QUIZ - Lesson 04: 19FA CNET-108-01: IT Project Management (077826) QUIZ - Lesson 04 Due Nov 4 at 11:59pm Points 90 Questions 90 Time Limit 120 Minutes InstructionsAttempt History Attempt Time Score LATEST Attempt 1 36 minutes 88 out of 90 Score for this quiz: 88 out of 90 Submitted Nov 1 at 10:12pm This attempt took 36 minutes. 90 Questions, Multiple Choice or True/False | Question
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QUIZ - Lesson 04: 19FA CNET-108-01: IT Project Management (077826)
QUIZ - Lesson 04
Due Nov 4 at 11:59pm Points 90 Questions 90 Time Limit 120 Minutes
Instructions
Attempt History
Attempt Time Score
LATEST Attempt 1 36 minutes 88 out of 90
Score for this quiz: 88 out of 90
Submitted Nov 1 at 10:12pm
This attempt took 36 minutes.
90 Questions, Multiple Choice or True/False
| Question 1 1 / 1 pts
| For the project manager, leadership is:
The process by which she influences the project team.
The process of assembling a group of individuals.
The process of building skills among all team members.
The process of maintaining control of the budget.
| Question 2 1 / 1 pts
| The idea that all members of a project team have the ability to offer a
contrary position in order to achieve true partnership between the project
manager and the team is called:
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Exchange of purpose.
A right to say no.
Joint accountability.
Absolute honesty.
| Question 3 1 / 1 pts
| In a partnership, each member of the project team is responsible for the
project's outcomes and the current situation, whether it is positive or shows
evidence of project problems. The term that BEST describes this
responsibility is:
Joint accountability.
Exchange of purpose.
A right to say no.
Absolute honesty.
| Question 4 1 / 1 pts
| The authentic atmosphere of straightforwardness that is vital for project
manager and team to function in can be described as:
Exchange of purpose.
A right to say no.
Joint accountability.
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Absolute honesty.
| Question 5 1 / 1 pts
| The facet of partnership that describes the requirement that every worker be
responsible for defining the project's vision and goals is called:
Exchange of purpose.
A right to say no.
Joint accountability.
Absolute honesty.
| Question 6 1 / 1 pts
| Which statement regarding the duties of leaders and managers is BEST?
A manager's title is bestowed by the organization.
Leaders embrace the status quo while managers support change.
Leaders aim for efficiency.
Managers aim for effectiveness.
| Question 7 1 / 1 pts
| Which statement regarding the duties of leaders and managers is BEST?
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Leaders embrace change while managers support the status quo.
Management is more about interpersonal relationships than leadership is.
Leaders aim for efficiency.
Managers aim for effectiveness.
| Question 8 1 / 1 pts
| Which of these lists of duties is more reflective of managerial tasks?
Problem solving
Creating vision and strategies
Long-term risk taking
Communication by word and deed
| Question 9 1 / 1 pts
| Which of these duties is more reflective of a leader's tasks?
Motivation and inspiration
Efficiency of operations
Delegation and maintaining
Marshalling resources
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| Question 10 1 / 1 pts
| Which of these is more characteristic of a manager?
State their position
Develop new processes
Originate
Focus on people
| Question 11 1 / 1 pts
| Which of these is more characteristic of a leader?
Inspire trust
Strive for control
Do things right
Demand respect
| Question 12 1 / 1 pts
| A more apt title for a project manager is:
Controller.
Comptroller.
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Project director.
Project leader.
| Question 13 1 / 1 pts
| Projects are often underfunded in the concept stage because:
The project requirements were deliberately understated.
There is complete trust in project managers by top management so more
resources can be asked for at any time.
The project's goals are too clearly defined.
The project's top management sponsor is too influential.
| Question 14 1 / 1 pts
| A common tactic project managers use when they realize their project is
underfunded is to rely on:
Political tactics.
Intimidation.
Asking for forgiveness rather than permission.
The kindness of strangers.
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| Question 15 1 / 1 pts
| Project team motivation comes primarily from:
Within each team member.
The project manager.
The project champion.
The project client's acceptance.
| Question 16 1 / 1 pts
| It is most important that a project manager:
Operates on the boundary between strategy and tactics.
Focuses on meeting daily challenges head on.
Focuses on meetings.
Remembers the overall picture, or goals, that define the project.
| Question 17 1 / 1 pts
| The project management pearl of wisdom that declares, "If they know
nothing of what you are doing, they assume you are doing nothing," means
that:
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Stakeholders must be communicated with on a continual basis throughout the
project's development.
The duration of most projects is sufficiently long as to contain many days when
no actual progress is being made.
The more complex a project is, the more likely that the client who will
ultimately receive the project has no idea how it is being executed.
A project manager that holds lengthy progress meetings with his team will
generally complete projects more successfully.
| Question 18 1 / 1 pts
| Task-oriented leadership behavior is characterized by:
Contributing to the completion of project assignments.
Showing trust in project team members.
Acting friendly and supportive towards project team members.
Recognizing the accomplishments of team members.
| Question 19 1 / 1 pts
| Which of these behaviors is task-oriented?
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Every Friday is ice-cream day at the job site; everyone gets a double dip of
their favorite flavor.
The employee of the month plaque is updated monthly and placed in a
prominent position near the checkout stand.
The dean reached into his pocket, extracted his money clip and peeled off
$3,000, saying, "Why don't you pick out some window treatments for the
office? Something nice."
When my computer broke, the project manager had it replaced immediately.
| Question 20 1 / 1 pts
| Group maintenance behavior would be exhibited by a project manager who:
Works with subordinates to understand their problems.
Provides the necessary support and technical assistance.
Plans and schedules activities and resources appropriately.
Contributes to the completion of project assignments.
| Question 21 1 / 1 pts
| The group maintenance behavior of gatekeeping helps to:
Increase and equalize participation.
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Reduce tension and hostility.
Regulate behavior.
Increase comprehension.
| Question 22 1 / 1 pts
| The task-oriented behavior of summarizing accomplishes which specific
outcome?
Check on understanding and assess progress.
Guide and sequence discussion.
Check on agreement.
Increase comprehension.
| Question 23 1 / 1 pts
| Which of these behaviors is indicative of group maintenance?
Process analyzing
Stimulating communication
Clarifying communication
Process structuring
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| Question 24 1 / 1 pts
| Based on a study of successful American project managers as perceived by
project team members, the most important characteristic of a project
manager is:
Leadership by example.
Visionary.
Good communicator.
Good motivator.
| Question 25 1 / 1 pts
| Project management is first and foremost:
A people management challenge.
A customer service challenge.
A perception management challenge.
A budget management challenge.
| Question 26 1 / 1 pts
| Leadership may be part of a manager's job but other managerial roles are
not necessarily part of a leader's job.
True
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False
| Question 27 1 / 1 pts
| Leadership is an innate characteristic that some people have and some
don't.
False
True
| Question 28 1 / 1 pts
| One way to distinguish the two roles is to realize that leaders aim for
efficiency while managers aim for effectiveness.
False
True
| Question 29 1 / 1 pts
| One reason projects are initially underfunded is because their requirements
are sometimes deliberately understated.
True
False
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| Question 30 1 / 1 pts
| Summarizing and consensus testing are two group maintenance behaviors
that a project manager uses to show support for project team members.
False
True
| Question 31 1 / 1 pts
| The number one flaw that makes a project manager a poor leader is setting a
bad example.
True
False
| Question 32 1 / 1 pts
| The organizational factor that is most vital in preventing a project manager
from being recognized as a leader is lack of resources.
False
True
| Question 33 1 / 1 pts
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Which of these is the more meaningful measure of leadership effectiveness?
Subject matter knowledge
Emotional intelligence
Technical skill
Analytical ability
| Question 34 1 / 1 pts
| The emotional intelligence element that implies having a deep understanding
of one's own strengths and weaknesses, ego needs, drives, and motives is
called:
Self-awareness.
Motivation.
Self-regulation.
Social skill.
| Question 35 1 / 1 pts
| Friendliness with a purpose describes:
Empathy.
Self-regulation.
Obsequiousness.
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Social skill.
| Question 36 1 / 1 pts
| Emotional intelligence is a more important measure of leadership
effectiveness than technical skill, analytical ability, and intelligence.
True
False
| Question 37 1 / 1 pts
| A large sample survey was used to ask a total of 2,615 managers within U.S.
corporations what they considered to be the most important characteristic of
effective leaders. The item that ranked #1 was:
Honest.
Inspiring.
Imaginative.
Dependable.
| Question 38 1 / 1 pts
| Among the essential abilities for effective project managers identified by a
survey of 58 firms on their project management practices and skills was:
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Obfuscation.
Humor.
Speed.
Experience.
| Question 39 1 / 1 pts
| Pettersen's study of project managers found that most do not have the
capacity to exercise power that derives from formal positional authority and
therefore they must develop:
Effective influencing skills.
Project champions.
Cadres of trained professionals.
Efficient communications networks.
| Question 40 1 / 1 pts
| If all the project management studies discussed in the text are synthesized, it
quickly becomes apparent that the key to understanding leadership behavior
is to focus on:
Where in the organizational hierarchy the project leaders are located.
Where in the organizational hierarchy the project team members are located.
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Who the leaders are.
What the leaders do.
| Question 41 1 / 1 pts
| The most important characteristic of a project leader is ability to inspire.
False
True
| Question 42 1 / 1 pts
| In a survey of thousands of managers within U.S. corporations, a significant
majority felt that the most important characteristic of superior leaders is
honesty.
True
False
| Question 43 1 / 1 pts
| A project manager must be able to shift temporal orientation from past, to
present, to future.
True
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False
| Question 44 1 / 1 pts
| Someone with a polychronic preference functions in two different temporal
orientations, such as past and present.
False
True
| Question 45 1 / 1 pts
| Project leader duties include present-oriented and future-oriented tasks, but
do not include past-oriented tasks.
False
True
| Question 46 1 / 1 pts
| A project champion is:
A project manager that always completes projects within the allotted time
frame.
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A sponsor in top management that is keenly interested in the project's
success.
A project manager that always completes projects within the allotted budget.
A project manager that always completes projects within the allotted time
frame and under budget.
| Question 47 1 / 1 pts
| Your professor (yes, that person that has been informing and entertaining
you for the past few weeks) has tirelessly advocated for a project
management class. When the Dean and most of the rest of the faculty said
"no," your professor took the case for project management to the streets,
ultimately securing it on the schedule this semester. The project
management term that BEST describes your professor's role is:
Champion.
Director.
Advocate.
Instigator.
| Question 48 1 / 1 pts
| A champion that is an engineer, scientist, or similar person who is the driving
force behind an idea is termed a(n):
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Creative originator.
Entrepreneur.
Godfather.
Sponsor.
| Question 49 1 / 1 pts
| Tim slapped together his first web page and proudly showed it to all his
colleagues, pointing out what he thought were obvious and overwhelming
advantages in simplicity and portability. His championing of web pages that
he had read about in a trade journal ultimately shamed everyone else into
adopting a web-based approach for all communication and cemented his
status as a true:
Entrepreneur.
Creative originator.
Godfather.
Project manager.
| Question 50 1 / 1 pts
| Michael wants to carry out his mentor's long-range strategic vision of
expanding the company's customer base by entering the casino business in
Las Vegas. He issues a series of memos that explain the importance of these
projects and makes sure that all necessary resources are at the disposal of
the project management team, which is fortunate to have such a(n):
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Creative originator at the helm.
Entrepreneur.
Godfather.
Project manager.
| Question 51 1 / 1 pts
| Which of the following is a traditional duty of a project champion?
Technical understanding
Cheerleader
Visionary
Politician
| Question 52 1 / 1 pts
| Which of the following is a non-traditional role of a project champion?
Cheerleader
Leadership
Administrative
Control
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| Question 53 1 / 1 pts
| A project manager puts on his "nontraditional hat" and smoothly works the
room, networking among functional managers and attempting to secure their
cooperation with the project. This nontraditional role is BEST described as
that of a(n):
Politician.
Ambassador.
Cheerleader.
Visionary.
| Question 54 1 / 1 pts
| There is a significant chance that the project can be executed successfully
but if it can't, the project manager and team may be updating their resumes.
This champion can BEST be described as a(n):
Risk taker.
Administrator.
Ambassador.
Visionary.
| Question 55 1 / 1 pts
| A(n) ________ maintains a clear sense of purpose and a firm idea of what is
involved in creating the project.
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politician
ambassador
cheerleader
visionary
| Question 56 1 / 1 pts
| The administrative duty is BEST described by:
Handling the important executive side of the project.
Managing and controlling the activities of the team.
Gaining access to the necessary resources to ensure a smooth development
process.
The ability to provide leadership for the project team.
| Question 57 1 / 1 pts
| The traditional project champion duties of coordination and control are on
display when the project champion:
Manages and runs the activities of the team.
Handles the important administrative side of the project.
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Maintains a clear sense of purpose and a firm idea of what is involved in
creating the project.
Provides the needed motivation for the team.
| Question 58 1 / 1 pts
| Which project champion role is least likely to be emphasized in the next
project management article you read?
Ambassador
Leadership
Administrative
Technical
| Question 59 1 / 1 pts
| Risk taking can be encouraged in an organization by:
Avoiding the inclination to punish failure.
Seeking out projects that stand little chance of success.
Promotion of workers that are ill-equipped to lead projects.
Demoting project managers that are too conservative.
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| Question 60 1 / 1 pts
| Champions bring a great deal of energy and emotional commitment to their
project ideas, but:
Often refuse to give up on a project that has completely failed.
Most organizations have an oversupply of this.
Cannot effectively be the manager of a project.
Must spend an equal amount of time and effort discouraging other projects
that compete for the same resources.
| Question 61 1 / 1 pts
| Classic project champions are often more comfortable:
Performing nontraditional project activities.
Performing traditional project activities.
Avoiding their projects during the early stages.
Avoiding their projects through the final stages.
| Question 62 1 / 1 pts
| A project manager may also be the project champion.
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True
False
| Question 63 1 / 1 pts
| An entrepreneur type of project champion is the source of the idea and also
the main sponsor.
False
True
| Question 64 1 / 1 pts
| Providing the needed motivation for the project team is a nontraditional duty
of a project champion.
True
False
| Question 65 1 / 1 pts
| The majority of a champion's time is spent performing the traditional project
management duties of leadership, administration, obtaining resources, and
coordination and control.
True
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False
| Question 66 1 / 1 pts
| Recent research in organizational leadership declares that the new project
leader should be adept at:
Recognizing and rewarding talent.
Analytics regarding project team performance.
Managing the progressive discipline process.
Analytics regarding the project's performance.
| Question 67 1 / 1 pts
| Recent research in organizational leadership declares that the new project
leader generates and sustains:
Trust.
Revolution.
Innovation.
Joy.
| Question 68 1 / 1 pts
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The Bennis article on competencies that determine a project leader's
success indicates that it is crucial to continually remind the team:
What the deadline is.
What is important.
Who their leader is.
Who the customer is.
| Question 69 1 / 1 pts
| The new leader and the led are:
Intimate allies.
Separate but equal.
Strange bedfellows.
Separated by a common language.
| Question 70 1 / 1 pts
| Which of these behaviors is BEST for managing an intercultural project
team?
Standardize communications based on the preference of the project manager.
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Classify members of the project team in accordance with popular stereotypes.
Minimalize cultural differences.
Achieve a detailed understanding of a culture's history.
| Question 71 1 / 1 pts
| Which of these behaviors is BEST for managing an intercultural project
team?
Learn alternative means of exchanging information.
Classify members of the project team in accordance with popular stereotypes.
Foster an atmosphere of inclusivity by ignoring cultural differences.
Enter the situation with no knowledge of the local culture and customs to avoid
any appearance of bias.
| Question 72 1 / 1 pts
| The new leader must make a conscious effort to distance himself from the
people being led.
False
True
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| Question 73 1 / 1 pts
| One of the most important contributions of a project manager is to continually
remind the team what is most important.
True
False
| Question 74 1 / 1 pts
| In the new project management professionalism model:
Project managers and support personnel should be have a clear career path.
Personnel should be in a state of flux with regard to job assignment, moving
between functional and project roles.
Process skills will not be important.
Traditional project champion activities will supplant the currently emphasized
nontraditional skills.
| Question 75 1 / 1 pts
| Which personality trait is a poor match for project work?
Introverted
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Outgoing
Gregarious
People-oriented
| Question 76 1 / 1 pts
| A good starting point for matching employees to project work would be:
Conducting basic personality assessment.
Finding out who has the most spare time.
Making sure that every department in the organization has at least one
representative on the project team.
Observing what clusters of employees develop during informal situations.
| Question 77 1 / 1 pts
| One practical step that should be taken in order for an organization to begin
developing a core of project management professionals is to:
Formalize the organization's commitment with training programs.
Fire the unprofessional project managers.
Hire professional project managers.
Review instances where projects were poorly managed.
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| Question 78 1 / 1 pts
| A reward system for project management should be:
Differentiated from normal functional rewards.
Greater than rewards for process management.
Based on the money saved managing the project.
Based on the money generated by the project.
| Question 79 1 / 1 pts
| A recent development in many companies is to:
Keep skilled project managers in project work; when one project ends they are
immediately assigned to another project.
Reassign functional managers to functions outside their area of expertise in
order to build well-rounded employees.
Reassign project managers back to functional duties as soon as a project
ends; then assign them to the next project within their functional area.
Hire talent from outside the organization, effectively outsourcing project
management talent to professional project management organizations.
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| Question 80 1 / 1 pts
| One way an organization can develop a core of project management
professionals is to administer personality tests and match people attuned to
project work to projects.
False
True
| Question 81 1 / 1 pts
| Outgoing, people-oriented individuals have a better likelihood of performing
well on project work than quieter, more introverted people.
True
False
| Question 82 1 / 1 pts
| According to PMI's code of ethics, project managers have a high regard for
themselves, others, and the resources entrusted to them. This is best
described as:
Respect.
Responsibility.
Fairness.
Honesty.
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| Question 83 1 / 1 pts
| If a project manager communicated a false project status to stakeholders,
stating that the project was ahead of schedule and under budget, although it
was the opposite, so they would think the project was doing much better than
it really was, this would best be described as an issue of:
Honesty.
Responsibility.
Respect.
Fairness.
| Question 84 1 / 1 pts
| The focus of what a person or organization ought to do in when faced with a
particular situation is referred to as:
Normative ethics.
Emotional ethics.
Substantive ethics
Behavioral ethics.
| Question 85 0 / 1 pts
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The project manager's responsibility to maximize the overall value for project
stakeholders best describes the ________ orientation of normative ethics.
process
outcome
character
financial
| Question 86 0 / 1 pts
| A project manager misappropriated funds they were entrusted for
contingency reserves for their own person use. This best describes:
Nepotism.
Embezzlement.
Bribery.
Extortion.
| Question 87 1 / 1 pts
| What is considered corrupt in one country:
May be seen as normal business practice in another country.
Is always illegal in all countries.
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Should be clear and straight forward to those in all countries.
Is corrupt all over the world.
| Question 88 1 / 1 pts
| According to PMI's code of ethics, failing to disclose a conflict of interest is
an issue of fairness.
True
False
| Question 89 1 / 1 pts
| A project manager who selects a subcontractor who placed a bid for his
project because that subcontractor is his wife's cousin is an example of
nepotism.
True
False
| Question 90 1 / 1 pts
| It is easy to distinguish between common bribery from gift-giving when doing
business in foreign countries.
True
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False
Quiz Score: 88 out of 90
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