CHAPTER 3: WORKING AS A PROJECT MANAGER Flashcards
1
Q
Active listening
A
- message receiver restates what has been said to understand fully and confirm the message
- opportunity for sender to clarify the message if needed
2
Q
ACTIVE PROBLEM SOLVING
A
- Problem definition
- discern between cause and effect
- Root Cause Analysis
- looks beyond immediate symptoms to the cause of the symptoms to come up with solutions
3
Q
AVOIDING POWER
A
- refuse to act, get involved or make decisions
4
Q
Charismatic Leadership
A
- motivating, high energy
- inspire team through strong convictions about what is possible
- positive thinking and can do mentality
5
Q
Expert power
A
- deep skills and experience in a discipline
- e.g. years of working in IT
6
Q
GUILT BASED POWER
A
- make sh and pt full guilty to get compliance
7
Q
INFORMATIONAL POWER
A
- power and control of data gathering and info distribution
8
Q
Ingratiating power
A
- flattery to gain favour’s from sh and pt
9
Q
Interactional leadership
A
- hybrid of transactional, transformational and charismatic leader
- leader wants team to act, is exited about project work and inspired by it
- yet still holds team accountable for their results
10
Q
LAISSEZ-FAIRE LEADERSHIP
A
- hands off approach
- pt makes decisions, takes initiative and creates goals
- creates autonomy but can appear as if leader is absent when it comes to project decisions
11
Q
LEADERSHIP
A
- align, inspire, motivate PT to do the right thing, build trust think creatively and challenge the status quo
12
Q
MANAGEMENT
A
- utilize positional power to maintain, administrative, control and focus on getting things done
- without challenging status quo of org and pj
13
Q
MEDIA SELECTION
A
- based on audience and message
- media to be in alignment with the message
14
Q
MEETING MANAGEMENT
A
- how meeting is led, managed, and controlled to influence message being delivered
- agendas, minutes and order are mandatory
15
Q
Personal or charismatic power
A
- PM has warm personality that others like
16
Q
A
17
Q
A
18
Q
PMI TALENT TRIANGLE
A
- three areas of PDUs
- to maintain certification
- technical project management, leadership, strategic and business management
19
Q
Positional power
A
- power as a result of position
- formal, authoritative, legitimate power
20
Q
Presentation
A
- body language
- oral language
- visual aids
- handouts
21
Q
PRESURE BASED POWER
A
- pm can restrict choices to get PT to perform project work
22
Q
PROFESSIONAL DEVELOPMENT UNITS (PDU)
A
- required to maintain PMP certification
- 60 pdu required per three years
- minimum 35h from educational opportunities
23
Q
Project manager
A
- role of leading the project team
- managing project resources
- achieve objectives effectively
24
Q
PUNITIVE AND COERCIVE POWER
A
- pm can punish the pt
25
Q
Referent power
A
- pm is admired and respected based on pt past experience with him
- pm credibility within the org
26
Q
REWARD POWER
A
- power to reward pt
27
Q
Sender- Receiver models
A
- communication requires sender and a receiver
- multiple avenues to complete the flow
- barriers may be present as well
28
Q
Servant leadership
A
- leader puts others first
- focus on needs of the people pm serves
- provides opportunity for growth, education, autonomy within the project
- well being of others
- primary focus on being a service to others
29
Q
SITUATIONAL POWER
A
- power due to certain situations in the org
30
Q
STYLE
A
- tone, structure, formality of message sent
- should be aligned with the audience and content
31
Q
TRANSACTIONAL LEADERSHIP
A
- leader emphasizes goals of pj, offers rewards and disincentives to PT
- management by exception
- exception is rewarded or punished
32
Q
Transformational leadership
A
- leader inspires and motivates pt to achieve project goals
- aim to empower pt to act
- be innovative in pj work and accomplish through ambition
