Project Resource Management

Question 1

Adjourning

Answer 1

Once the project is done, either the team moves onto other assignments as a unit, or the project team is disbanded and individual team members go on to other work.

Question 2

Authority power

Answer 2

Project management team members may have authority over other project team members, may have the ability to make decisions, and perhaps even sign approvals for project work and purchases.

Question 3

Coercive power

Answer 3

The project manager has the authority to discipline the project team members. This is also known as penalty power.

Question 4

Collaborate/problem solving

Answer 4

This approach confronts the problem head-on and is the preferred method of conflict resolution. Multiple viewpoints and perspectives contribute to the solution.

Question 5

Collective bargaining agreement constraints

Answer 5

Contracts and agreements with unions or other employee groups may serve as constraints on the project.

Question 6

Competency

Answer 6

This attribute defines what talents, skills, and capabilities are needed to complete the project work.

Question 7

Compromising

Answer 7

This approach requires that both parties give up something.

Question 8

Vroom’s expectancy theory

Answer 8

This theory states that people will behave based on what they expect as a result of their behavior. In other words, people will work in relation to the expected reward.

Question 9

Expert power

Answer 9

The project manager’s authority comes both from experience with the technology the project focuses on and the expertise in managing projects.

Question 10

Forcing power

Answer 10

The person with the power makes the decision

Question 11

Formal power

Answer 11

The PM has been assigned the role of PM by senior management and is in charge of the project

Question 12

Forming

Answer 12

The project team meets and learns about their roles and responsibilities on the project. Little interaction among the project team happens in this stage as the team is learning about the project and PM.

Question 13

Hertzberg’s Theory of Motivation

Answer 13

Motivating and hygiene agents affect a person’s willingness to excel in his career.

Question 14

Hierarchical organization chart

Answer 14

A chart showing the relationship between superior and subordinate employees, groups, disciplines, and even departments.

Question 15

Issue log

Answer 15

A logbook of the issues the project team has identified and dates as to when the issues must be resolved by. The issue log may also include team members or stakeholders who are responsible for finding a solution to the identified issues.

Question 16

McClelland’s Theory of Needs

Answer 16

States that our needs are acquired and developed by our experiences over time. All people are driven by either achievement, affiliation, or power.

Question 17

McGregor’s Theory of X and Y

Answer 17

States that management views works in the Y category as competent and self-led and workers in the X category as incompetent and needing to be micromanaged.

Question 18

Multicriteria Decision Analysis

Answer 18

A method to rate potential project team members based on criteria such as education, experience, skills, knowledge, etc.

Question 19

Norming

Answer 19

Project team members go about getting the project work, begin to rely on one another, and generally complete their project assignments.

Question 20

Organization chart

Answer 20

Traditional chart that depicts how the organization is broken down by department and disciplines. This chart is sometimes called OBS and is arranged by departments, units, or teams.

Question 21

Ouchi’s Theory Z

Answer 21

States that workers are motivated by a sense of commitment, opportunity, and advancement.

Question 22

Performing

Answer 22

If a project team can reach the performing stage of team development, they trust one another, work well together, and issues and problems get resolved quickly and effectively.

Question 23

Political interfaces

Answer 23

The hidden goals, personal agendas, and alliances among the project team members and the stakeholders.

Question 24

RACI chart

Answer 24

A RACI chart is a matrix chart that uses the activities of responsible, accountable, consult, and inform.

Question 25

Referent power

Answer 25

The project team personally knows the project manager. Referent can also mean that the PM refers to the person who assigned them the position.

Question 26

Resource breakdown structure (RBS)

Answer 26

This hierarchal chart can decompose the project by the type of resources used throughout it.

Question 27

Responsibility assignment matrix (RAM)

Answer 27

Shows the correlation between project team members and the work they’ve been assigned to complete.

Question 28

Responsibility

Answer 28

A responsibility is the work that a role performs.

Question 29

Resource management plan

Answer 29

This plan defines staff acquisition, the timetable for staff acquisition, the staff release plan, training needs for the project team, any organizational compliance issues, rewards and recognitions, and safety concerns for the project team doing the project work.

Question 30

Reward

Answer 30

The PM has the authority to reward the project team.

Question 31

Role

Answer 31

This denotes what a person is specifically responsible for in a project. Roles are usually tied to job titles, such as network engineer or electrician.

Question 32

Smoothing

Answer 32

This approach smooths out the conflict by minimizing the perceived size of the problem. It is a temporary solution, but cna calm team relations.

Question 33

Storming

Answer 33

The project team struggles for project positions, leadership, and project direction. The project team can become hostile toward the project leader, challenge ideas, and try to establish and claim positions about the project work. The amount of debate and fury can vary depending on if the project team is willing to work together, the nature of the project, and the control of the project manager.

Question 34

Technical interfaces

Answer 34

The project team identifies the disciplines and specialties that the project will require to complete the project scope statement. The technical interfaces are the resources that will be doing the project work.

Question 35

Withdrawal

Answer 35

This conflict resolution method sees one side of the argument walking away from the problem, usually in disgust.