Chapter 7 Flashcards
A type of conflict management; if the relationship between parties is important and the task they are discussing is important, the parties need to deal with the problem and solve it together
Confrontation
A type of conflict management; if the relationship and the task are of medium importance, it’s easier to do this on both ends
Compromise
A type of conflict management; AKA accomodating, it is used when the relationship is important but the actual task or issue at hand is not very important
Smoothing
A type of conflict management; this method is used when there is no choice, the task must be done. It is used when the relationship may not be very important, but the task is critical
Forcing
A type of conflict management; usually occurs when the project manager decides to withdraw from the conflict. The relationship and the task at hand are both of relatively low importance
Avoidance
A type of conflict management; best suited for decisions that can be worked out between both parties. Usually used when relationships and tasks are equally important
Collaboration
A type of quality assurance technique; compares one’s own processes or practices to those of exemplary organizations
Benchmarking
A type of quality assurance technique; a review of quality management activities performed on the project that looks at lessons learned and tries to improve on the identified processes
Quality audit
This type of knowledge is difficult to express and is highly personal; sometimes called informal ____
Tacit knowledge
This type of knowledge can be easily explained using words, pictures, or numbers and is easy to communicate, store and distribute
Explicit knowledge
This means more resources than are available are assigned to perform work at a given time
Overallocation
A technique for resolving resource conflicts by delaying tasks; A form of network analysis in which resource management concerns drive scheduling decisions
Resource levelling
Refers to the number of individual resources an existing schedule requires during specific time periods; helps project managers develop an understanding of the demands a project will make on an organization’s resources
Resource loading
Team progression phase; the initial group gets together to start the project. Team members are usually on their best behaviour as they try to get a feel for the group and fellow group members. Productivity is fairly low
Forming
Team progression phase; members jostle for position and leadership within the group. Everyone has their own opinion of how things should be done. This stage is where conflict usually arises. Productivity tends to improve during this stage.
Storming
Team progression phase; the team settles down and roles get determined. Collaboration replaces any struggles that may have occurred between team members. Productivity has improved markedly from the previous stage. People begin to know what they need to do
Norming
Team progression phase; the work is performed and productivity is at its highest
Performing
Team progression phase; the team disbands and moves on to other projects
Adjourning
Usually accomplished through face-to-face communication and is rarely written down
Informal communication
Typically done through reports and tends to follow the organizational hierarchy
Formal communication
n(n-1)/2
Formula to determine # of communication channels within a team
The process of listening with the intent to understand by putting yourself in the shoes of the other person
Empathic listening
The conformance to the values or ethical standards or a group
Groupthink
A matter under question or dispute that could impede project success
Issue
A system based on the Toyota Production System to help improve results and efficiency by eliminating waste and reducing idle time and non-value added activities
Lean
Analyzing how a process operates and determining improvements
Process analysis
The concept that the whole is equal to more than the sum of its parts
Synergy
A model that describes five stages of team development (Forming, Storming, Norming, Performing, Adjourning)
Tuckman model
