Cyber Monday 2024! Hurry Up, Grab the Special Discount - Save 25% - Ends In 00:00:00 Coupon code: SAVE25
Welcome to Pass4Success

- Free Preparation Discussions
Mail Us support@pass4success.com
Location US
Mob_nav_barsMENU

PMI Exam PMP Topic 3 Question 72 Discussion

Actual exam question for PMI's PMP exam
Question #: 72
Topic #: 3
[All PMP Questions]

A project manager is building a team to work on a service integration project that will transition technology management services from company A to company B. The project team will consist of members from both companies. Prospective team members for the project are located all over the world, have different types of technology backgrounds, and use different approaches for work.

How should the project manager build a cohesive, high-performing team?

Show Suggested Answer Hide Answer
Suggested Answer: B

The project manager should review the list of team members' skills and understand how they will work together to deliver the project outcomes to build a cohesive, high-performing team.According to the PMBOK Guide, a high-performing team is a team thatexhibits a high level of collaboration, trust, commitment, and performance1.To build a high-performing team, the project manager shouldapply team development techniquesthat enhance the team's ability to work effectively and efficiently1.One of the team development techniques isskill assessment, which involvesidentifying and evaluating the skills and competenciesof the team members, andaligning them with the project objectives and requirements1. By reviewing the list of team members' skills, the project manager canunderstand the strengths and weaknessesof the team, anddetermine the best way to assign roles and responsibilities. The project manager can alsoidentify any skill gaps or overlapsthat may affect the team performance, andplan for training or coachingto address them. Additionally, by understanding how the team members will work together, the project manager canfacilitate communication and collaborationamong the team members and other stakeholders, andfoster a positive team culturethat supports the project goals. This way, the project manager canbuild a cohesive, high-performing teamthat can deliver the project outcomes. The other options are not the best ways to build a cohesive, high-performing team, as they do not address the need to assess and align the team skills and competencies.

Organizing the team members into several kick-off sessions based on technology type is a possible action that the project manager can take, but it is not the main activity that the project manager should do to build a cohesive, high-performing team.Kick-off sessions are meetings thatintroduce the project and the teamto the team members and other stakeholders, andestablish the project vision, scope, and expectations1. While kick-off sessions can help the team members toget to know each other and the project, they do not necessarily help the project manager toreview and evaluate the team skills and competencies, andalign them with the project objectives and requirements. Moreover, organizing the team members into several kick-off sessions based on technology type maycreate silos and barriersamong the team members, andreduce the team cohesion and collaboration.

Asking the human resources (HR) department to arrange interview meetings to select the team is a wrong way to build a cohesive, high-performing team, as itdelegates the responsibilityof the project manager to the HR department, andignores the input and involvementof the team members and other stakeholders.The project manager is the person who isaccountable for the team performance and satisfaction, and who has thebest knowledge and understandingof the project objectives and requirements1. Therefore, the project manager shouldtake the leadin selecting and developing the team, andconsult and collaboratewith the team members and other stakeholders to ensure the team is aligned and engaged with the project goals.

Asking prospective team members to write a short biography explaining how they can contribute to the team's success is an unnecessary and ineffective activity that does not help the project manager to build a cohesive, high-performing team. Writing a short biography is aone-way and subjectiveway of presenting the team members' skills and competencies, and it does not provide the project manager with acomprehensive and objectiveassessment of the team skills and competencies. Furthermore, writing a short biography does not help the project manager tounderstand how the team members will work together, andfacilitate communication and collaborationamong the team members and other stakeholders.


by Lai at Mar 10, 2024, 09:24 AM

Limited Time Offer

25%

Off

Get Premium PMP Questions as Interactive Web-Based Practice Test or PDF

Contribute your Thoughts:

Submit Cancel
Matthew
6 months ago
True. It allows each member to showcase their unique skills and experiences.
upvoted 0 times
...
Iola
7 months ago
Asking prospective team members to write a short biography can also provide insight into how they can contribute to the team's success.
upvoted 0 times
...
Carlota
7 months ago
That's a good idea. It could create a sense of unity among team members with similar backgrounds.
upvoted 0 times
...
Leonor
7 months ago
I believe organizing kick-off sessions based on technology type could also help the team bond and understand each other's expertise.
upvoted 0 times
...
Octavio
7 months ago
I agree. It's important to know each team member's strengths and weaknesses.
upvoted 0 times
...
Pamella
7 months ago
I think the project manager should review the team members' skills to understand how they can work together.
upvoted 0 times
...
Dan
8 months ago
Option B is definitely the most comprehensive approach. I mean, we're talking about a global, cross-functional team here. The project manager needs to do their homework and figure out how everyone's skills and working styles can mesh. *laughs* Though I have to say, the mental image of everyone writing bios is kind of amusing.
upvoted 0 times
Ngoc
7 months ago
Yeah, writing bios might be a bit funny, but it could also help team members understand each other better.
upvoted 0 times
...
Willard
8 months ago
Agreed, it's all about leveraging each team member's strengths to achieve the project goals.
upvoted 0 times
...
Leslie
8 months ago
Definitely, having a diverse team with different backgrounds can lead to more creativity and innovation.
upvoted 0 times
...
Corinne
8 months ago
I think reviewing the list of skills will help the project manager spot any potential gaps in the team.
upvoted 0 times
...
Shawn
8 months ago
It's important to have a clear plan on how everyone's skills will complement each other.
upvoted 0 times
...
Miles
8 months ago
Yeah, understanding the team members' skills and how they work together is crucial for success.
upvoted 0 times
...
Sabra
8 months ago
I agree with you, option B is definitely the best choice for building a cohesive team.
upvoted 0 times
...
...
Tamesha
8 months ago
You know, I was leaning towards Option D - getting the team members to introduce themselves. That could give us a good sense of their personalities and how they might fit together. But I see your point about needing to understand the overall team dynamics first.
upvoted 0 times
...
Bulah
8 months ago
I agree, Option B is the way to go. We need to assess the team holistically, not just by their individual technology specialties. Organizing them by tech type (Option A) could create silos, and the HR interviews (Option C) might not give us a full picture.
upvoted 0 times
...
Kimberlie
8 months ago
Hmm, this is a tricky one. I think the key is to build a team that can work together effectively, despite the different backgrounds and locations. Option B seems like the best approach - we need to really understand the team members' skills and how they can complement each other.
upvoted 0 times
...

Save Cancel