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PMP Exam Prep > Ch 9 Project Resource Management > Flashcards

Ch 9 Project Resource Management Flashcards

1
Q

Herzberg’s Theory

A

The theory that for people to be motivated, hygiene factors and motivation factors are important

  • Hygiene factors include job security, salary, work conditions, good pay, paid insurance, or vacation
    • Failing to meet hygiene factors will result in dissatisfied employees
  • Motivating factors include achievement, responsibility, opportunity to expand, and decision-making
    • These factors can only be achieved if the hygeine factors are present

A recognition & rewards tool used to help execute the Develop Team process (Resource/Executing)

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2
Q

Penalty (Coercive) Power

A

The type of power that involves using punishment in order to mangage the team; generally leads to more conflicts

A recognition & rewards concept used to help execute the Develop Team process (Resource/Executing)

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3
Q

Force / Direct

A

A dictatorial conflict resolution technique in which one side gets everything they want and the other sides gets nothing

Win-lose

This is the worst way to solve a problem since this will lead to more conflicts between the stakeholders

A tool used to help execute the Manage Team process (Resource/Executing)

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4
Q

Resource Calendars

A

A project document that shows the availability of resources, which can affect the duration of each activity

An input to the Estimate Activity Resources process (Resource/Planning)

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5
Q

Resource Breakdown Structure (RBS)

A

A hierarchical breakdown of resources by their categories and types that can help track project cost as it ties to the organization’s accounting system

An output of the Estimate Activity Resources process (Resource/Planning)

An input of the Estimate Activity Durations process (Schedule/Planning)

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6
Q

Plan Resource Management

A

The process of creating the resources management plan, which will include the project roles and responsibilities, reporting relationships, and how to hire, manage, and release the project team

This process will also document how to acquire, manage, and use physical resources

The PM negotiates with functional managers to acquire resources and is responsible for releasing the project team

Knowledge Area: Resource

Process Group: Planning

Inputs:

  • Risk Register
  • Stakeholder Register

Tools:

  • Data Representation
    • Hierarchical-Type Charts
    • Matrix-Based Charts
      • RACI Charts

Outputs:

  • Resource Management Plan
  • Team Charter
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7
Q

Resource Management Plan

A

The management plan that is used to manage both physical and staff resources, and is made up of the:

  • Roles and responsibilities
  • Organization chart
  • Staffing management plan

The plan describes how to acquire, develop, control, and release the project team, specifically:

  • Staff acquisition
  • Staff release plan
  • Training needs
  • Recognition & rewards
  • Compliance
  • Safety

An output of the Plan Resource Management process (Resource/Planning)

An input to the Develop Project Management Plan process (Integration/Planning)

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8
Q

Problem-Solving / Collaborate

A

A conflict resolution technique in which stakeholders come together and find a solution that makes both sides happy; the problem is solved and goes away

Win-win

This method is the one PMI favors most

A tool used to help execute the Manage Team process (Resource/Executing)

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9
Q

Smooth / Accomodate

A

A conflict resolution technique in which stakeholders downplay the conflict; the problem is not solved and may still exist

Lose-yield

A tool used to help execute the Manage Team process (Resource/Executing)

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10
Q

Manage Team

A

The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance

Will mostly involve the day-to-day management of the project team, which can include solving conflicts and coaching the team

Knowledge Area: Resource

Process Group: Executing

Inputs:

  • Issue Log

Tools:

  • Interpersonal & Team Skills
    • Problem-Solving/Collaborate
    • Comprising/Reconcile
    • Force/Direct
    • Smooth/Accomodate
    • Withdrawal/Avoid

Outputs:

  • None
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11
Q

Negotiation

A

An important skill that project managers will have to exercise when working with functional managers, potential team members, and vendors

A tool used to help execute the

  • Acquire Resources process (Resource/Executing)
  • Conduct Procurements process (Procurements/Executing)
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12
Q

Colocation

A

A method of team development that involves bringing the entire team together into one physical space to get to know each other better and solve problems in a more formal space

Also known as a “tight matrix” or “war room”

A tool used to help execute the Develop Team process (Resource/Executing)

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13
Q

McClelland’s Theory of Needs

A

Theory that for workers to be motivated, they need to have three things in place:

  1. Achievement: strong need to set and accomplish challenging goals
  2. Power: wanting control to influence others and winning
  3. Affiliation: wanting to belong to a group and being liked

Also known as the achievement theory or three needs theory

A recognition & rewards tool used to help execute the Develop Team process (Resource/Executing)

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14
Q

RACI Chart

A

A type of responsibility assignment matrix (RAM) that will indicate the following resources assigned to the work packages:

  • Responsible: people doing the work and bearing responsibility
  • Accountable: ONE person who ensures the work is being done
  • Consulted: a SME who can help do the work
  • Informed: someone who needs to know the work status

There can only be ONE person held accountable; there can only be ONE “A” in each row of the RACI chart

A tool used to help execute the Plan Resource Management process (Resource/Planning)

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15
Q

Resource Requirements

A

A detailed document listing the number and types of resources needed to complete each activity

An output of the Estimate Activity Resources process (Resource/Planning)

An input to the

  • Estimate Activity Durations process (Schedule/Planning)
  • Estimate Costs process (Cost/Planning)
  • Acquire Resources process (Resource/Executing)
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16
Q

Ouchi’s Theory Z

A

This theory is concerned with increasing employee loyalty to an organization and emphasizes the well-being of employees, both at work and outside of work

A recognition & rewards tool used to help execute the Develop Team process (Resource/Executing)

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17
Q

McGregor’s Theory X

A

The theory that people do not like work and will try to avoid responsibilities

Managers who believe this theory are micromanagers

This theory is not a good one to follow

A recognition & rewards tool used to help execute the Develop Team process (Resource/Executing)

18
Q

Virtual Teams

A

Method by which teams work together via online meetings or one-on-one communications using the internet

This method has difficulties with communication (language or cultural issues), technology cost, and feelings of isolation

A tool used to help execute the Acquire Resources process (Resource/Executing)

19
Q

Acquire Resources

A

The iterative process of obtaining team members, facilities, equipment, materials, supplies, and other resources to complete the project work

This process is done continuously throughout the project or phase because the project manager will be releasing some teams and acquiring new teams as the project is executed

Knowledge Area: Resource

Process Group: Executing

Inputs:

  • Resource Requirements

Tools:

  • Negotiation
  • Pre-Assignment
  • Virtual Teams

Outputs:

  • Physical Resource Assignments
  • Project Team Assignments
20
Q

Formal (Legitimate) Power

A

Type of power when the position of PM itself is used to control the project team (e.g., “you should listen to me because I’m the boss)

A recognition & rewards concept used to help execute the Develop Team process (Resource/Executing)

21
Q

Team Performance Assessments

A

The overall evaluation of the project team, which can include the strengths and weaknesses of the project team and how the PM would improve them

Improvements, such as training, mentoring, coaching, and teaching them how to communicate more efficiently, should be implemented right away to reduce conflicts and staff turnover

An OUTPUT of the Develop Team process (Resource/Planning)

22
Q

Estimate Activity Resources

A

The process of looking at each activity and listing all the resources that are needed to complete them

Knowledge Area: Resources

Process Group: Planning

Inputs:

  • Activity List
  • Resource Calendars
  • Risk Register
  • Cost Estimates

Tools:

  • Bottom-up Estimating
  • Analogous Estimating
  • Parametric Estimatig

Outputs:

  • Resource Requirements
  • Resource Breakdown Structure (RBS)
23
Q

Team Charter

A

A document that outlines what will be acceptable behavior within the project, such as general rules of conduct for meetings, decision-making, and one-on-one conversations

This document is best made by the project team for the project team, so everyone agrees with its content

An output of the Plan Resource Management process (Resource/Planning)

24
Q

Individual & Team Assessments

A

Method of assessing the project team’s progress and each individual team member’s strengths and weaknesses

A recognition & rewards TOOL used to help execute the Develop Team process (Resource/Executing)

This is a tool used to create the Team Performance Assessments, which are an output of the Develop Team process

25
Q

Withdrawal / Avoid / Retreat

A

A confict resolution technique in which one of the parties walks away from the problem; the problem may still exist

OR when both parties postpone the issue to a later date to be better prepared

Lose-Leave

A tool used to help execute the Manage Team process (Resource/Executing)

26
Q

Reward Power

A

Type of power that allows a PM to give rewards for the work that was done (e.g., raises, time off)

A recognition & rewards concept used to help execute the Develop Team process (Resource/Executing)

27
Q

McGregor’s Theory Y

A

The theory that people like to work and are willing to get the job done

Managers who believe this theory are less likely to micromanage and are better liked by their coworkers

This theory is a good theory to follow

A recognition & rewards tool used to help execute the Develop Team process (Resource/Executing)

28
Q

Tuckman’s Ladder

A

Theory that includes 5 stages a team will go through after it is formed and until the project is completed:

  • Forming: Getting to know each other
  • Storming: Conflicts arise
  • Norming: Reaching consensus
  • Performing: Team working well; PM only overseeing them
  • Adjourning: Project is completed and team is reassigned

Teams CAN skip some of these steps, revert to a previous stage, and/or get stuck in a stage

An important concept to know for the Develop Team process (Resource/Executing)

29
Q

Hierarchical-Type Charts

(Organizational Breakdown Structure)

A

A chart that shows the positions and reporting relationships between roles on a project, and is arranged by an organization’s departments, units, or teams with their respective work packages

Also known as an Organizational Breakdown Structure; it looks like a WBS

A tool used to help execute the Plan Resource Management process (Resource/Planning)

30
Q

Maslow’s Hierarchy of Needs

A

The theory of human needs required for motivation:

  • Self-Actualization: achieving one’s full potential, including creative activities
  • Esteem needs: Prestige, feeling of accomplishment
  • Belongingness and Love needs: Intimate relationships, friends
  • Safety needs: Security, safety
  • Physiological needs: food, water, rest

A recognition & rewards tool used to help execute the Develop Team process (Resource/Executing)

31
Q

Expert Power

A

Type of power when the PM is an expert in the subject (e.g., experience, certifications, licenses)

One of the best powers to have

A recognition & rewards concept used to help execute the Develop Team process (Resource/Executing)

32
Q

Pre-Assignment

A

Selection of the project team by the functional managers before the project starts

A tool used to help execute the Acquire Resources process (Resource/Executing)

33
Q

Referent Power

A

The type of power based on person’s personality and charisma, or used to reference someone in a higher power to convince the team to follow you

A recognition & rewards concept used to help execute the Develop Team process (Resource/Executing)

34
Q

Physical Resource Assignments

A

A document documenting how the physical resources have been allocated on the project

An output of the Acquire Resources process (Resource/Planning)

35
Q

Develop Team

A

The process of ensuring that the acquired project team functions as one

Knowledge Area: Resource

Process Group: Executing

Inputs:

  • None

Tools:

  • Colocation
  • Recognition & Rewards
    • Maslow’s Hierarchy of Needs
    • McGregor’s Theory X and Theory Y
    • Theory Z (Ouchi)
    • David McClelland’s Theory of Needs
    • Herzberg’s Theory
    • Forms of Power
  • Training
  • Individual & Team Assessments

Outputs:

  • Team Performance Assessments
36
Q

Training

A

Approach to ensuring that the project team has the right skills to do the job, and can include online or classroom learning by external organizations, other team members, or coaching

A recognition & rewards tool used to help execute the Develop Team process (Resource/Executing)

37
Q

Project Team Assignments

A

Includes adding team member’s names to corresponding activities

An output of the Acquire Resources process (Resources/Executing)

38
Q

Compromise / Reconcile

A

A conflict resolution technique in which both sides may have to give up a little bit to agree to solve the problem; both sides do not get everything they wanted

Lose-lose

A tool used to help execute the Manage Team process (Resource/Executing)

39
Q

Project Resource Management

A

Knowledge area regarding the identification, acquisition, and management of the resources needed for successful completion of a project

Resources are generally categorized into two types:

  • Physical resources (e.g., materials, equipment, or facilities)
  • Human resources (i.e., the project team)
40
Q

Control Resources

A

The process of looking at how to correctly manage the physical resources on the project as the project is progressing

People cannot be controlled, so this process does not look at the HR resources–the Manage Team process does (Resource/Executing)

Knowledge Area: Resource

Process Group: Monitoring & Controlling

Inputs: None

Tools: None

Outputs: None

41
Q

Expectancy Theory

A

The theory that people will perform according to the benefits they expect to receive

If people expect a large reward, they will work very hard to earn it

PMP Exam Prep (12 decks)

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