Final test & Certificate

Choose the best answer for each question.

To pass: at least 8 of 10 correct.

1. Question 1. What's the most common reason a good proposal gets blocked?

   ASomeone important heard about it too late or felt bypassedBThe content is technically wrongCThe proposal was written too briefly

2. Question 2. On the power × interest grid, how should you treat someone with high power but low interest?

   AKeep them satisfied with a short brief covering only the decision you needBSend the full detailed pack so they have everythingCSkip them, since they're not interested

3. Question 3. Who is the 'blocker' in a decision?

   ASomeone who can't say YES but can say NO — Legal, Finance, ITBAnyone who objects for personal reasonsCThe person who attends the most meetings

4. Question 4. What's the difference between a position and an interest?

   AA position is the conclusion they state; an interest is what they fear losing behind itBA position is personal; an interest is departmentalCThere's no meaningful difference

5. Question 5. Which question is most effective at surfacing a real interest?

   A'What metric are you measured on at quarter end?'B'Why are you objecting?'C'Do you agree or not?'

6. Question 6. How should the 'what they get' line of a stakeholder card be written?

   AIn their language, specific enough that they could repeat it to their boss in one sentenceBAs the overall benefit of the project to the companyCAs the technical specifications of the new system

7. Question 7. What does the 'no surprises' rule mean?

   ANo important person hears the news for the first time in a crowded meetingBNever change the plan after it's been announcedCNever bring bad news to leadership

8. Question 8. What should you ask for in your first private meeting with a key stakeholder?

   AInput: 'what doesn't work here?'BImmediate approval, to save timeCA budget commitment

9. Question 9. Of the four causes of objection, which one is solved by adding data?

   AMissing information — and only that oneBLosing somethingCPersonal friction with the proposer

10. Question 10. When two important stakeholders want opposite things, what should you do?

    AState the conflict plainly, bring two options with consequences, return the decision to the authorityBMeet each separately and promise each a slightly different versionCSide with the more senior one and ignore the other