Questions $48$ are based on the following case study:

His superiors, as well as other major players in the industry, consider Thabo to be a good project manager. In fact, he is quite well$-$known as a project manager who can be relied on to get the job done. However, he secretly suffers from a lack of confidence in his own abilities, despite the faith that his superiors have in his abilities and that he has the highest success rate for project managers in his company. Recently, project teams completed anonymous questionnaires about their project managers in an attempt by the company to determine the factors behind success in the field. Thabo$$s team was unanimously positive about his devotion to ensuring that everyone, including himself, understands every aspect and requirement of the project. He also has a personal touch, adjusting his method of interaction according to the particular employee he is required to work with.

Thabo has clear goals in mind for his projects and always knows where they are going. Only a small percentage of his projects have ever failed. In one of these projects, he developed a new software application that eased the organisation$$s sales process and drastically increased revenue. However, it was considered a failure because one of the organisation$$s primary objectives at the time was to focus on addressing employee motivation and morale problems by stressing the importance of their roles and highlighting the value of their contributions. Although Thabo$$s application achieved the goal of increasing revenue, it also decreased the complexity of the sales staff$$s jobs, and would have even led to retrenchment if the company had decided to implement it$.$ One of his other failed projects was cancelled before it even began because the environmental damage that the product would have caused would not have helped the company in its efforts to improve its corporate social responsibility image.

When he started out in the field, Thabo was devoted to furthering his education. He was open to criticism and appreciative towards feedback that allowed him to address those areas of his knowledge that needed improvement. This trend of constantly improving his knowledge and practicing his project management skills whenever possible, has continued up until the present day.

Other project managers who try to emulate Thabo are confused by his methods. Many of them feel that he wastes too much time in planning the project, time that they would rather spend getting things done.

Question $4$

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Thabo is likely to be in the top $2\%$ of project managers.

Question $4$Select one:

True

False

Question $5$

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Which of the following statements are true about Thabo$$s capabilities?

Question $5$Select one:

a$.$

Although he is considered to be the best project manager the firm has, Thabo$$s colleagues are on to something when they criticise his detailed planning approach.

b$.$

Thabo$$s overconfidence in his own abilities is likely to be the cause for his past failures.

c$.$

Thabo has trouble seeing how his project fits into the bigger organisational picture.

d$.$

Thabo struggles to communicate effectively with others.

Question $6$

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According to Crowe$$s $2006$ study, which was covered in Section $2\mathrm{.}5$ of the Unit $2$ Notes, what should less experienced project managers strive to do$?$

Question $6$Select more than one:

a$.$

Claim authority for their project and believe in their ability to make it a success.

b$.$

Ensure that they know what their team members think, so that they will not always have to consult them on decisions.

c$.$

Stop learning at the point when they are so saturated with knowledge about the field that further education is no longer required.

d$.$

Ensure that they are always able to articulate the overall goals and strategies of the organisation that they work for.

Question $7$

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Assuming Thabo works in a project organisation, which of the following is he expected to perform?

Question $7$Select more than one:

a$.$

Setting and signing off on the business aligned project parameters and objectives.

b$.$

Putting remedial actions into place.

c$.$

Building and leading the project team.

d$.$

Standing accountable for the strategic$-$level outcomes of the project

Question $8$

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Thabo applied the organisational knowledge required of a project manager across his projects.

Question $8$Select one:

True

False