Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

CAPM > CHAPTER 9: MANAGING PROJECT RESOURCES > Flashcards

CHAPTER 9: MANAGING PROJECT RESOURCES Flashcards

1
Q

ADJOURNING

A
  • Last of 5 stages of Tuckman ladder
  • project done. Project team moves to other assignment as a unit or is disbanded
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

AUTHORITY POWER

A
  • ability to make decisions
  • authority to sign approvals for project work and purchases
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

COERCIVE POWER

A
  • pm has authority to discipline project members
  • penalty power
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

COLLABORATIVE OR PROBLEM SOLVING

A
  • preferred method of conflict resolution
  • confronts problem head on
  • multiple perspectives contribute to the solution
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

COLLECTIVE BARGAINING AGREEMENT CONSTRAINTS

A
  • Contracts and agreements with unions or other employee groups serve as constraints on project
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

COMPETENCY

A
  • talents, skills capability needed to complete project work
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

COMPROMISING

A
  • both parties give up something
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

EXPERT POWER

A
  • PM s authority coming from experience with the technology and expertise in managing projects
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

FORCING POWER

A
  • top down
  • person with power makes the decision
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

FORMAL POWER

A
  • e.g PM is assigned by senior management as the PM of the project
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

FORMING

A
  • first stage of Tuckman ladder
  • project team meets and learns about RnR in the project
  • little interaction, PT learns about the PJ and the PM
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

HALO EFFECT

A
  • judging a person with one observed characteristic to be having another positive characteristic even though both are not related
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

HERZBERGS THEORY OF MOTIVATION

A
  • Frederick Herzberg
  • motivating agents
  • hygiene agents
  • that affect persons willingness to excel at their carreer
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

HIERARCHICAL ORGANIZATION CHART

A
  • Chart showing relationship between superior and subordinate employees including departments and disciplines
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

ISSUE LOG

A
  • logbook of issues the PT has identified
  • dates when issue must be resolved
  • incl. Team members or SH responsible to finding a solution
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

MASLOW’S HIERARCHU OF NEEDS

A
  • 5 needs all humans have an work towards
  • Abraham Maslow
17
Q

McClelland’s Theory of Needs

A
  • David McClelland
  • need acquired and developed by our experiences over time
  • all people are driven by one of three needs: achievement, affiliation and power
18
Q

MC Gregory’s Theory of X and Y

A
  • Douglas McGregor
  • Management views workers as X or Y
  • X - incompetent and need to be micromanaged
  • Y - competent and self leda
19
Q

MULTICRITERIA DECISION ANALYSIS

A
  • Method to rate potential PT members
  • based on criteria such as education, skill, experience etc.
20
Q

NORMING

A
  • one of 5 tuckman ladder
  • PT members begin relying on another, complete PJ assignments etc.
21
Q

ORGANIZATION CHART

A
  • depicts how organization is structures by departments and disciplines
  • organizational breakdown structure (OBS)
  • arranged by departments, units and teams
22
Q

Ouchi’s Theory Z

A
  • William Ouchi
  • Japanese participation management style
  • workers are motivated by a sense of commitments, opportunity and advancement
23
Q

PERFORMING

A
  • 5 stages of tuckman ladder
  • PT trust each other, work well together
  • issues and problems get resolved quickly and effectively
24
Q

POLITICAL INTERFACES

A
  • hidden goals, personal agendas and alliances among project team and stakeholders
25
Q

RACI CHART

A
  • responsible, accountable, consult, infor.
26
Q

REFERENT POWER

A
  • PT personally knows the PM
  • the PM is assigned by a person he references to
27
Q

RESOURCE BREAKDOWN STRUCTURE (RBS)

A
  • hierarchical chart
  • decompose project by the type of resources used throughout
28
Q

RESOURCE MANAGEMENT PLAN

A
  • defines staff acquisition
  • timetable for it
  • staff release plan
  • training needs
  • safety concerns etc.
29
Q

RESPONSIBILITY

A

Work that a role performs

30
Q

RESPONSIBILITY ASSIGNMENT MATRIX

A
  • correlation between PT members and work they have been assigned to complete
31
Q

REWARD

A
  • PM authority to reward the team
32
Q

ROLE

A
  • denotes what a person is responsible for in a project
  • job title e.g. network engineer
33
Q

SMOOTHING

A
  • conflict resolution method
  • smoothes out the conflict
  • btmy minimizing the perceived size of the problem
  • temporary solution
  • can calm team members and boisterous discussions
34
Q

STORMING

A
  • 5 stages of tuckman ladder
  • pt struggles for position, leadership and direction
  • pt can become hostile towards the leader and challenge ideas
35
Q

TECHNICAL INTERFACES

A
  • Resource that will be doing the PJ work
  • PT identify disciplines and specialties that the project will require to complete the work
36
Q

Vroom’s Expectancy Theory

A
  • People will behave based on what they expect as a result of their behavior
  • they will work in relation to the expected reward
37
Q

WITHDRAWAL

A
  • conflict resolution method
  • one side of the argument walk away from problem, usually in disgust

CAPM (9 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions