9 - Project Resource Management Flashcards
Adjourning
Stage 5 of Tuckman Ladder:
Team moves on to other assignments after project is completed.
Forming Storming Norming Performing Adjourning
Authority Power
PM team members may have authority over other project team members to make decisions, etc.
Coercive Power
PM has authority to discipline project team members.
aka penalty power
Collaborate/problem solving
Problem solving technique that approches problem head-on and is preferred method of conflict resolution.
Multiple viewpoints and perspectives contribute to the solution.
Collective bargaining agreement constraints
These agreements may serve as constraints on the project (especially resources)
Competency
This attribute defines what talents, skills, and capabilities are needed to complete the project work.
Compromising
Conflict resolution approach where each party gives something up
Vroom’s Expectancy Theory
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.
Expert power
PMs authority comes from experience with the technology of the project focuses on and from experience in managing projects
Forcing power
Person with the power makes the decisions.
Formal power
PM has been assigned the role of PM by senior management and is in charge of the project,
Forming
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.
Herzber’s Theory of Motivation
Theory of motivating and hygiene agents. Motivating agents will always motivate. Lack of hygiene agents will de-motivate.
Hierarchal org chart
Shows relationships between people in project
Issue log
A logbook of issues to date, along with assignments and due dates.
Maslow’s Hierarchy of Needs
5 needs all humans have and work towards:
Physiological Safety Belongingness/love Esteem Self-actualization
McCelland’s Theory of Needs
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.
McGregor’s Theory of X and Y
Management views workers in the Y category as competent and seld-led, workers in the X category as incompetent and needing to be micromanaged.
Multicriteria Decision Analysis
Method used to rate potential project team members based on criteria such as educaiton, experience, skills, knowledge, and more.
Norming
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
Org Chart
Tradiationally., how the org is broken down
aka an organizational breakdown structure .(OBS)
Ouchi’s Theory Z
Based on participative management style.
Workers motivated by sense of commitment, opportunity, and advancement
Performing
Tuckmans, 4th ladder
Performing stage of team development is trusting each other, working well together, solving issues, etc.
Political Interfaces
Hidden goals, personal agendas, and alliances amont the project team members and the stakeholders
RACI charts
A matrix that shoes activities of Responsible, Accountable, Consult, and Inform
Referent Power
Project team personally knows the PM. Can also mean the PM refers to the person that assigned him to position.
Resource Breakdown Structure (RBS)
Hierarchal chart that can decompose project based on the resources used throughout it
Responsibility Assignment Matrix
RAM chart shows correlation between project team members and the work they’ve been assigned to complete
Responsibility
The work that a role performs
Resource Management Plan
Defines staff acquisition, timetable for acquisition, staff release plan, training needs, etc.
Reward
PM has the authority to reward the project team
Role
Denotes what a person is specifically responsible for in a project.
Tied to job titles
Soothing
Smoothes out conflict by minimizing the perceived size of the problem. Temporary solution, but can calm team.
Storming
Tuckmans 2nd ladder rung:
Project team struggles for project positions, leadership, direction.
Team can become hostile towards leade, challenge ideas, etc.
Technical interfaces
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.
Withdrawal
Conflict resolution method that sees one side walk away from the problem.
Yield-lose
