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PMBOK > Models in Project Management > Flashcards

Models in Project Management Flashcards

1
Q

Model

A

A thinking strategy to explain a process, framework, or phenomenon.

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2
Q

Method

A

The means for achieving an outcome, output, result, or project deliverable.

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3
Q

Artifact

A

A template, document, output, or project deliverable.

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4
Q

Situational Leadership Model

A
  • Tailoring one’s leadership style based on individual needs
  • Evolving from directing to coaching as an individuals competence and commitment evolve
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5
Q

Competence

A

The combination of ability of KSAs.

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6
Q

Commitment

A

The confidence and motivation an individual has in achieving a goal.

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7
Q

OSCAR Model

A
  • Situational leadership Model for coaching & mentoring
  • Outcome
  • Situation
  • Choices/Consequences
  • Actions
  • Review
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8
Q

How do you address “Outcome” in OSCAR?

A
  • Identifies the long-term goals of an individual
  • Includes their desired result in each conversation session.
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9
Q

How do you address “Situation” in OSCAR?

A
  • Enable a conversation about the current KSAs of the project team member
  • Help them understand why they are at that level
  • How that level impacts individual performance & peer relationships
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10
Q

How do you perform “Choices/Consequences” in OSCAR?

A
  • Identifies all potential avenues for attaining the desired outcome
  • Identifies the consequences of each choice as well
  • Empower the individual to choose viable avenues for reaching their long-term goals
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11
Q

What are “Actions” in OSCAR?

A
  • Commitments to immediate and attainable targets
  • Specified for a time frame
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12
Q

How do you “Review” in OSCAR?

A
  • Regular meetings that offer support
  • Ensures that individuals remain motivated and on track
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13
Q

Cross-Cultural Communication

A

Model explaining that message transmission between sender and receiver is influenced by:
- Current knowledge,
- Experience,
- Language,
- Thinking,
- Communication styles,
- Stereotypes
- Relationship

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14
Q

Media Richness

A
  • The amount of learning that can be transmitted through a medium
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15
Q

Characteristics of Media Rich Channels

A

The ability to:
- Handle multiple information cues simultaneously
- Facilitate rapid feedback
- Establish personal focus
- Utilize natural language

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16
Q

Gulf of Evaluation

A
  • The degree to which an item supports the user in discovering how to interpret the item and interact with it effectively
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17
Q

Gulf of Execution

A
  • The degree to which an item corresponds with what a person expects it to do
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18
Q

Hygiene Factors

A

Factors that can impact job satisfaction such as:
- Company policies
- Salary
- Physical Environment

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19
Q

Intrinsic Motivators

A
  • Autonomy
  • Mastery
  • Purpose
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20
Q

Autonomy

A
  • Intrinsic Motivator
  • The desire to direct one’s own life
  • Entails allowing choice in how, where, and when to accomplish work
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21
Q

Mastery

A
  • Intrinsic Motivator
  • The drive and ability to improve, do excellent work, learn, and achieve goals
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22
Q

Purpose

A
  • Intrinsic Motivator
  • Speaks to the need to make a difference
  • Example: Knowing the project vision and how work contributes to achieving that vision allows people to feel like they are making a difference
23
Q

Theory of Needs

A

Motivational Model states that people are driven by needs of:
- Achievement
- Power
- Affiliation

24
Q

According to Theory of Needs,
what is the Achievement needs?

A

Motivation to reach a goal through work that is challenging, but reasonable

25
Q

According to Theory of Needs,
what is the Power need?

A

Motivation for increased responsibility and the power to organize, motivate, and lead others.

26
Q

According to Theory of Needs,
what’s the Affiliation need?

A

The motivation to seek acceptance, belonging, and to be part of a team

27
Q

Theory X

A
  • People are motivated solely for income
  • Characterized by hands-on and top-down management styles
  • Labor intensive environments
28
Q

Theory Y

A
  • People are intrinsically motivated to do good work
  • Often seen in creative environments
  • Management style is similar to personal coaching
29
Q

Theory Z

A
  • People are motivated for self-realization, by their values, and a higher calling
  • These management styles cultivates insight and meaning, and promote high productivity, morale, and satisfaction
30
Q

Change Models

A
  • The description of activities necessary for change management or the transition from the current state to the future state
  • Examples include ADKAR, Transition Model, Virginia Satir Change Model, and the 8 Step Process
31
Q

ADKAR Model

A

A Change Management Model with 5 sequential steps individuals undergo when adapting to change:
- Awareness - Awareness identifies why the change is necessary.
- Desire - Desire to be a part of and support the change.
- Knowledge - Knowledge of how to change, including knowledge of new processes, systems, roles, and responsibilities needed.
- Ability - Ability to perform hands on practice with access to support and expertise if needed.
- Reinforcement

32
Q

8 Step Process for Leading Change

A

A top down approach on where the need for change and approach to change originates at the top levels is promoted down through management to the recipients.

  1. Urgency - ID threats and opportunities
  2. Form a Coalition of Change Leaders - diverse set of influential people not based on heirarchy
  3. Create a Vision & Strategy for Change
  4. Communicate the Vision
  5. Remove Obstacles - Outdated structures, processes, or people
  6. Create Short-Term Wins
  7. Build on the Change / Goals for Improvement
  8. Anchor Changes in Corporate Culture
33
Q

Virginia Satir Change Model

A
  • A model that describes how people experience and cope with change
  • Aims to help project team members understand what they are feeling to move through change more quickly
34
Q

Transition Model

A
  • Model describing the psychological experience of people when organizations change
  • Differentiates between change and transition stating
  • Change is situational whether or not people transition through it
35
Q

Complexity Models

A
  • Frameworks to understand complexity and how to make decisions in a complex environment
  • Helps with projects since there is ambiguity from multiple systems working together with uncertain outcomes
  • Cynefin Framework
  • Stacey Matrix
36
Q

Cynefin Framework

A
  • Complexity model that offers 5 problem and decision-making contexts
  • Helps to diagnose cause and effect relationships and aid with decision making
37
Q

Cause & Effect

A
  • One of 5 contexts according to Cynefin Framework
  • Follow best practices when Causality is certain
38
Q

Complicated Relationships

A
  • One of 5 contexts according to Cynefin Framework
  • Complicated relationships exist when there is a set of known unknowns or a range of correct answers
  • Assess the facts, analyze the situation, apply best practices
39
Q

Complex Relationships

A
  • One of 4 contexts according to Cynefin Framework
  • Include known and unknowns
  • No apparent cause and effect or obvious right answers
  • Emergent process of repeating cycles of “Probe, Sense, Respond”
  • Complex environments change in reaction to multiple stimuli; what worked once may not work again
40
Q

Chaotic Environment

A
  • One of 5 contexts according to Cynefin Framework
  • Cause and effects are unclear
  • Too much confusion to wait to understand the situation
  • Try to stabilize the situation
  • Sense where the stability exists
  • Turn the chaotic environment into a complex one
41
Q

Disordered Relationships

A
  • One of 5 contexts according to Cynefin Framework
  • Lack clarity
  • Need to be broken down into smaller components with links to the other contexts
42
Q

Stacey Matrix

A
  • Model to understand and respond to complexity through 2 dimensions
  • Relative uncertainty of the requirements for the deliverable
  • Relative uncertainty of the technology required to create the deliverable
  • Projects can be simple, complicated, complex, or chaotic
43
Q

Think Win-Win

A
  • Negotiation model that has 3 outcomes “Win-Win”, “Win-Lose”, “Lose-Lose”
  • Character: parties are mature, demonstrate integrity, and share the belief that there is enough for everyone
  • Trust: parties trust each other and agree on how to operate and are accountable
  • Approach: parties are willing to see the situation from the other perspective and identify acceptable solutions and how to achieve them
44
Q

6 Ways to Address Conflict

A
  1. Confronting/Problem Solve
  2. Collaborate
  3. Compromise
  4. Smoothing/Accommodating
  5. Force
  6. Withdrawal/Avoiding
45
Q

Confronting/Problem Solving

A
  • Treats the conflict as a problem to be solved
  • Used when the relationship between parties is important
  • Works well when both parties have confidence in each other
46
Q

Collaborate

A
  • The objective is to incorporate and learn multiple views about a conflict
  • Effective when there is trust among participants and time to come to a consensus
47
Q

Compromise

A
  • Both parties give and take
  • A willingness to not escalate
  • Both parties must have equal “power”
48
Q

Smoothening/Accomodating

A
  • Used when reaching the goal is more important than the disagreement
  • Maintains harmony within the relationship
  • Useful when there is a relative power differential (i.e between a Project Manager and Sponsor)
49
Q

Forcing

A
  • Used when there is insufficient time and one party forces their will upon another
  • May be used when a health and safety conflict needs to be resolved immediately
50
Q

Withdrawal/Avoiding

A
  • Backing off from a conflict or allowing a “cool off” period
  • Used for no-win scenarios
  • Examples include complying with regulatory agencies on requirements
51
Q

The “Sweet Spot”

A
  • The optimum amount of planning to maximize the return on investment
  • It is different for every project
52
Q

Planning Tradeoffs

A
  • Planning reduces risks, oversights, and rework
  • Over-planning can reduce ROI, market share, and relevance of a product
53
Q

Process Groups

A
  • Model to organize the inputs, tools, techniques, and outputs that are tailored to meet the needs of an organization
  • Groups of processes are NOT phases
  • Initiating, Planning, Executing, Monitoring & Controlling, and Closing
54
Q

Project Team Development Models

A
  • Models to support project team growth towards being mature high-performing
  • Tuckman Ladder
  • Drexler/Sibbet Team Performance Model

PMBOK (10 decks)

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