9 - Project Resource Management

Question 1

Adjourning

Answer 1

Stage 5 of Tuckman Ladder:

Team moves on to other assignments after project is completed.

Forming
Storming
Norming
Performing
Adjourning

Question 2

Authority Power

Answer 2

PM team members may have authority over other project team members to make decisions, etc.

Question 3

Coercive Power

Answer 3

PM has authority to discipline project team members.

aka penalty power

Question 4

Collaborate/problem solving

Answer 4

Problem solving technique that approches problem head-on and is preferred method of conflict resolution.

Multiple viewpoints and perspectives contribute to the solution.

Question 5

Collective bargaining agreement constraints

Answer 5

These agreements may serve as constraints on the project (especially resources)

Question 6

Competency

Answer 6

This attribute defines what talents, skills, and capabilities are needed to complete the project work.

Question 7

Compromising

Answer 7

Conflict resolution approach where each party gives something up

Question 8

Vroom’s Expectancy Theory

Answer 8

Theory that states that people will behave based on what they expect as a result of their behaviour.

aka they will work in relation to the expected reward.

Question 9

Expert power

Answer 9

PMs authority comes from experience with the technology of the project focuses on and from experience in managing projects

Question 10

Forcing power

Answer 10

Person with the power makes the decisions.

Question 11

Formal power

Answer 11

PM has been assigned the role of PM by senior management and is in charge of the project,

Question 12

Forming

Answer 12

Tuckmans ladder, first stage:

Forming
Storming
Norming
Performing
Adjourning

PM team meets and learns about their roles and responsibilites on the project.

Little interaction among the project team happens in this stage as the team is learning about the project and project manager.

Question 13

Herzber’s Theory of Motivation

Answer 13

Theory of motivating and hygiene agents. Motivating agents will always motivate. Lack of hygiene agents will de-motivate.

Question 14

Hierarchal org chart

Answer 14

Shows relationships between people in project

Question 15

Issue log

Answer 15

A logbook of issues to date, along with assignments and due dates.

Question 16

Maslow’s Hierarchy of Needs

Answer 16

5 needs all humans have and work towards:

Physiological
Safety
Belongingness/love
Esteem
Self-actualization

Question 17

McCelland’s Theory of Needs

Answer 17

Theory that our needs are acquired and developed by our experiences over time. All people are driven by one of three needs: achievement, affiliation, or power.

Question 18

McGregor’s Theory of X and Y

Answer 18

Management views workers in the Y category as competent and seld-led, workers in the X category as incompetent and needing to be micromanaged.

Question 19

Multicriteria Decision Analysis

Answer 19

Method used to rate potential project team members based on criteria such as educaiton, experience, skills, knowledge, and more.

Question 20

Norming

Answer 20

Second of Tuckmans 5 ladder rungs

Project team members go about getting the project work, begin to rely on one another, and generally complete their project assignments

Question 21

Org Chart

Answer 21

Tradiationally., how the org is broken down

aka an organizational breakdown structure .(OBS)

Question 22

Ouchi’s Theory Z

Answer 22

Based on participative management style.

Workers motivated by sense of commitment, opportunity, and advancement

Question 23

Performing

Answer 23

Tuckmans, 4th ladder

Performing stage of team development is trusting each other, working well together, solving issues, etc.

Question 24

Political Interfaces

Answer 24

Hidden goals, personal agendas, and alliances amont the project team members and the stakeholders

Question 25

RACI charts

Answer 25

A matrix that shoes activities of Responsible, Accountable, Consult, and Inform

Question 26

Referent Power

Answer 26

Project team personally knows the PM. Can also mean the PM refers to the person that assigned him to position.

Question 27

Resource Breakdown Structure (RBS)

Answer 27

Hierarchal chart that can decompose project based on the resources used throughout it

Question 28

Responsibility Assignment Matrix

Answer 28

RAM chart shows correlation between project team members and the work they’ve been assigned to complete

Question 29

Responsibility

Answer 29

The work that a role performs

Question 30

Resource Management Plan

Answer 30

Defines staff acquisition, timetable for acquisition, staff release plan, training needs, etc.

Question 31

Reward

Answer 31

PM has the authority to reward the project team

Question 32

Role

Answer 32

Denotes what a person is specifically responsible for in a project.

Tied to job titles

Question 33

Soothing

Answer 33

Smoothes out conflict by minimizing the perceived size of the problem. Temporary solution, but can calm team.

Question 34

Storming

Answer 34

Tuckmans 2nd ladder rung:

Project team struggles for project positions, leadership, direction.

Team can become hostile towards leade, challenge ideas, etc.

Question 35

Technical interfaces

Answer 35

Project team identifies the disciplines and specialties that the project will require to complete the project scope statement.

The interfaces are the resources that will be doing the project work.

Question 36

Withdrawal

Answer 36

Conflict resolution method that sees one side walk away from the problem.

Yield-lose