CHAPTER 9: MANAGING PROJECT RESOURCES

Question 1

ADJOURNING

Answer 1

• Last of 5 stages of Tuckman ladder
• project done. Project team moves to other assignment as a unit or is disbanded

Question 2

AUTHORITY POWER

Answer 2

• ability to make decisions
• authority to sign approvals for project work and purchases

Question 3

COERCIVE POWER

Answer 3

• pm has authority to discipline project members
• penalty power

Question 4

COLLABORATIVE OR PROBLEM SOLVING

Answer 4

• preferred method of conflict resolution
• confronts problem head on
• multiple perspectives contribute to the solution

Question 5

COLLECTIVE BARGAINING AGREEMENT CONSTRAINTS

Answer 5

• Contracts and agreements with unions or other employee groups serve as constraints on project

Question 6

COMPETENCY

Answer 6

• talents, skills capability needed to complete project work

Question 7

COMPROMISING

Answer 7

• both parties give up something

Question 8

EXPERT POWER

Answer 8

• PM s authority coming from experience with the technology and expertise in managing projects

Question 9

FORCING POWER

Answer 9

• top down
• person with power makes the decision

Question 10

FORMAL POWER

Answer 10

• e.g PM is assigned by senior management as the PM of the project

Question 11

FORMING

Answer 11

• 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

Question 12

HALO EFFECT

Answer 12

• judging a person with one observed characteristic to be having another positive characteristic even though both are not related

Question 13

HERZBERGS THEORY OF MOTIVATION

Answer 13

• Frederick Herzberg
• motivating agents
• hygiene agents
• that affect persons willingness to excel at their carreer

Question 14

HIERARCHICAL ORGANIZATION CHART

Answer 14

• Chart showing relationship between superior and subordinate employees including departments and disciplines

Question 15

ISSUE LOG

Answer 15

• logbook of issues the PT has identified
• dates when issue must be resolved
• incl. Team members or SH responsible to finding a solution

Question 16

MASLOW’S HIERARCHU OF NEEDS

Answer 16

• 5 needs all humans have an work towards
• Abraham Maslow

Question 17

McClelland’s Theory of Needs

Answer 17

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

Question 18

MC Gregory’s Theory of X and Y

Answer 18

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

Question 19

MULTICRITERIA DECISION ANALYSIS

Answer 19

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

Question 20

NORMING

Answer 20

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

Question 21

ORGANIZATION CHART

Answer 21

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

Question 22

Ouchi’s Theory Z

Answer 22

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

Question 23

PERFORMING

Answer 23

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

Question 24

POLITICAL INTERFACES

Answer 24

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

Question 25

RACI CHART

Answer 25

• responsible, accountable, consult, infor.

Question 26

REFERENT POWER

Answer 26

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

Question 27

RESOURCE BREAKDOWN STRUCTURE (RBS)

Answer 27

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

Question 28

RESOURCE MANAGEMENT PLAN

Answer 28

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

Question 29

RESPONSIBILITY

Answer 29

Work that a role performs

Question 30

RESPONSIBILITY ASSIGNMENT MATRIX

Answer 30

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

Question 31

REWARD

Answer 31

• PM authority to reward the team

Question 32

ROLE

Answer 32

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

Question 33

SMOOTHING

Answer 33

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

Question 34

STORMING

Answer 34

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

Question 35

TECHNICAL INTERFACES

Answer 35

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

Question 36

Vroom’s Expectancy Theory

Answer 36

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

Question 37

WITHDRAWAL

Answer 37

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