the best talent available to get the job done.

When you call your Internet provider to solve a technical problem and you end up talking to a technician in India or Romania, you have just experienced

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.

Modern Project Management

Organization Strategy and Project Selection

Organization: Structure and Culture

Defining the Project

Estimating Project Times and Costs

Developing a Project Plan

Managing Risk

Scheduling Resources and Costs

Reducing Project Duration

Being an Effective Project Manager

Managing Project Team

Progress and Performance Measurement and Evaluation

Project Closure

International Projects

An Introduction to Agile Project Management

Filters