Empowering Project Teams 1st Edition Marco Sampietro, Tiziano Villa - Solutions

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Is there any product or service that, knowing what you know now, you wouldn’t bring to the market again today?
Is there any person in your business life who, knowing what you know now, you wouldn’t hire, assign, promote, or otherwise get involved with again today?
Imagine starting over again in every part of your business. Is there anything you are doing that, knowing what you know now, you wouldn’t start up again today?
What are your most treasured assumptions about your people, customers, markets, products, services, and yourself?What if one of them weren’t true? What would you do then?
What are the major changes taking place in your market?What changes should you make to compensate for them?
What are your special talents and skills? What is it you do that accounts for most of your success?
Who are your most important people? Who are the people who account for most of your results?
What are your most important products and markets? What accounts for the largest portion of your revenues?
What is not working in your business? What causes you the most aggravation and frustration?
What is working best in your business today? What parts of your business make you happiest?
Are you doing your best to be authentic, approachable, and vulnerable?
What values define you?
Whom are you serving?
What are you doing to create an environment in which others can thrive and flourish?
How would you describe your purpose?
Have you decided what kind of leader you want to be?
How do you want to be remembered?
What kind of leader do you want to be?
What has driven your career decisions so far?
What kind of a leader do you think you are today?
How do you connect your growth strategy with your purpose?
How do challenges tend to affect you? Do they drain you? Energize you?
Are you able to redefine the possibilities for yourself and your organization?
How have you defined your and your organization’s goal? Is your goal to be number one or to be the best you can be?
Are you operating in a world of possibilities or constraints?
What is your most spectacular failure? Was it related to a core activity or an innovative experiment? What have you learned from it?
What do you feel you are doing well? And what would you like to become better at professionally? What is your plan to improve?
How is your own performance evaluated? By whom? Do you find it motivating?
How do you assess the performance of your direct reports?
How prevalent is coaching in your company?
Do you feel that your own professional development fits your situation?And how individualized is your direct reports’ development?
Think of something you love doing. What do you tend to focus on more:effort or result?
What criteria do you use? How do you adjust?
Do you adjust your leadership style according to the situation? If so, how?
How much autonomy do you grant your team? How does it manifest?
What decisions do you own? How are you making these decisions?
How do you involve others in the process?
How is strategy determined in the organization or team you lead?
How does autonomy influence your own engagement?
How do you promote diversity and inclusion at work? What else could you do?
Do you relate to different team members in different ways, based on their communication style and preferences?
How comfortable are you being vulnerable at work? How comfortable are you when others are vulnerable? Why or why not?
Do you feel you can trust your team? Why or why not?
Do you feel that you are seen as a unique individual at work? What do you do to give others that sense?
Do you have friends at work?
How do you help connect what drives people around you to the company’s purpose?
How are you working with your team members to achieve their purpose?
Do you know what drives each member of your team? What gives each member energy?
How does your own sense of purpose connect with your company’s?
Are you clear about what drives you?
How are incentives used in your company? What priorities do they reflect?What drives you?
Do you believe that financial incentives motivate people to perform better? Do they motivate you?
How transparent do you like to be? What approach do you use to communicate broadly?
How do you decide how you will show up at work every day?
What do you do to create a positive environment? How well is this working?
To what degree and how do you engage others in the development of the plan?
What do you do to create energy?
What would you like to become better at? What areas are you working on?
What approach do you find particularly effective to drive performance in a turnaround situation?
How transparent do you like to be? What approach do you use to communicate broadly?
How do you decide how you will show up at work every day?
What do you do to create a positive environment? How well is this working?
To what degree and how do you engage others in the development of the plan?
What do you do to create energy?
What are the best results you have seen in attacking nonsalary expenses and creatively managing benefits?
How do you tend to prioritize revenue growth and cost reduction?
What is your approach to dealing with people during difficult times?
How does your company measure how well it is doing with employees, customers, suppliers, communities, and shareholders?
What do you discuss first during meetings? People, business, or finance?
Do you tend to adopt an “either/or” approach, or are you able to address challenges through “and”? Can you reframe a current problem to unlock a win–win solution?
local communities, and shareholders fully align with its purpose?
Does the way your company relates to its employees, customers, vendors,
How does your company’s strategy reflect its noble purpose?
If not, what would it take to get there?
Is the whole thing working?
Has it translated that purpose into developing meaningful relationships with its customers, its employees, its vendors, its shareholders, and the communities in which it operates?
Has the company you work at done a good job of articulating an inspiring noble purpose?
Do you think that the expectations of your company’s customers, employees, and shareholders have changed? And if so, has your company changed with them?
Do you believe that the only purpose of companies is to maximize profits, and their primary responsibility is to shareholders? If so why, and if not, why not?
What help are you getting?
Have you told your team what you want to work on?
How do you decide to work on something you want to get better at?
How do you take feedback?
What are your quirks? How do you find out about them?
What is at the intersection of what you love, what you are good at, what the world needs, and what you can get paid for?
What would you like to see included in your eulogy?
What “cathedral” do you want to build?
What drives you?
During project initiation, the most important feature of project followership is A. Openness B. Professionalism C. Influence D. Global vision
During project closing: A. Project team members have no role since closing a project normally involves administrative tasks that are under the responsibility of the project manager B. Project specialists should contribute to the production of lessons learned C. Project specialists should not
In performing project control:A. The role of project team members is secondary B. The main task of project team members is to fill the timesheet C. Project specialists should communicate to the project manager only in case of deviations from the plan D. Project specialists should report the actual
During project execution a good project team member should A. Be focused as much as possible on the execution of technical tasks B. Coordinate the work of internal specialists and external suppliers under his or her responsibility C. Work in isolation: it is the mandate of the project manager to
During project planning:A. The contribution of project specialists is not important since the project manager has to develop the project plan B. It is better that every project team member works in isolation C. It is better that PMT members work together directed by the project manager D. It is
During project initiation, the PMT member is called upon to A. Share the project mandate B. Define the project mandate C. Negotiate the project mandate D. Present the project mandate
As a distinctive feature of project followership, professionalism includes A. Ethics B. Working overtime C. Delegating tasks D. Challenging the project manager
Which of these is not a distinctive feature of project followership?A. Initiative B. Rigidity C. Adaptability D. Influence
The project is collaborative by nature insofar as A. Working well together is desirable B. The responsibilities fall to everyone C. It brings together several heterogeneous parties D. It is based on hierarchy
Which of these is a perspective of evaluating the success of the project?A. Impacts on the business B. Corporate climate C. Profit for the year D. Efficiency in production processes
Project management should be applied to the project A. As much as possible B. As little as possible C. As needed D. Only if required
CSFs (critical success factors)of a project are A. Parameters that measure its success B. Conditions to achieve the success C. The most critical aspects to avoid D. External factors that cannot be influenced by the PMT

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