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SPM 2 > Chapter 6 - Part 2 From Slide 41 > Flashcards

Chapter 6 - Part 2 From Slide 41 Flashcards

1
Q

Thamhain and Wilemons ways to have influence on projects

A

Authority
Assignment
Budget
Promotion
Money
Penalty
Work challenge
Expertise
Friendship

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2
Q

Projects are more likely to succeed when pm influence with

A

expertise
work challenge

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3
Q

Projects are more likely to fail when rely on

A

authority
money
penalty

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4
Q

… is the potential ability to influence behavior

A

Power

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5
Q

Types of power

A

Coercive
Legitimate
Expert
Reward
Referent

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6
Q

Covey’s 7 habits to improve effectiveness

A

Proactive
End in mind
put first things first
think win/win
seek first to understand
synergize
sharpen the sw

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7
Q

…. us the matching of certain behaviors of the other person

A

Mirroring

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8
Q

Analysis of leadership effectiveness

A
  1. Define and measure some criteria of org effectiveness
  2. Assess leadership style
  3. Attempt to correlate org performance with leadership style
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9
Q

2 dimensions of management

A
  1. Economic or productivity based - initiating structure
  2. Employee condition and morale - consideration
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10
Q

Theory L: Laissez-faire

A
  • Uninvolved
  • Information passer
  • Other people make decisions
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11
Q

Theory X: Autocratic leader

A
  • Lacks flexibility
  • Controlling and demanding
  • Carrot and Stick approach
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12
Q

Theory Y: Benevolent leader

A
  • People oriented
  • Paternalistic
  • Non-competitive
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13
Q

Summary of leadership styles

A

Theory Z is best with productivity and cooperation
Theory Y is low achievement and good people leave
Theory X has job stress and low satisfaction
Theory L has low productivity

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14
Q

… Group of people linked in a common purpose

A

Team

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15
Q

Group vs Team

A

Groups
- Work independently and not towards same goal
- Focus on themselves
- Members are assigned tasks
Team
- Work interdependently and towards same goal
- Members feel a sense of ownership.
- Collaboration

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16
Q

Chx of Effective teams

A
  • Have clear goal
  • Result driven strucutre
  • Competent members
  • Unified commitment
  • Collaborative climate
  • Principal leadership
17
Q

Main goal of team development

A

Help people work together more effectively to improve project performance

18
Q

Tuchman model of team development

A
  • forming
  • storming
  • norming
  • performing
  • adjourning
19
Q

team building activities include

A
  • physical challenges
  • psychological preference indicator tools
20
Q

Forming

A

Exploration of boundaries and positions
Little team progress

21
Q

Storming

A

Most difficult stage
Arguments and impatience.

22
Q

… most difficult stage for team forming

A

Storming

23
Q

Norming

A

Acceptance and Reconciliation
Emotional conflict is reduced
Significant progress

24
Q

Performing

A

Members learn their role
Open and trusting
Much is accomplished and loyalty is high

25
Q

DISC Profiles

A

Dominance
Influence
Steadiness
Compliance
* Read slides 61-64(images)

26
Q

Project manager must decide

A
  • If changes to project are to be requested
  • Corrective or preventive actions should be recommended
  • update are needed to project management plan
27
Q

Tools and Techniques for managing project teams

A

Observation and conversation
Project performance appraisals
Interpersonal skills
Conflict management

28
Q

Five dysfunctions of teams

A
  • Absence of trust
  • Fear of conflict
  • Lack of commitment
  • Avoidance of accountability
  • Inattention of results
29
Q

Team build five W

A

Who
Where
Why
What
When

30
Q

Team building 8 common approaches

A
  • Establish urgency and direction
  • Focus on skills and skills potential
  • Pay attention to first meetings and action
  • Set clear rules of behavior
  • Set and seize upon a few immediate results
  • Challenge the team with fresh facts and info
  • Spend time together
  • Exploit the power of positive feedback, recognition and collective rewards
31
Q

… is a matrix that maps work of the project to people responsible for performing it

A

Responsibility assignment matrix

SPM 2 (1 decks)

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