9 Project Resources Management

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

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

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 document of the issues the project team has
identified and dates as to when the issues must
be resolved by. It 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

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’s 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

Chart that shows the correlation between
project team members and the work they’ve
been assigned to complete.

Answer 28

Responsibility assignment matrix (RAM)

Question 29

It’s 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

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 31

Resource management plan

Question 32

The project manager has the authority to reward

the project team.

Answer 32

Reward

Question 33

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

Answer 33

Role

Question 34

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 34

Smoothing

Question 35

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 35

Storming

Question 36

The project team identifies the disciplines and
specialties that the project will require to
complete the project scope statement. They’re the resources that will be doing the project work.

Answer 36

Technical interfaces

Question 37

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

Answer 37

Withdrawal