Outsourcing: Managing Interorganizational Relations
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- Modern Project ManagementOrganization Strategy and Project SelectionOrganization: Structure and CultureDefining the ProjectEstimating Project Times and CostsDeveloping a Project PlanManaging RiskScheduling Resources and CostsReducing Project DurationBeing an Effective Project ManagerManaging Project TeamOutsourcing: Managing Interorganizational RelationsProgress and Performance Measurement and EvaluationProject ClosureInternational ProjectsAn Introduction to Agile Project Management
Question 1
Free
Multiple Choice
Successful firms are very careful in selecting the work to be outsourced.If expectations and requirements are fuzzy or open to debate, working together can become very difficult.The following are ways to clarify requirements and procedures EXCEPT
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Make sure that different firms' project management systems are integrated.
Contract only work with clearly defined deliverables with measurable outcomes.
Establish who has access to certain information through robust safeguards.
Make sure communication is well structured and interactions are managed to avoid confusion.
Document your requirements.
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Question 2
Free
Multiple Choice
The transferring of business functions or processes to other companies has traditionally been known as
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Subcontracting.
Downsizing.
Partnering.
Joint venture.
Outsourcing.
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Question 3
Free
Multiple Choice
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
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Telecommunications.
Partnering.
Outsourcing.
Service shift.
Bilingual customer service.
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Question 4
Free
Multiple Choice
The following are differences between the partnering approach and the traditional approach to managing contracted relationships EXCEPT
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Mutual trust forms in the partnering approach where suspicion and distrust are prominent in the traditional approach.
Contracts establish long-term commitments in the partnering approach while single project contracting is normal in the traditional approach.
Access to each other's organization resources is available in the partnering approach but limited in the traditional approach.
Risk is shared jointly among partners in a partnering approach but is transferred to the other party in the traditional approach.
The partnering approach entails significant time and energy while a handshake is satisfactory in the traditional approach.
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Question 5
Free
Multiple Choice
Advantages of outsourcing project work may likely include all of the following EXCEPT
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Shortened project duration.
Reduced costs.
Higher level of expertise.
Reduced conflict.
Increased flexibility.
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Question 6
Multiple Choice
Disadvantages of outsourcing project work may likely include all of the following EXCEPT
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Increased conflict.
Coordination breakdowns.
Increased costs.
Loss of control.
More internal morale issues.
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Question 7
Multiple Choice
Why are extensive training and team building activities important when managing contracted relationships?
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Extensive training and team building activities are not worth the effort because people issues will usually work themselves out over time.
So team members are provided with a theoretical understanding of the barriers to collaboration as well as the skills and procedures to be successful.
So conflict management processes can be put into place.
So teams can still function together when co-location is not important for project success.
So teams can identify difficult individuals and keep their distance during the project.
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Question 8
Multiple Choice
Outsourced projects are susceptible to conflicts since people are unaccustomed to working together.Which of the following is a primary control mechanism for dealing with and resolving problems?
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Arbitration
Escalation
Collaboration
Mediation
Regulation
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Question 9
Multiple Choice
Key practices in the partnering approach to managing contracted relationships include
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Single project contracting.
Risk being transferred to the other party.
Access to each other's organizational resources.
Structured communications.
Independent project teams.
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Question 10
Multiple Choice
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?
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Long-term outsourcing relationships
Good negotiation practices
Well-established conflict management processes in place
Frequent review and status updates
Fair and incentive-laden contracts
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Question 11
Multiple Choice
Which of the following is NOT a key to successful partnering relationships?
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Mutual trust
Jointly shared risk
Total company involvement
Independent project teams
Long-term commitment
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Question 12
Multiple Choice
Which of the following is part of the traditional approach to managing contracted relationships?
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Structured communications
Long-term commitment
Total company involvement
Shared risk
Mutual trust
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Question 13
Multiple Choice
Which of the following is NOT an advantage of establishing a long-term partnership?
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More efficient utilization of resources
Reduced administration costs
Improved innovation
Risk is eventually transferred to the other party
Improved performance
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Question 14
Multiple Choice
Which of the following is true in regard to negotiation when managing projects?
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It is a competitive contest.
Each negotiator should win as much as he or she can for his or her side.
If project managers are not able to win negotiations, they will not be seen as effective leaders.
Success is measured by how much is gained compared to the other party.
It cannot be viewed as a contest.
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Question 15
Multiple Choice
Best practices in outsourcing project work include all the following EXCEPT
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Well-defined requirements and procedures.
Training and team-building activities.
Well-established conflict management processes.
Frequent reviews and status updates.
Short-term, no-pressure outsourcing relationships.
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Question 16
Multiple Choice
When negotiating, the tendency is to want to win! Why is this not a good approach when managing contracted relationships?
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This approach inhibits the degree of trust and cooperation needed for the alliance to work.
A noncompetitive approach can bring about functional conflict.
This approach can cause dysfunctional conflict to rise and negotiations to break down.
Because people have to continue to work together after negotiations.
All of these are reasons a competitive approach to negotiation should not be used when managing contracted relationships.
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Question 17
Multiple Choice
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
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Focusing on interests, not positions.
Inventing options of mutual gain.
Being honest and forthright.
Using objective criteria.
Separating the people from the problem.
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Question 18
Multiple Choice
The result of team building among the project's participants that states their common goals for the project as well as the procedures that will be used to achieve these goals is a
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Signed contract.
Legal partnership agreement.
Project plan.
Partnering charter.
Responsibility matrix.
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Question 19
Multiple Choice
In regard to outsourcing, the MOST effective way to avoid problems with schedules and deadlines is to
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Develop detailed schedules.
Hold frequent status reviews.
Add a penalty clause to the contract.
Hold frequent conversations with the outsourcer.
Build extra time into the schedules that the outsourcer is not aware of.
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Question 20
Multiple Choice
What does the acronym BATNA stand for?
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Best alternative to a negotiated agreement
Be able to negotiate an agreement
Better ability to negotiate an agreement
Best ability to have a negotiated agreement
Better agree than no agreement
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