Chapter 9 Introducing Project Human Resource Management

Question 1

Adjourning

Answer 1

The final stage of team development; once the project is done, the team moves on to other assignments, either as a unit or the project team is disbanded and individual team members go on to other work.

Question 2

Autocratic

Answer 2

The project manager makes all of the decisions.

Question 3

Coercive power

Answer 3

The project manager uses fear and treats to manage the project team.

Question 4

Collective bargaining agreements

Answer 4

These are contractual agreements initiated by employee groups, unions, or other labor organizations; they may act as a constraint on the project.

Question 5

compromising

Answer 5

A conflict resolution method; this approach requires both parties to give up something. the decision ultimately made is a blend of both sides of the argument. Because neither party completely wins, it is considered a lose-lose solution.

Question 6

democratic

Answer 6

The project team is involved in the decision-making process.

Question 7

exceptional

Answer 7

The project manager only pays attention to the top 10 percent and the bottom 10 percent of the project team performers.`

Question 8

Expectancy Theory

Answer 8

People will behave on the basis of what they expect as a result of their behavior. In other words, people people will work in relation to the expected reward of the work.

Question 9

expert power

Answer 9

a type of power where the authority of the project manager comes from experience with the area that the project focuses on.

Question 10

forcing

Answer 10

A conflict resolution method where on person dominates or forces his point of view or solution to a conflict.

Question 11

formal power

Answer 11

The type of power where the project manager has been assigned by senior management to be in charge of the project.

Question 12

forming

Answer 12

the initial stage of team development; the project team meets and learns about their roles and responsibilities on the project.

Question 13

halo effect

Answer 13

when one attribute of a person influences a decision.

Question 14

Herzberg’s Theory of Motivation

Answer 14

Posits that there are two catalysts for workers: hygiene agents and motivating agents. Hygiene agents do nothing to motivate, but their absence demotivates workers. Hygiene agents are the expectations all workers have: job security, pay checks, clean and safe working conditions, a sense of belonging, civil working relationships, and other basic attributes associated with employment. Motivating agents are components such as reward, recognition, promotion, and other values that encourage individuals to succeed.

Question 15

human resource plan

Answer 15

Defines the management of the project human resources, timing of use, and enterprise environmental factors the project manager must adhere to in the organization.

Question 16

laissez faire

Answer 16

the project manager has a hands-off policy, and the team is entirely self-led regarding the decision-making process.

Question 17

Maslow’s Hierarchy of Needs

Answer 17

A theory that states that there are five layers of needs for all humans: physiological, safety, social, esteem, and the crowning jewel, self-actualization.

Question 18

McClelland’s Theory of Needs

Answer 18

People have three needs: achievement, affiliation, and power. One of the needs drives the person’s actions.

Question 19

McGregor’s Theory of X and Y

Answer 19

This theory states that X people are lazy, don’t want to work, and need to be micromanaged. Y people are self-led, motivated, and strive to accomplish.

Question 20

norming

Answer 20

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

Question 21

organizational breakdown structure

Answer 21

though these charts are similar to the WBS, the breakdown is by department, unit, or team.

Question 22

organizational charts

Answer 22

these show how an organization, such as a company or large project team, is ordered, its reporting structures, and the flow of information.

Question 23

Ouchi’s Theory Z

Answer 23

the theory posits that workers are motivated by a sense of commitment, opportunity, and advancement. Workers will work if they are challenged and motivated.

Question 24

performing

Answer 24

is a project team can reach the performing stage of team development, they trust one another, they work well together, and issues and problems get resolved quickly and effectively.

Question 25

problem solving

Answer 25

the ability to determine the best solution for a problem in a quick and efficient manner.

Question 26

RACI Chart

Answer 26

A chart designates each team member against each project activity as Responsible, Accountable, Consult, or Inform (RACI). A RACI chart is technically a type of responsibility assignment matrix chart.

Question 27

referent power

Answer 27

Power that is present when the project team is attracted to or wants to work on the project or with the project manager. Referent power also exists when the project manager references another, more powerful person, such as the CEO.

Question 28

resource breakdown structure

Answer 28

this type of chart breaks down the project by types of resources utilized on the project no matter where the resource is being utilized in the project.

Question 29

resource histogram

Answer 29

A bar chart reflecting when individual employees groups, or communities are involved in a project. Often used by management to see when employees are most or least active in a project.

Question 30

responsibility

Answer 30

the person who decides what will happen in a project about a particular area.

Question 31

responsibility assignment matrix chart

Answer 31

A chart type designating the roles and responsibilities of the project team.

Question 32

reward power

Answer 32

the project manager’s authority to reward the project team.

Question 33

smoothing

Answer 33

A conflict resolution method that “smoothes” out the conflict by minimizing the perceived size of the problem. It is a temporary solution, but it can calm them relations and reduce boisterousness of discussions. Smoothing may be acceptable when time is of the essence or when any of the proposed solutions would work.

Question 34

staffing management plan

Answer 34

this subsidiary plan documents how project team members will be brought on to the project and excused from the project. This plan is contained in the human resources plan.

Question 35

storming

Answer 35

the second stage of team development; the project team struggles for project positions, leadership, and project direction.

Question 36

virtual teams

Answer 36

project teams that are not collocated and that may rarely, if ever, meet face-to-face with other project team members. The virtual team relies on e-mail, video, and telephone conferences to communicate on the project.

Question 37

war room

Answer 37

A centralized office or locale for the project manager and the project team to work on the project. It can house information on the project, including documentation and support materials. it allows the project team to work in close proximity.

Question 38

withdrawal

Answer 38

A conflict resolution method that is used when the issue is not important or the project manager is out-ranked. The project manager pushes the issue aside for later resolution. It can also be used as a method of cooling down. The conflict is not resolved, and it is considered a yield-lose solution.