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6 - PMP Terminology > Human Resource Terminology > Flashcards

Human Resource Terminology Flashcards

1
Q

Acquire Project Team

A

The process of determining the availability of human resources and amassing the team needed to complete the project

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2
Q

Aggressors

A

A role with a negative attitude toward the project

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3
Q

Attitude Power

A

A type of power that can involve using a middle person to negotiate for the project manager

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4
Q

Blockers

A

A role that interrupts information flow on the project

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5
Q

Clarifiers

A

A role that helps focus on making sure people on the project understand what the details of the project entail

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6
Q

Coercive/Penalty Power

A

A type of power that uses negative approaches including threatening and punishment to get people to do things they don’t want to do

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7
Q

Commitment Power

A

A type of power that uses commitment via alliances and partnerships on the project team to tackle challenges to the project as they arise; has a potential connection with referent power

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8
Q

Competition Power

A

A type of power that maximizes involvement in the project or idea in the form of competition to help enhance the commitment of those involved to work toward a more successful outcome of the project or idea

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9
Q

Compromise

A

A conflict resolution technique in which a solution involves (typically) a little of what everyone is proposing for a solution

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10
Q

Confrontation

A

Directly dealing with a conflict via problem-solving techniques so that the parties can work through any disagreement

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11
Q

Develop HR Plan

A

The process of developing the human resource plan

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12
Q

Develop Project Team

A

The process of improving the project management team to optimize project performance

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13
Q

Devil’s Advocate

A

A role that contradicts popular views or opinions about the work of the project

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14
Q

Dominators

A

A role that consumes project communication and focus with their own views without considering others

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15
Q

Empathetic Listening

A

Listening with the goal of understanding what the sender is trying to communicate

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16
Q

Encouragers

A

A role that helps the project and team by focusing on what the project is creating, not the challenges of the project

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17
Q

Expert Power

A

A capacity in which one uses personal knowledge and expert opinion to get others to do what is desired

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18
Q

Forcing

A

Applying an all or nothing (win/lose) to get the desired result

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19
Q

Gate Keepers

A

In project management, a role that helps bring people into the project- In business school, this term could be viewed differently, including a role that keeps people out of something .

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20
Q

Harmonizers

A

A role that helps evolve information and understanding on the project above the team members

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21
Q

Hierarchy of Needs

A

A pyramid representation of Maslow’s Theory that a person’s motivation is based on needs (and where the person fits in this pyramid)

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22
Q

Human Resource Plan

A

A plan that documents roles and responsibilities, reporting relationships and staffing management for the project. It is part of the project management plan

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23
Q

Information Givers

A

A role that shares information and thus helps enhance communication on the project

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24
Q

Information Seekers

A

A role that works to enhance information and knowledge associated with the project

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25
Q

Investment Power

A

A type of power that involves delaying key decision(s) so enough time passes that stakeholders or other such parties can make a significant time investment in the project

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26
Q

Knowledge of Needs Power

A

A type of power that attempts to realize the two things that are negotiated for: what the other
party says they are after, and what they are after that hasn’t been made public

27
Q

Legitimate Power

A

Getting people to do what you desire based on your authority

28
Q

Manage Project Team

A

The process of managing team member performance, issues, and changes

29
Q

Mirroring

A

Matching behavior characteristics of another person or group

30
Q

Moral or Ethical Power

A

A type of power that uses a moral or ethical perspective tied to one’s values in the negotiation process

31
Q

Organizational Breakdown Structure (OBS) (Tool)

A

An organization chart that displays which group is responsible for each work item and can show reporting relationships as well

32
Q

Organizational Planning

A

Determining, assigning, and documenting responsibilities, roles, and reporting relationships on a project

33
Q

Over-Allocation

A

A situation in which a resource is applied to too many activities at the same time to accomplish them all within the acceptable timeframe

34
Q

Persistence Power

A

Sticking to the target of the negotiations or project; involves holding on and working toward the target- In many cases, people simply give up after an initial rejection .

35
Q

Persuasion Power

A

Discounting logic, which technical people can often use to sell ideas instead of focusing on comparisons that relate to the experience of the negotiating parties, creating evidence that can’t be overlooked, and showing how a solution will meet their needs

36
Q

Planning Power

A

Using preparation followed by negotiation to effectively plan the project

37
Q

Position Description (Tool)

A

A description of the roles and responsibilities of a team member

38
Q

Power

A

The possible ability to influence behavior or performance of others

39
Q

Precedent Power

A

A type of power that uses something which has achieved desired results in the past regardless if it was on the current project environment or elsewhere

40
Q

Professionalism Power

A

Being professional and practical when working with others; helps to foster a win/win relationship with those that work with the project manager by allowing the project manager to look at the people and their needs

41
Q

Project Human Resource Management

A

The processes required to organize and manage the project team

42
Q

Project Organization Chart (Output/Input)

A

An organization chart that displays which group is responsible for each work item and can show reporting relationships as well; also known as an organizational breakdown structure

43
Q

Project Team

A

The group of people put together to plan and (or) execute the work of the project

44
Q

Project Team Directory

A

A list of all project team members, their project roles, and their communication needs as they relate to the project

45
Q

Rapport

A

Possessing comfort or a harmonious relationship with someone

46
Q

Recognition Seekers

A

A role that looks at the project first to see what they can get out of it

47
Q

Referent Power

A

Using personal charisma to attain desired results from others or using existing relationships to help get things done (who you know)

48
Q

Resource

A

People, supplies, equipment, and other items used in the work of the project

49
Q

Resource Breakdown Structure (RBS)

A

A structure that shows the decomposition of the resources being used on the project; can include personnel, divisions or departments, and job roles

50
Q

Resource Histogram

A

A graph that displays the resources used over time on a project

51
Q

Resource Leveling

A

The process of creating a consistent (even) workload for the resources on a project

52
Q

Resource Loading

A

The process of applying resources to a schedule and its activities

53
Q

Responsibility Assignment Matrix (RAM) (Tool)

A

A matrix that connects the work of the WBS to the personnel assigned to it in the OBS

54
Q

Reward Power

A

A type of power that uses positive actions or consequences to attain desired results from other people

55
Q

Risk Power

A

A type of power that uses calculated risks in negotiations to achieve project goals

56
Q

Smoothing

A

A conflict resolution technique in which the focus is on areas of similarity and focus is taken off areas of difference

57
Q

Staff Acquisition

A

The hiring and applying of the needed resources to the project

58
Q

Staffing Management Plan

A

A document used to describe when resources will start and finish the project

59
Q

Summarizers

A

A role that relates back to the overall picture of what the project is focusing on

60
Q

Team Development

A

The creation of individual and team skills to maximize project output

61
Q

Topic Jumpers

A

A role that doesn’t stay focused on the primary topics of focus and conversation

62
Q

Withdrawal

A

A conflict resolution technique in which you withdraw from the disagreement (or source of conflict)

63
Q

Withdrawers

A

A role that is non-participatory on the project regarding information and project issues

6 - PMP Terminology (19 decks)

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