Performance Domain Models

Question 1

Situational Leadership II

Answer 1

Situational Leadership - Ken Blanchard’s measures project team member development using competence and commitment. TEAM PROJECT

Question 2

OSCAR

Answer 2

Karen Whittleworth and Andrew Gilbert coaching and mentoring 5 factors.

TEAM PROJECT

Question 3

OSCAR Acronym

Answer 3

Situational Leadership - Outcome, Situation, Choices, Actions, Review

Question 4

Cross-cultural Communication

Answer 4

Communication - Browaeys and Price - incorporate the idea that the message itself and how it is transmitted is influence by the sender’s current knowledge, experiences, language, thinking and communication styles as well as stereotypes and relationship to the receiver.

TEAM STAKEHOLDER PLANNING PROJECT

Question 5

Effectiveness of Communication Channels

Answer 5

Communication - Alisatir Cockburn - Describes the communication channels along the axes of effectiveness and the amount of leaning that can be transmitted through the medium.

TEAM STAKEHOLDER PLANNING PROJECT

Question 6

Gulf of Execution and Evaluation

Answer 6

Communication - Donald Norman - a degree to which an item corresponds with what a person expects it to do. Car park example.

STAKEHOLDER DELIVERY

Question 7

Hygiene and Motivational Factors

Answer 7

Motivational method - Frederick Herzberg - Job dissatisfaction and satisfaction stem from motivational factors including achievement, growth and advancement. TEAM

PLANNING PROJECT

Question 8

Intrinsic versus extrinsic motivation

Answer 8

Motivational method - Daniel Pink - Intrinsic factors for complicated and challenging work, such as much of the work on projects, are far longer lasting then extrinsic. TEAM
PLANNING PROJECT

Question 9

3 Types of Intrinsic Motivators

Answer 9

Autonomy Mastery Purpose

Question 10

Theory of Needs

Answer 10

Motivational method - David McClellan - Needs are driven by achievement, power and affiliation. the strength depends on the person experience and culture.

TEAM PLANNING PROJECT

Question 11

Theory X, Theory Y, and Theory Z

Answer 11

Motivational method - Douglas McGregor -
X - Sole purpose of motivation is income / salary
Y - Intrinsic motivation
Z - Abraham Maslow - Motivated by self-realization, values and a higher calling , cultivates insight and meaning

TEAM PLANNING PROJECT

Question 12

Managing Change in Organization

Answer 12

Change Models - 5 Items iterative elements:
1. Formulate Change
2. Plan Change
3. Implement Change
4. Manage Change
5. Sustain Change

STAKEHOLDER PLANNING PROJECT

Question 13

ADKAR

Answer 13

Change Models - Jegg Hiatt - 5 Steps for adapting to change
1. Awareness
2. Desire
3. Knowledge
4. Ability
5. Reinforcement

STAKEHOLDER PLANNING PROJECT

Question 14

8-step Process for Leading Change

Answer 14

Change Models - John Kotter - 8 Step change for transforming organizations.
1. Create Urgency
2. Form a powerful coalition
3. Create a vison for change
4. Communicate the vision
5. Remove obstacles
6. Create short-term wins
7. Build on the change
8. Anchor the change in corporate culture

STAKEHOLDER PLANNING PROJECT

Question 15

Transition

Answer 15

Change Models - William Bridges -an understanding of what occurs to individuals psychological when an organizational change takes place.
1. Ending, losing, and letting go
2. The neutral Zone
3. The new Beginning

STAKEHOLDER PLANNING PROJECT

Question 16

Cynefin Framework

Answer 16

Complexity Models - Dave Snowden - Framework used to diagnose cause and effect relationships as a decision making aid. 5 problems
1. Obvious cause and effect
2. Complicated relationships
3. Complex relationships - unknown unknows
4.. Chaotic environments
5. Disordered relationships

DEV PLANNING PROJECT DELIVERY UNCERTAINTY

Question 17

Stacey Matrix

Answer 17

Complexity Models - Ralph Stacey -Similar to Cynefin, but looks at 2 dimensions to determine the relative complexity.
1. Relative uncertainty of the requirements of the deliverable
2. Relative uncertainty of the technology that will be used

DEV PLANNING PROJECT DELIVERY UNCERTAINTY

Question 18

Tucker Ladder

Answer 18

Project Team Development - Bruce Tuckerman - 5 Stages
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning

TEAM PROJECT

Question 19

Drexler/Sibbet Team Performance

Answer 19

Project Team Development - Allan Drexler & David Sibbet -
1. Orientation -Why
2. Trust building - Who
3. Goal Clarification - What
4. Commitment -How
5. Implementation
6. High Performance
7. Renewal

1 - 4 creation of project 5 - 7 cover team sustainability

TEAM PROJECT

Question 20

Conflict

Answer 20

Other - Can be healthy and productive when handled well.
1. Confronting/problem solving
2. Collaborating
3. Compromising
4. Smoothing/accommodating
5. Forcing
6. Withdrawal/avoid

TEAM STAKEHOLDER PROJECT

Question 21

Negotiation

Answer 21

Other - Steve Covery’s principal THINK Win-Win
1. Win-Win
2. Win-Lose/lose-win
3. Lose-Lose
4. Character
5. Trust
6. Approach

STAKEHOLDER PLANNING PROJECT DELIVERY

Question 22

Planning

Answer 22

Other - Barry Boehm - model used to compare the time and effort invested in developing plans to reduce risk, including the delay and other costs of over planning.

DEV PLANNING PROJECT

Question 23

Process Groups

Answer 23

Other - PM processes can be organized into logical groups of project management inputs, tools and techniques and outputs that are tailored to meet the needs of the organization, stakeholders and the project.
1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing

PLANNING PROJECT DELEVERY MEASURMENT

Question 24

Salience

Answer 24

Other - Ronald K Mitchel - It means prominent, noticeable or perceived as important
About the Stakeholders:
1. Power to influence
2. Legitimacy of relationship with the project
3. Urgency of the stakeholders engagement

STAKEHOLDER PLANNING PROJECT