9. Project Resources Management Terms Flashcards
Adjourning
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.
Authority power
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.
Coercive power
The project manager has the authority to discipline the project team members. This is also known as penalty power.
Collaborate/Problem solving
This approach confronts the problem head-on and is the preferred method of conflict resolution. Multiple viewpoints and perspectives contribute to the solution.
Collective bargaining agreement constraints
Contracts and agreements with unions or other employee groups may serve as constraints on the project.
Competency
This attribute defines what talents, skills, and capabilities are needed to complete the project work.
Compromising
This approach requires that both parties give up something.
Vroom’s Expectancy Theory
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.
Expert power
The project manager’s authority comes both from experience with the technology the project focuses on and from expertise in managing projects.
Forcing power
The person with the power makes the decision.
Formal power
The project manager has been assigned the role of project manager by senior management and is in charge of the project.
Performing
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.
Political interfaces
The hidden goals, personal agendas, and alliances among the project team members and the stakeholders.
RACI chart
A RACI chart is a matrix chart that only uses the activities of responsible, accountable, consult, and inform.
Referent power
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.
Resource breakdown structure (RBS)
This hierarchical chart can decompose the project by the type of resources used throughout it.
Responsibility assignment matrix (RAM)
A RAM chart shows the correlation between project team members and the work they’ve been assigned to complete.
Responsibility
A responsibility is the work that a role performs.
Resource management plan
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.
Reward
The project manager has the authority to reward the project team.
Role
This denotes what a person is specifically responsible for in a project. Roles are usually tied to job titles, such as network engineer, mechanical engineer, and electrician.
Smoothing
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.
Storming
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.
Technical interfaces
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.
Withdrawal
This conflict resolution method sees one side of the argument walking away from the problem, usually in disgust.
