9. Project Resource Management Terms

Question 1

Once the project is done, either the team moves onto other assignments as a unit, or the project team is disbanded and individual team members go on to other work.

Answer 1

Adjourning

Question 2

Project management team members may have authority over other project team members, may have the ability to make decisions, and perhaps even sign approvals for project work and purchases.

Answer 2

Authority power

Question 3

The project manager has the authority to discipline the project team members. This is also known as penalty power.

Answer 3

Coercive power

Question 4

This approach confronts the problem head-on and is the preferred method of conflict resolution. Multiple viewpoints and perspectives contribute to the solution.

Answer 4

Collaborate/Problem solving

Question 5

Contracts and agreements with unions or other employee groups may serve as constraints on the project.

Answer 5

Collective bargaining agreement constraints

Question 6

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

Answer 6

Competency

Question 7

This approach requires that both parties give up something.

Answer 7

Compromising

Question 8

This theory states that people will behave based on what they expect as a result of their behavior. In other words, people will work in relation to the expected reward.

Answer 8

Vroom’s Expectancy Theory

Question 9

The project manager’s authority comes both from experience with the technology the project focuses on and from expertise in managing projects.

Answer 9

Expert power

Question 10

The person with the power makes the decision.

Answer 10

Forcing power

Question 11

The project manager has been assigned the role of project manager by senior management and is in charge of the project.

Answer 11

Formal power

Question 12

The project team meets and learns about their roles and responsibilities on the project. Little interaction among the project team happens in this stage as the team is learning about the project and project manager.

Answer 12

Forming

Question 13

Frederick Herzberg’s theory of the motivating agents and hygiene agents that affect a person’s willingness to excel in his career.

Answer 13

Herzberg’s Theory of Motivation

Question 14

A chart showing the relationship between superior and subordinate employees, groups, disciplines, and even departments.

Answer 14

Hierarchical organizational chart

Question 15

A logbook of the issues the project team has identified and dates as to when the issues must be resolved by. This may also include team members or stakeholders who are responsible for finding a solution to the identified issues.

Answer 15

Issue log

Question 16

Abraham Maslow’s theory of the five needs all humans have and work toward.

Answer 16

Maslow’s Hierarchy of Needs

Question 17

David McClelland developed this theory, which states our needs are acquired and developed by our experiences over time. All people are, according to this theory, driven by one of three needs: achievement, affiliation, or power.

Answer 17

McClelland’s Theory of Needs

Question 18

Douglas McGregor’s theory that states management views workers in the Y category as competent and self-led and workers in the X category as incompetent and needing to be micromanaged.

Answer 18

McGregor’s Theory of X and Y

Question 19

A method to rate potential project team members based on criteria such as education, experience, skills, knowledge, and more.

Answer 19

Multicriteria Decision Analysis

Question 20

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

Answer 20

Norming

Question 21

Traditional chart that depicts how the organization is broken down by department and disciplines. This chart is sometimes called the organizational breakdown structure (OBS) and is arranged by departments, units, or teams.

Answer 21

Organization chart

Question 22

William Ouchi’s theory is based on the participative management style of the Japanese. This theory states that workers are motivated by a sense of commitment, opportunity, and advancement.

Answer 22

Ouchi’s Theory Z

Question 23

If a project team can reach the performing stage of team development, they trust one another, work well together, and issues and problems get resolved quickly and effectively.

Answer 23

Performing

Question 24

The hidden goals, personal agendas, and alliances among the project team members and the stakeholders.

Answer 24

Political interfaces

Question 25

It is a matrix chart that only uses the activities of responsible, accountable, consult, and inform.

Answer 25

RACI chart

Question 26

The project team personally knows the project manager. Referent can also mean that the project manager refers to the person who assigned him the position.

Answer 26

Referent power

Question 27

This hierarchical chart can decompose the project by the type of resources used throughout it.

Answer 27

Resource breakdown structure (RBS)

Question 28

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

Answer 28

Responsibility assignment matrix (RAM)

Question 29

A responsibility is the work that a role performs.

Answer 29

Responsibility

Question 30

This plan defines staff acquisition, the timetable for staff acquisition, the staff release plan, training needs for the project team, any organizational compliance issues, rewards and recognitions, and safety concerns for the project team doing the project work.

Answer 30

Resource management plan

Question 31

The project manager has the authority to reward the project team.

Answer 31

Reward

Question 32

This denotes what a person is specifically responsible for in a project. These are usually tied to job titles, such as network engineer, mechanical engineer, and electrician.

Answer 32

Role

Question 33

This approach smooths out the conflict by minimizing the perceived size of the problem. It is a temporary solution, but can calm team relations and boisterous discussions.

Answer 33

Smoothing

Question 34

The project team struggles for project positions, leadership, and project direction. The project team can become hostile toward the project leader, challenge ideas, and try to establish and claim positions about the project work. The amount of debate and fury can vary depending on if the project team is willing to work together, the nature of the project, and the control of the project manager.

Answer 34

Storming

Question 35

The project team identifies the disciplines and specialties that the project will require to complete the project scope statement. The technical interfaces are the resources that will be doing the project work.

Answer 35

Technical interfaces

Question 36

This conflict resolution method sees one side of the argument walking away from the problem, usually in disgust.

Answer 36

Withdrawal