Chapter 10 Flashcards
1
Q
Who is Responsible for creating the team and keeping team members motivated?
A
Project Manager
2
Q
Who is the project team kickoff meeting for?
A
The Project team. This doesn’t include the stakeholders or sponsors
3
Q
What should you discuss at the project team kickoff meeting?
A
- Project goals and deliverables
- Critical Success factors
- Deliverable due dates
- Activity Asignments
- Activity Due Dates
- Hot to alert the PM of problems or issues
- How and when to turn in status reports
- Dates of future team meetings.
4
Q
What are the 5 Stages of Team Development
A
- Forming
- Storming
- Norming
- Performing
- Adjourning
5
Q
Forming
A
- Where the team members are brought together
- where the members are told about their roles and the expectations
- Make sure everyone understands their role clearly
6
Q
Storming
A
- Stage where the team starts to realize what the work of the project entails.
- Members become more comfortable around each other and start challenging one another for position and status within the team
- Make sure to remind the team of the project goals and keep everyone centred on those goals.
- Limit interventions. Let team members work it out unless absolutely necessary.
7
Q
Norming
A
- Stage where teams will start to calm down, settle in and start doing their work.
- Members are comfortable with each other and their own position.
- PM should be holding meetings because members can fall back into the storming stage if left to their own devices.
- Teams are functioning effectively.
8
Q
Performing
A
- Most mature stage of the development stages
- Most productive and effective
- Members support one another and monitor themselves.
- Not all members make it to this stage.
- PM should be more focused on the project management process than on the team/
9
Q
Adjourning
A
- The breakup of the team after the work of the project is completed.
- PM should guide members through a closure process
10
Q
How do PMs guide members through a closure process?
A
- Team celebrations
- Acknowledgment contributions
- Let them know you are grateful for their efforts and for any sacrifices they’ve made during the project.
11
Q
How do you progress to the performing stage?
A
- Communicating Effectively
- Solicit Input
- Resolve Conflict Effectively
12
Q
Communicating Effectively
A
- Schedule Regular meetings and individual meetings
- Encourage them to bring concerns and problems to the meetings
- Inform the team of anything that impacts them directly ASAP.
13
Q
Soliciting Input
A
- Ask members to participate and contribute
- Teams feel better when they feel like they have some control over the project.
- Give members decision-making authority over day-to-day activities
14
Q
Resolving Conflict Effectively
A
- Encourage the team to try and resolve their own problems as they arise
- Encourage the team to voice their concerns and reach a mutual agreement
15
Q
Effective Team Characteristics
A
- Good conflict resolution
- enthusiastic Commitment to the project
- Dedications to team members and PM
- Creative Problem Solving
- Decisions made jointly by all members
- High job satisfaction
- Productive Members with a sense of belonging
- Enhanced communication.
16
Q
What are the 5 approaches to Problem Resolution
A
- Forcing/Directing
- Smoothing/Accommodating
- Compromise/Reconcile
- Withdrawl/avoid
- Collaboration / Problem-Solving
17
Q
Forcing or Directing
A
- One person says “This is the way it’s going to be”
- Forcing your opinion on others
- Usually someone of power
- Only use when absolutely necessary
18
Q
Smoothing / Accommodating
A
- Lessening the problem and pretending like it isn’t a big deal
- Someone needs to recognize this is happening in order to get to the problem-solving phase
19
Q
Compromise / Reconcile
A
- Both parties agree to give up something to reach a solution
- Not the greatest solution
- If neither party is enthusiastic about the decision, they may complain or change their mind later in the project.
20
Q
Withdraw/Avoid
A
- Physically leaving a meeting or checking out emotionally.
- Never results in a solution
- Not the same as walking away from a heated moment or conversation
21
Q
Collaborate / Problem-Solve
A
- One correct solution exists for the problem.
- Uncovering all the facts and present them to both parties to make the decision clear.
22
Q
Intrinsic Motivators
A
Motivators that are specific to an individual or are derived from within the individual t spur them to perform.
EXAMPLE: Some people are naturally driven and they gain personal satisfaction from doing their best
23
Q
Extrinsic Motivators
A
Incentives that are external to the individual.
EXAMPLE: money, gifts, bonuses, vacations
24
Q
What are rewards and recognitions used for
A
They are a way for Project Managers to encourage desirable behaviour nd performance from team members.
25
What are some reward ideas?
- Paid time-off certificates
- Leave early / arrive late passes
- Handwritten thank-you notes
- Printed and armed certificates
- Email of congratulations
- Catered Lunches.
26
What is employees recognition?
Having employees recognize one another's accomplishments
27
What are the types of Leadership power?
- Reward Power
- Punishment Power
- Expert power
- Legitimate Power
- Referent Power
28
Reward Power
The ability to grant incentives or bonuses to team members who perform their job functions well.
- Team members respond to this type of power by performing the desired behaviours for the reward IF THE REWARD IS REALISTIC.
29
Punishment power
Using penalties or consequences as a threat for not performing up to expectations.
30
Expert Power
Power that comes from personal knowledge.
31
Legitimate Power
Powe that come from your position.
32
Referent Power
The power team members give one another because of the respect they have for the individual.
33
How do you gain trust and respect?
- Do what you say you will do
- Lead by Example
- Communicate
- Maintain an open-door policy
- Be honest
- Be on time
- Clearly define goals
- Clearly Define Roles
- Hold Team members accountable
34
Personal Gain
- Should never be a factor in project decision or when working with customers or stakeholders on project issues
35
Conflict of interest
Potential for personal gain where personal interest is at odds with the best interest of the project.
36
Who is responsible for reporting progress?
The project Manager
37
Who do you get information from the team?
Formally and informally
38
What should be included in a status report?
- progress made since the last reporting period
- Scheduled and actual completion dates
- Progress expected next reporting period
- Any issues
39
Action item log
issues, problem or questions that need to be researched and resolved.
40
What should you report on during a Stakeholder status meeting?
- Project status
- Schedule updates, including changes
- Milestone achievements
- Budget expenditures and budget status
- change requests this period
- Major issues that could impede the progress of the project.
41
Corrective Action
Any action taken to resolve an issue and ensure that the product of the project meets the requirements of the project as described in the project scope.
- Occurs in the Executing process
- outputs of the monitoring and controlling process.
