Chapter 9

Question 1

Project Resource Management Processes

Answer 1

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

Question 2

Project Cost Management Processes

Answer 2

Planning
Plan Cost Management

Estimate Costs
Determine Budget
Monitoring and controlling
Control Costs

Question 3

Project quality Management Processes

Answer 3

Planning
Plan Quality Management
Executing
Manage Quality
Monitoring and Controlling

Control Quality

Question 4

Project Scope Management Processes

Answer 4

Planning
Plan Scope Management	 	
Collect Requirements
Define Scope	
Create WBS (Work Breakdown Structure)
Monitoring and Controlling
Validate Scope
Control Scope

Question 5

Plan Resource Management

Answer 5

It is the process of defining how to estimate, acquire, manage and use team and physical resources

Question 6

Team Charter

Answer 6

It is a document that establishes the team values, agreements and operating guidelines for the team.

Question 7

Estimate Activity Resources

Answer 7

It is the process of estimating team resources and the type and quantities of materials, equipment and supplies necessary to perform project work

Question 8

Resource Calendar

Answer 8

Identifies the working dats, shifts, start and end of normal business hours weekends and public holidays when each specific resource is available

Question 9

Resource requirements

Answer 9

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

Question 10

Acquire Resources

Answer 10

It is the process of obtaining team members, facilities, equipment, materials, supplies and other resources necessary to complete project work

Question 11

Pre-assignment

Answer 11

When physical or team resources for a project are determined in advance they are considered pre-assigned

Question 12

Virtual Teams

Answer 12

Defined as groups of people with shared goal who fulfill their roles with little or not time spent meeting face to face

Question 13

Develop Team

Answer 13

It is the process of improving competencies, team member interaction and the overall team environment to enhance project performance

Question 14

Colocation

Answer 14

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

Question 15

Manage Team

Answer 15

The process of tracking team member performance, providing feedback, resolving and managing team changes to optimize project performance

Question 16

5 general techniques for resolving conflicts

Answer 16

1. Withdraw/avoid
2. Smooth/accommodate
3. Compromise/reconcile
4. Force/Direct
5. Collaborate/problem Solve

Question 17

Withdraw/Avoid

Answer 17

Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others

Question 18

Smooth/Accommodate

Answer 18

Emphasizing areas of agreement rather than areas of difference, conceding one’s position to the needs of others to maintain harmony and regulations

Question 19

Copromise/reconcile

Answer 19

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.

Question 20

Force/Direct

Answer 20

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

Question 21

Collaborate/Problem Solve

Answer 21

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

Question 22

Control Resources

Answer 22

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

Question 23

Steps of problem-Solving

Answer 23

1. Identify the problem
2. Define the problem
3. Investigate
4. Analyze
5. Solve
6. Check the solution

Question 24

Adjourning

Answer 24

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.

Question 25

Authority power

Answer 25

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.

Question 26

Coercive power

Answer 26

This approach confronts the problem head-on and is the preferred method of conflict resolution. Multiple viewpoints and perspectives contribute to the solution.

Question 27

Collective bargaining agreement constraints

Answer 27

Contracts and agreements with unions or other employee groups may serve as constraints on the project.

Question 28

Competency

Answer 28

This attribute defines what talents, skills, and capabilities are needed to complete the project work.

Question 29

Compromising

Answer 29

This approach requires that both parties give up something.

Question 30

Vroom’s Expectancy Theory

Answer 30

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

Question 31

Forcing power

Answer 31

The person with the power makes the decision.

Question 32

Formal power

Answer 32

The project manager has been assigned the role of project manager by senior management and is in charge of the project.

Question 33

Forming

Answer 33

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.

Question 34

Herzberg’s Theory of Motivation

Answer 34

Herzberg’s theory of the motivating agents and hygiene agents that affect a person’s willingness to excel in his career.

Question 35

Hierarchical organizational chart

Answer 35

A chart showing the relationship between superior and subordinate employees, groups, disciplines, and even departments.

Question 36

Issue log

Answer 36

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.

Question 37

McClelland’s Theory of Needs

Answer 37

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.

Question 38

McGregor’s Theory of X and Y

Answer 38

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.

Question 39

Norming

Answer 39

Project team members go about getting the project work, begin to rely on one another, and generally complete their project assignments

Question 40

Organization chart

Answer 40

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.

Question 41

Ouchi’s Theory Z

Answer 41

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.

Question 42

Performing

Answer 42

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.

Question 43

Political interfaces

Answer 43

The hidden goals, personal agendas, and alliances among the project team members and the stakeholders.

Question 44

RACI chart

Answer 44

A RACI chart is a matrix chart that only uses the activities of responsible, accountable, consult, and inform.

Question 45

Responsibility assignment matrix (RAM)

Answer 45

A RAM chart shows the correlation between project team members and the work they’ve been assigned to complete.

Question 46

Responsibility

Answer 46

A responsibility is the work that a role performs.

Question 47

Resource management plan

Answer 47

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.

Question 48

Reward

Answer 48

The project manager has the authority to reward the project team.

Question 49

Role

Answer 49

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.

Question 50

Storming

Answer 50

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.

Question 51

Technical interfaces

Answer 51

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.