Certified Associate in Project Management (CAPM) People, Leadership, and Professional Responsibility Flashcards

24 sample cards from the People, Leadership, and Professional Responsibility deck

Sampled from the end of the deck, so these are different cards from the ones shown on the syllabus page.

1. Who should typically resolve conflict on a project, and what is the preferred approach?

   The people involved in the conflict should resolve it themselves, with the PM facilitating. Confronting/problem-solving (collaboration) is the preferred approach; escalation is a last resort.

2. What is BATNA in negotiation?

   Best Alternative To a Negotiated Agreement—the most advantageous fallback if no deal is reached. Knowing your BATNA sets your walk-away point and strengthens your negotiating position.

3. What is the difference between principled (interest-based) and positional negotiation?

   Positional negotiation involves haggling over fixed stances (win-lose). Principled negotiation focuses on underlying interests, objective criteria, and mutual gains to find win-win solutions.

4. What is ZOPA in negotiation?

   Zone of Possible Agreement—the range between the parties' reservation points where a deal can be mutually acceptable. If the ranges don't overlap, no agreement is possible.

5. What are the four categories of a Stakeholder Engagement Assessment Matrix?

   Unaware, Resistant, Neutral, Supportive, and Leading. (Often listed as five engagement levels.) The matrix maps each stakeholder's Current (C) versus Desired (D) engagement level.

6. In a Stakeholder Engagement Assessment Matrix, what do 'C' and 'D' represent?

   C marks each stakeholder's Current level of engagement and D marks the Desired level. Gaps between C and D show where additional engagement actions are needed.

7. What is the Power/Interest grid used for in stakeholder analysis?

   It classifies stakeholders by their level of authority (power) and concern (interest) into four quadrants—guiding strategy: Manage Closely (high/high), Keep Satisfied (high power/low interest), Keep Informed (low power/high interest), Monitor (low/low).

8. What is the salience model of stakeholder classification?

   It classifies stakeholders by three attributes: Power, Urgency, and Legitimacy. Stakeholders with all three are most salient (definitive) and demand the highest priority.

9. What are key challenges of managing virtual and distributed teams?

   Time-zone differences, reduced nonverbal communication, building trust remotely, technology/connectivity barriers, cultural differences, isolation, and coordination across locations.

10. What practices help manage virtual and distributed teams effectively?

    Establishing clear communication norms and tools, scheduling overlapping core hours, using video for richer cues, building trust through deliberate relationship-building, documenting decisions, and creating shared team agreements.

11. What is colocation (tight matrix) and what is its benefit for teams?

    Colocation places team members in the same physical location (e.g., a war room). It enhances communication, collaboration, and team identity—the opposite challenge faced by virtual teams.

12. What are the four values in the PMI Code of Ethics and Professional Conduct?

    Responsibility, Respect, Fairness, and Honesty.

13. In the PMI Code of Ethics, what does the value of 'Responsibility' mean?

    Taking ownership of decisions and actions, making decisions for the good of society/safety/the environment, fulfilling commitments, and reporting unethical or illegal conduct.

14. In the PMI Code of Ethics, what does 'Fairness' require?

    Making decisions impartially and objectively, free from competing self-interest, prejudice, and favoritism; disclosing conflicts of interest; and providing equal access to information.

15. In the PMI Code of Ethics, what does 'Honesty' require?

    Understanding the truth and acting in a truthful manner in communications and conduct—not deceiving, misleading, or making false statements, and providing accurate information.

16. What is the difference between 'aspirational' and 'mandatory' standards in the PMI Code of Ethics?

    Aspirational standards are conduct practitioners strive to uphold (not easily measured). Mandatory standards are firm requirements; violating them can result in disciplinary action by PMI.

17. What should a practitioner do when facing a conflict of interest under the PMI Code?

    Proactively and fully disclose it to the affected stakeholders, refrain from engaging in the decision until disclosure and approval, and avoid letting personal interest influence professional judgment.

18. How should a project manager handle an ethical dilemma?

    Identify the issue and relevant facts, evaluate options against the PMI Code values, consider impacts on stakeholders, consult/seek guidance if needed, choose the action that upholds honesty and responsibility, and document the decision.

19. What is a practitioner's obligation when they witness a violation of the PMI Code of Ethics?

    They must report it—bringing ethics violations to appropriate management or PMI for resolution—and must support those who report violations in good faith without retaliation.

20. What is the difference between an ethical dilemma and an ethical decision/violation?

    An ethical dilemma is a situation with conflicting values where no option is clearly right. An ethical violation is a clear breach of standards. Dilemmas require judgment; violations require reporting/correction.

21. Why is cultural awareness important in project management?

    Projects increasingly involve diverse, global teams and stakeholders. Cultural awareness prevents miscommunication, builds trust and respect, reduces conflict, and improves collaboration across differing norms, values, and communication styles.

22. What is the difference between diversity and inclusion on a project team?

    Diversity is the presence of differences (background, culture, gender, experience, perspective). Inclusion is ensuring all those diverse members feel valued, respected, and able to contribute fully.

23. What does professional and social responsibility require of a project manager?

    Acting in the best interests of society and the environment, complying with laws and regulations, ensuring safety, respecting stakeholders, contributing to the profession's knowledge base, and balancing organizational goals with the public good.

24. What is the difference between a project manager's positional authority and influence?

    Positional (formal) authority comes from the role/title and the power to direct. Influence is the ability to affect others' behavior through trust, expertise, relationships, and persuasion—essential when the PM lacks direct authority (e.g., in a matrix or weak-matrix organization).

What this deck covers

People, Leadership, and Professional Responsibility flashcards FAQ