Chapter 9- Project Human Resource Management

Question 1

Plan human resource management

Answer 1

is the process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan. Key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.

Question 2

Plan human resource management ITTO

Answer 2

inputs
Project management plan
Activity resource requirements
Enterprise environmental factors
Organisational process assets

TT
Organisation charts and position description
Networking
Organisational theory
Experts judgment
Meetings

Outputs
Human resource management plan

Question 3

Organisation charts and position descriptions

Answer 3

Hierarchical-type chart
Matrix-based charts (responsibility assignment matrix (RAM), RACI is a type of RAM
Text oriented formats

Question 4

Networking

Answer 4

formal and informal interaction with others in an organization, industry or professional environment. Examples or human resource networking activities include proactive correspondence, lunch meetings, informal conversations including meetings and events, trade conferences, symposia.

Question 5

Organisational theory

Answer 5

Provides information regarding the way in which people, teams and organizational units behave.

Question 6

human resource management plan includes

Answer 6

Roles and responsibilities
Project organization charts
Staffing management plan

Question 7

Role

Answer 7

The function assumed or assigned to a person in the project. Examples of project roles are business analyst and testing coordinator.

Question 8

Authority

Answer 8

The right to apply project resources, make decisions, sign approvals, accept deliverables, and influence others to carry out the work of the project.

Question 9

Responsibility

Answer 9

The assigned duties and the work that a project team member is expected to perform in order to complete the project activities.

Question 10

Competency

Answer 10

The skill and capacity required to complete assigned activities within the project constraints.

Question 11

Project organization chart

Answer 11

Graphic display of project team members and their reporting relationships.

Question 12

Staffing management plan

Answer 12

Describes when and how project team members will be a acquired and how long they will be needed.  It describes how human resource requirements will be met. 
Items in the plan:
Staff acquisition
Resource calendars
Staff release plan
Training needs
Recognition and rewards
Compliance
Safety

Question 13

Acquire project team

Answer 13

Process of confirming human resource availability and obtaining the team necessary to complete project activities.

inputs
Human resource management plan
Enterprise environmental factors
Organisational process assets

TT
Pre-assignment
Negotiation
Acquisition
Virtual teams
Multi-criteria decision analysis

Outputs
Project staff assignments
Resource calendars
Project management plan updates

Question 14

Multi-Criteria decision analysis (HR)

Answer 14

Criteria for acquiring project teams are developed and used to rate or score potential team members. Examples of selection criteria:
Availability
Cost
Experience
Ability
Knowledge
Skills
Attitude
International factors

Question 15

develop project team

Answer 15

Is the process all for improving competencies, team member interaction, and overall team environment to enhance project performance.  The key benefit of this process is that it results in improved team work, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.
Inputs:
Human resource management plan
Project staff assignments
And resource calendars

T&T
Interpersonal skills
Training
Teambuilding activities
Ground rules
Colocation
Recognition and rewards
Personal assessment tools

Outputs:
Team performance assessments
Enterprise environmental factors update

Question 16

Tuckman ladder model

Answer 16

model used to describe the team development , which includes five stages that team may go through:
Forming,
Storming
Norming
Performing
Adjourning

Question 17

Forming

Answer 17

This phase is where the team meets and learns about the project and a formal roles in responsibilities. Team members tend to be independent and not as open in this phase.

Question 18

Storming

Answer 18

During This phase the team begins to address the project work, technical decisions, and project management approach. If team members and not collaborative and open to deferent ideas and perspectives the environment can be counterproductive.

Question 19

Norming

Answer 19

In the norming studies team members begging to work together and adjust their work habits and their behaviour to support the teem.

Question 20

Performing

Answer 20

Teams that reach the performing stage function as a well organized unit. They are independent and work through issues smoothly and effectively.

Question 21

Adjourning

Answer 21

The team completes the work and moves on from the project. This typically occurs from Owen staff eased released from project as deliverables are completed or as part of carrying out the Close Project or Phase Project.

Question 22

Ground rules

Answer 22

Establishes clear expectations regarding acceptable behaviour by project team members.

Question 23

Colocation

Answer 23

Also called tight matrix, involves placing many or all of the most acting project team members in the same physical location to enhance their ability to perform as a team.

Question 24

Manage Project Teams

Answer 24

Monitor and Control
is the process of tracking teams member performance, providing feedback, resolving issues, and managing team changes to optimise performance. the key benefit of this process is that it influences the team behaviour, manages conflict, resolves issues, and appraises team member performance.

Question 25

Manage Project Teams ITTO

Answer 25

Inputs
HR Plan
Project Staff assignments
Team performance assessments
Issue log
Work performance reports
Organisational process assets

TT
Observation and conversation
Project performance appraisal
Conflict Management
Interpersonal skills

Outputs
Change requests
PMP updates
Project documents updates
Enterprise environmental factors
Organisational process assets updates

Question 26

Five general techniques in resolving the conflict

Answer 26

Withdraw/avoid
Smooth/ Accommodate
Compromise/Reconcile
Force/Direct
Collaborate/Problem solve

Question 27

Withdraw/avoid

Answer 27

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

Question 28

Smooth/Accommodate

Answer 28

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

Question 29

Compromise/Reconcile

Answer 29

Searching for solutions and bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict

Question 30

Force/ Direct

Answer 30

Pushing one’s a viewpoint at the expense of others; offering only win-lose situations, usually forced through a power position to resolve an emergency

Question 31

Collaborate/ problem solve

Answer 31

Incorporating multiple viewpoints and insights from different perspectives; requires a cooperative and open dialogue and that typically leads to consensus and commitment

Question 32

Interpersonal skills

Answer 32

Leadership
Influencing
effective decision making