Chapter 9 - Resource Management Flashcards
What type of enviornment does the project operate in?
A matrix environment
What does the project team consist of?
- PM
- PM team (those who help with PM activities)
- Other members who will be doing work on the project
Who controls resources?
The sponsor and FM
Who is the responsible party for project charter changes?
The sponsor
Who is responsible for directing resources?
In a matrix environment, both the PM and FM share responsibility
Who controls the project schedule?
PM
When will the majority of resource management planning be done in plan-driven and change-driven approaches?
Plan-drive
Early
Change-driven
As a part of each iteration/release
Lean
- To remove waste of time, effort and resources from a process
- Agile is a derivative of this approach
Kaizen
- Synonomous with continuous improvement
- Literally means to alter (kai) and improve or make better (zen)
Responsibility Assignment Matrix (RAM)
- A chart that cross-references team members with the activities or work packages they are to accomplish
- P = primary responsibility
- S = Secondary responsibility
- Does NOT show when people will do their jobs
RACI Chart
- Type of RAM that defines role assignments in the form of R, A, C, and I
- R = Responsible
- A = Accountable
- C = Consulted
- I = Informed
- Multiple resources may be R, A, and C, but ONLY ONE person is held accountable
Organizational breakdown structure
- Assigns project responsibilities to divisions or departments with the organization, such as marketing, IT, etc.
- PM will interface with managers of each department to coordinate availability and scheduling of human/physical resources
Resource breakdown structure
Breaks the work down by type of resource (developer, PM, etc.)
Why is a WBS used in resource management?
Helps to ensure that each work package has an owner
Organizational theory
Org theory studies organizations to identify how they solve problems and ho they maximize efficiency and productivity and meet the expectations of stakeholders
Team charter
- A working agreement developed by the project team
- Describes the approach the team will take regarding comms, decision-making, conflict resolution, and ground rules for team meetings
When are ground rules especially important?
When teams are managed virtually
Resource histogram
- Bar chart that shows the number fo resources needed per time period
- Illustrates where there is a spike in the need for resources
What do resource histograms help?
Can help with resource leveling when resource are limited
What is acquiring the planned resources as they are needed an example of?
Rolling wave planning
Types of teams
- Dedicated
- Part-time
- Partnership
- Virtual
Dedicated team
- Most members work full-time and exclusively on the project
- Easiest form of team to work with as a PM, as team members can dedicate most of their energy to the project and often report directly to the PM
- Most common in projectized organizations
- Least likely to exist in functional organizations
- PM has more control over team members
Part-time team
- Team members and PM spend a portion of their time working on the project while also working on other projects or their usual work
- Common in functional and matrix organizations
- PM will have to negotiate with FM and leadership to acquire/retain team members
Partnership
- When several organizations undertake a project
- Offers cost savings
- Can be difficult to manage
Halo effect
- A tenedency to rate team members high or low on all factors due to the impression of a high or low rating on one specific factor
- E.g., XYZ is great at programming, so they must also be good at everything else
Develop team
- Ongoing throughout project work
- Should result in decreased turnover, enhanced individual knowledge and skills, and improved teamwork
Motivation theories
- McGregor’s Theory of X and Y
- McClelland’s Theory of Needs
- Maslow’s Hierarchy of Needs
- Herzberg’s Two-Factor Theory of Moivation
McGregor’s Theory of X and Y
All workers fit into group X or group Y
Group X
People need to be watched every minute
Employees are incapable, avoid responsibility, and avoid work whenever possible
Group Y
People are willing to work without supervision and want to achieve
Employees can direct their own efforts
ASSUME THIS PERSPECTIVE FOR TEAMS
Maslow’s Hierarchy of Needs
- People are NOT most motivated by work security or money
- Highest motivation is for people to contribute and to use their skills
- Pyramid (top to bottom) is SaESSP
McClelland’s Theory of Needs
- People are most motivated by 3 needs: achievement, affiliation, or power
- Each category must be managed differently
Achievement
- People like recogntion
- Should be given projects that are challenging but reachable
Affilitiation
People seek approval
Work best when cooperating with others
Power
People like to organize and influence others
Need for power is socially oriented, and should be allowed to manage others
Herzberg’s Two-Factor Theory of Motivation
- Deals with hygiene factors and motivating agents
- Hygiene factors, such as working conditions, salaries, work relationships, etc. are NOT sufficient to motivate people
- Motivating agents, such as responsibility, self-actualization, professional growth, and recognition DO motivate people
- Motivating people is best done by rewarding them and letting them grow
How do you get people to cooperate if you don’t have the ability to give them a raise or promotion?
- Trust
- Recognition/reward system
Tuckman Ladder Model
- Forming
- Storming
- Norming
- Performing
- Adjourning
Forming
People are brought together as a team
Storming
Disagreements as people learn to work together
Norming
Team members begin to build good working relationships and learn to trust the PM and each other
Performing
- Team becomes efficient and works effectively together
- PM can give the most attention to dveloping individual team members in this stage
Adjourning
Project ends, and the team is disbanded
When will training be covered as an organizational cost? When will it be part of the project budget?
- If the training will benefit the organization in the long run and/or can be used on future projects, it can be covered as an org cost
- If it cannot be used on future projects, it’s paid for by the project
Project performance appraisals
Evaluations of individual team member performance
When are project performance appraisals performed?
Appraisals are performed during the Manage Team process, and the rewards/additional training indicated by the results of those appraisals are given during the Develop Team process
Primary management and leadership styles
- Directing
- Facilitating
- Coaching
- Supporting
- Influencing
- Delegating
Directing
PM uses their expertise to guide team members in what to do
Facilitating
PM enables communication and helps remove roadblocks
Coaching
PM advises and makes recommendations, helping the team and other stakeholders achieve their goals
Supporting
PM encourages and provides assistance to team members and stakeholders in working through situations
Influencing
PM emphasizes teamwork, team building, and team decision-making and works with their team to influence collaborative, successful project implementation
Delegating
- PM establishes goals, and then gives the project team sufficient authority to complete work
- Manager involves team in planning and assigns or delegates planning and executing to team members
Management and leadership styles to use when resolving conflicts, negotiating, prioritizing, or other decision-making activities?
- Consultative
- Consensus
- Democratic or participative
- Bureaucratic
- Analytical
Management and leadrship styles that have potential to create challenges?
- Charismatic
- Autocratic
- Consultative-autocratic
- Laissez-faire
- Driver
Which management/leadership style should a PM utilize at the beginning of the project? What about during executing?
Beginning of Project
Directing
During Execution
Coaching, facilitating, supporting, influencing and delegating
Consultative
- Bottom-up approach
- Uses influence to achieve results
- PM considers others’ opinions and acts as the servant-leader for the team
Consensus
PM encourages problem solving in a group and makes decisions based on group agreement
Democratic or participative
Involves encouraging team particpiation in the decision making process
Team members “own” decisions made by group, resulting in improved teamwork and cooperation
Bureaucratic
- Focuses on following procedures exactly
- May be appropriate for work in which details are critical or when specific safety or regulations must be adhered to
Analytical
- Depends on the PM’s own techincal knowledge and ability
- Analytical managers often make the technical decisions and then communicate those decisions to their team
- Interview style communication (PM asks questions to get facts) is common with this style
Charismatic
Project success may be dependent on the presence of the charismatic leader, with the team relying on the leader for motivation
Autocratic
- Top down approach
- Everyone does what the PM tells them to do
Consultative-autocratic
PM solicits input from team members, but retains decision-making authority
Laissez-faire
- Means “allow to act” or “leave alone”
- PM is not directly involved in the work of the team, but manages and consults as necessary
-
Appropriate with a highly skilled team
*
Driver
- PM is constantly giving directions
- Competitve attitude drives the team to twin
Powers of the PM
- Formal (legitimate)
- Reward
- Penalty (coercive)
- Expert
- Referent
Formal (legitimate)
Power based on your position
Reward
Stems from the ability to give rewards
Penalty (coercive)
Comes from the ability to penalize
Expert
Comes from being the techincal or PM expert
Referent
Comes from another person liking, respecting, or wanting to be like you
What are the most effective forms of power? Least effective?
Most Effective
Expert
Reward
Least Effective
Penalty
Sources of conflict
- Schedules are the main source of conflict
- Personalities are the least frequent source of conflict
Conflict resolution techniques
- Collaborating (problem-solving)
- Compromising (reconciling)
- Withdrawal (avoidance)
- Smoothing (accomodating)
- Forcing (directing)
Collaborating (problem-solving)
Parties openly discuss differences and try to incorporate multiple viewpoints to arrive at a consensus
Leads to a win-win scenario
Compromising (reconciling)
- Finding solutions that bring some degree of satisfaction to both parties
- Lose-lose situation (no party gets everything they want)
Withdrawal (avoidance)
Parties retreat or postpone a decision on a problem/issue
Smoothing (accomodating)
- Making concessions, emphasizing agreement rather than differences of opinion
- Does not result in a permanent or complete resolution of conflict
Forcing (directing)
- Pushing one viewpoint at the expense of another
- Win-lose situation
