Chapter 9 - Managing Project Human Resources

Question 1

Adjourning

Answer 1

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 2

Authority power

Answer 2

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 3

Coercive power

Answer 3

The project manager has the authority to discipline the project team members. This is also known as penalty power.

Question 4

Collaborative/Problem solving

Answer 4

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

Question 5

Collective bargaining agreement constraints

Answer 5

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

Question 6

Competency

Answer 6

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

Question 7

Compromising

Answer 7

This approach requires both parties give up something.

Question 8

Vroom’s Expectancy Theory

Answer 8

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 9

Expert power

Answer 9

The project manager’s authority comes from both experience with the technology the project focuses on and from expertise in managing projects.

Question 10

Forcing power

Answer 10

The person with the power makes the decision.

Question 11

Formal power

Answer 11

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

Question 12

Forming

Answer 12

The project team meets and learns about their roles and responsibilities on the project. Little interaction among project team members happens in this stage as the team is learning about the project and project manager.

Question 13

Herzberg’s Theory of Motivation

Answer 13

Frederick Herzberg’s theory of the motivating agents and hygiene agents that affects a person’s willingness to excel in his career. Hygiene agents include: job security, a paycheck, clean and safe working conditions, a sense of belonging, civil working relationships, and other basic attributes associated with employment. Motivating agents include: responsibility, appreciation of work, public recognition for a job well done, the chance to excel, education, and other opportunities associated with work aside from financial rewards.

Question 14

Hierarchical organization chart

Answer 14

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

Question 15

Human resource plan

Answer 15

This plan defines staff acquisition, the time table for staff acquisition, the staff release plan, training needs for the project team, any organizational compliance issues, rewards and recognition, and safety concerns for the project team doing the project work.

Question 16

Interpersonal interfaces

Answer 16

This organizational interface considers the formal and informal reporting relationships that may exist among project team members. The interpersonal interface also considers the job descriptions of the project team members, existing reporting structures between supervisors and subordinates, and existing relationships, if any, that may affect the project work. This interface also considers any cultural or language differences among the project team that may need to be addressed.

Question 17

Issue log

Answer 17

A logbook of the issues the project team has identified and dates as to when the issues must be resolved by. The issues log may also include team members or stakeholders who are responsible for finding a solution to the identified issues.

Question 18

Logistical interfaces

Answer 18

The logistics of the team locale, time zones, geographical boundaries, and travel requirements within a project.

Question 19

Maslow’s Hierarchy of Needs

Answer 19

Abraham Maslow’s theory of the five needs all humans have and work toward. These include(most to least important): Self-actualization, esteem, social, safety, physiological.

Question 20

McClelland’s Theory of Needs

Answer 20

David McClelland developed this theory, which 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 21

McGregor’s Theory of X and Y

Answer 21

Douglas McGregor’s theory 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 22

Multicriteria Decision Analysis

Answer 22

A method to rate potential project team members based on criteria such as education, experience, skills, knowledge, and more.

Question 23

Norming

Answer 23

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

Question 24

Organization chart

Answer 24

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 25

Organizational structure constraint

Answer 25

The structure of the organization has a direct correlation to the amount of power a project manager has within a project.

Question 26

Ouchi’s Theory Z

Answer 26

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 27

Performing

Answer 27

Stage if a project team can reach where they trust one another, work well together, and issues and problems get resolved quickly and efficiently.

Question 28

Political interfaces

Answer 28

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

Question 29

RACI chart

Answer 29

A RACI chart is a matrix chart that only uses the activities of Responsible, Accountable, Consult, and Inform.

Question 30

Referent power

Answer 30

The project team personally knows the project manager,. Referent can also mean that the project manager refers to the person who assigned him the position.

Question 31

Resource breakdown structure (RBS)

Answer 31

This hierarchical chart can decompose the project by the type of resources used throughout it.

Question 32

Responsibility Assignment Matrix

Answer 32

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

Question 33

Responsibility

Answer 33

A responsibility is the work that a role performs.

Question 34

Reward

Answer 34

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

Question 35

Role

Answer 35

This denotes what a person is specifically responsible for in a project. Roles are usually tied to job titles, such as a network engineer, mechanical engineer, and electrician.

Question 36

Smoothing

Answer 36

This approach smooths out the conflict by minimizing the perceived size of the problem. It is a temporary solution, but can calm team relations and boisterous discussions.

Question 37

Staffing management plan

Answer 37

A subsidiary plan of the project management plan that defines staff acquisition, timetables, release criteria, training needs, reward and recognition systems, compliance issues, and safety concerns for the project.

Question 38

Storming

Answer 38

The stage where 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 39

Technical interfaces

Answer 39

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.

Question 40

Withdrawal

Answer 40

This conflict resolution method sees one side of the argument walking away from the problem, usually in disgust.