Question 5 - You are project managing a key strategic account for your business. Because of their importance, the client realizes they have leverage, and often is very difficult to work with. The relationship has been strained, and the client has served to warn that they are expecting more from your team.

- After a weekly status meeting with your team, you realize that you are farther behind than expected. You are due to communicate your weekly status report to the client later this afternoon and are nervous that they will react negatively to the news (and it may be the final straw)

- You are contemplating whether to represent in your status report that you are a little further in progress than in reality to avoid this conflict. By serving notice to your team that we need to really deliver this week to catch up, you may be able to get back on track for next week without the client really noticing.

Do you feel it is okay to get "creative"

with the client progress report in order to

protect the relationship and hopefully get things

back on track for next week?

Question 6 - A client has assembled a team of 5 partners in order to manage and fufil a project of significance. You were brought in as one of these partners and are generally excited about the long-term prospect of working with this client

- As the project progresses, you realize that 2 of the other partners seem to really be "cozying up" with the client. Those partners essentially have the same skill sets that you offer, and you begin to question whether you would be included in future work

- Personally, you are also having a tough time working with these partners, and you suspect the reason is that they feel threatened by you for the exact same reason mentioned above. Because of the environment, you take special notice of mistakes that these partners make

Would you highlight these mistakes to the client to improve your positioning,

or is it important to act in the best interest of the team

and focus on delivering this project?