Chapter 9 Flashcards
Project Resource Management Processes
Planning 1. Plan Resource Management 2. Estimate Activity Resources Executing 3. Acquire Resources 4. Develop Team 5. Manage Team Monitoring and controlling 6. Control Resources
Project Cost Management Processes
Planning
Plan Cost Management
Estimate Costs
Determine Budget
Monitoring and controlling
Control Costs
Project quality Management Processes
Planning Plan Quality Management Executing Manage Quality Monitoring and Controlling
Control Quality
Project Scope Management Processes
Planning Plan Scope Management Collect Requirements Define Scope Create WBS (Work Breakdown Structure) Monitoring and Controlling Validate Scope Control Scope
Plan Resource Management
It is the process of defining how to estimate, acquire, manage and use team and physical resources
Team Charter
It is a document that establishes the team values, agreements and operating guidelines for the team.
Estimate Activity Resources
It is the process of estimating team resources and the type and quantities of materials, equipment and supplies necessary to perform project work
Resource Calendar
Identifies the working dats, shifts, start and end of normal business hours weekends and public holidays when each specific resource is available
Resource requirements
Identifies the types and quantities of resources required for each work package or activity in a work package and can be aggregated to determine the estimates resources for each work package, each WBS branch and the project as a whole
Acquire Resources
It is the process of obtaining team members, facilities, equipment, materials, supplies and other resources necessary to complete project work
Pre-assignment
When physical or team resources for a project are determined in advance they are considered pre-assigned
Virtual Teams
Defined as groups of people with shared goal who fulfill their roles with little or not time spent meeting face to face
Develop Team
It is the process of improving competencies, team member interaction and the overall team environment to enhance project performance
Colocation
It involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team
Manage Team
The process of tracking team member performance, providing feedback, resolving and managing team changes to optimize project performance
5 general techniques for resolving conflicts
- Withdraw/avoid
- Smooth/accommodate
- Compromise/reconcile
- Force/Direct
- Collaborate/problem Solve
Withdraw/Avoid
Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others
Smooth/Accommodate
Emphasizing areas of agreement rather than areas of difference, conceding one’s position to the needs of others to maintain harmony and regulations
Copromise/reconcile
Searching for solution that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict. This approach occasionally results in lose lose situation.
Force/Direct
Pushing one’s viewpoint at the expense of others; offering only win-lose solutions, usually enforced through a power position to resolve an emergency. This approach often results in a win-lose situations
Collaborate/Problem Solve
Incorporating multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment. This approach can lead to win-win situations
Control Resources
It is the process of ensuring that the physical resources assigned and allocated to the project are available as planned, as well as monitoring the planned versus actual utilization of resources and taking corrective action as necessary
Steps of problem-Solving
- Identify the problem
- Define the problem
- Investigate
- Analyze
- Solve
- Check the solution
Adjourning
Once the project is done, either the team moves onto other assignments as a unit, or the project team is disbanded and individual team members go on to other work.
Authority power
Project management team members may have authority over other project team members, may have the ability to make decisions, and perhaps even sign approvals for project work and purchases.
Coercive power
This approach confronts the problem head-on and is the preferred method of conflict resolution. Multiple viewpoints and perspectives contribute to the solution.
Collective bargaining agreement constraints
Contracts and agreements with unions or other employee groups may serve as constraints on the project.
Competency
This attribute defines what talents, skills, and capabilities are needed to complete the project work.
Compromising
This approach requires that both parties give up something.
Vroom’s Expectancy Theory
This theory states that people will behave based on what they expect as a result of their behavior. In other words, people will work in relation to the expected reward
Forcing power
The person with the power makes the decision.
Formal power
The project manager has been assigned the role of project manager by senior management and is in charge of the project.
Forming
The project team meets and learns about their roles and responsibilities on the project. Little interaction among the project team happens in this stage as the team is learning about the project and project manager.
Herzberg’s Theory of Motivation
Herzberg’s theory of the motivating agents and hygiene agents that affect a person’s willingness to excel in his career.
Hierarchical organizational chart
A chart showing the relationship between superior and subordinate employees, groups, disciplines, and even departments.
Issue log
A logbook of the issues the project team has identified and dates as to when the issues must be resolved by. The issue log may also include team members or stakeholders who are responsible for finding a solution to the identified issues.
McClelland’s Theory of Needs
states our needs are acquired and developed by our experiences over time. All people are, according to this theory, driven by one of three needs: achievement, affiliation, or power.
McGregor’s Theory of X and Y
states management views workers in the Y category as competent and self-led and workers in the X category as incompetent and needing to be micromanaged.
Norming
Project team members go about getting the project work, begin to rely on one another, and generally complete their project assignments
Organization chart
Traditional chart that depicts how the organization is broken down by department and disciplines. This chart is sometimes called the organizational breakdown structure (OBS) and is arranged by departments, units, or teams.
Ouchi’s Theory Z
William Ouchi’s theory is based on the participative management style of the Japanese. This theory states that workers are motivated by a sense of commitment, opportunity, and advancement.
Performing
If a project team can reach the performing stage of team development, they trust one another, work well together, and issues and problems get resolved quickly and effectively.
Political interfaces
The hidden goals, personal agendas, and alliances among the project team members and the stakeholders.
RACI chart
A RACI chart is a matrix chart that only uses the activities of responsible, accountable, consult, and inform.
Responsibility assignment matrix (RAM)
A RAM chart shows the correlation between project team members and the work they’ve been assigned to complete.
Responsibility
A responsibility is the work that a role performs.
Resource management plan
This plan defines staff acquisition, the timetable for staff acquisition, the staff release plan, training needs for the project team, any organizational compliance issues, rewards and recognitions, and safety concerns for the project team doing the project work.
Reward
The project manager has the authority to reward the project team.
Role
This denotes what a person is specifically responsible for in a project. Roles are usually tied to job titles, such as network engineer, mechanical engineer, and electrician.
Storming
The project team struggles for project positions, leadership, and project direction. The project team can become hostile toward the project leader, challenge ideas, and try to establish and claim positions about the project work. The amount of debate and fury can vary depending on if the project team is willing to work together, the nature of the project, and the control of the project manager.
Technical interfaces
The project team identifies the disciplines and specialties that the project will require to complete the project scope statement. The technical interfaces are the resources that will be doing the project work.
