Project Resource Management Flashcards
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.
Adjourning
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.
Authority power
The project manager has the authority to discipline the project team members. This is also known as penalty power.
Coercive/punitive power
This approach confronts the problem head-on and is the preferred method of conflict resolution. Multiple viewpoints and perspectives contribute to the solution.
Confront/Problem solving
Win-Win
Contracts and agreements with unions or other employee groups may serve as constraints on the project.
Collective bargaining agreement constraints
This attribute defines what talents, skills, and capabilities are needed to complete the project work.
Competency
This approach requires that both parties give up something. It involves bargaining and tradeoffs by accepting something in exchange for something else.
E.g. if two people are disagreeing on two different points, they resolve the conflict by accepting the viewpoint of the other person on one point each.
The main drawback of this approach is that sometimes essential aspects of the project are sacrificed to meet individual goals.
Compromising
Lose-lose solution
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.
Vroom’s Expectancy Theory
The project manager’s authority comes both from experience with the technology the project focuses on and from expertise in managing projects.
Expert power
The person with the power makes the decision.
Forcing power
Win-Lose
The project manager has been assigned the role of project manager by senior management and is in charge of the project.
Formal power
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 project manager.
Forming
Theory of the motivating agents and hygiene agents that affect a person’s willingness to excel in his career.
Herzberg’s Theory of Motivation
A chart showing the relationship between superior and subordinate employees, groups, disciplines, and even departments.
Hierarchical organizational chart
A logbook of the issues the project team has identified and dates as to when the issues must be resolved by. XX may also include team members or stakeholders who are responsible for finding a solution to the identified issues.
Issue log
Theory of the five needs all humans have and work toward.
Maslow’s Hierarchy of Needs
Theory, which states our needs are acquired and developed by our experiences over time. All people are, according to this theory, driven by one of three needs: achievement, affiliation, or power.
McClelland’s Theory of Needs
Theory that states management views workers in an X and Y category
Define X and Y
McGregor’s Theory of X and Y
Y category=competent and self-led
X category=incompetent and need to be micromanaged
A method to rate potential project team members based on criteria such as education, experience, skills, knowledge, and more.
Multicriteria Decision Analysis
Project team members go about getting the project work, begin to rely on one another, and generally complete their project assignments.
Norming
Traditional chart that depicts how the organization is broken down by department and disciplines. This chart is sometimes called the organizational breakdown structure (OBS) and is arranged by departments, units, or teams.
Organization chart
Theory is based on the participative management style of the Japanese. This theory states that workers are motivated by a sense of commitment, opportunity, and advancement.
XXX states that workers need to be involved with the management process.
Ouchi’s Theory Z
If a project team trust one another, work well together, and issues and problems get resolved quickly and effectively.
Performing
The hidden goals, personal agendas, and alliances among the project team members and the stakeholders.
Political interfaces
A matrix chart that only uses the activities of responsible, accountable, consult, and inform.
RACI chart
The project team personally knows the project manager. Can also mean that the project manager refers to the person who assigned him the position.
Referent power
This hierarchical chart can decompose the project by the type of resources used throughout it.
Resource breakdown structure (RBS)
This chart shows the correlation between project team members and the work they’ve been assigned to complete.
Responsibility assignment matrix (RAM)
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.
Resource management plan
The project manager has the authority to reward the project team.
Reward
This denotes what a person is specifically responsible for in a project. XXX are usually tied to job titles, such as network engineer, mechanical engineer, and electrician.
Role
This technique resolves conflicts by emphasizing on areas of agreement and not discussing about the disagreements.
XXX is an effective way of maintaining harmony and preventing outwardly conflicting situations. it is a way to make people comfortable.
It is a temporary solution, but can calm team relations and boisterous discussions.
Smoothing
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.
Storming
The project team identifies the disciplines and specialties that the project will require to complete the project scope statement. The XXX are the resources that will be doing the project work.
Technical interfaces
This conflict resolution method sees one side of the argument walking away from the problem, usually in disgust.
Withdrawal
Yield- lose situation
A type of cognitive bias in which our overall impression of a person influences how we feel and think about his or her character. Essentially, your overall impression of a person (“He is nice!”) impacts your evaluations of that person’s specific traits (“He is also smart!”).
Halo effect
This technique resolves conflicts by having an open discussion about the disagreements. The disagreeing parties treat the conflict as a problem that needs to be solved. They find and eliminate the root cause of the conflict in order to resolve it completely. They collectively bring about a solution that is acceptable to everyone.
This method works only when there is openness, good relationship, and mutual trust among the involved parties.
The major downside of this technique is that it usually takes longer to arrive at a solution than the other methods. However, the major advantage is that everyone agrees to the final solution and it fixes the root cause of the problem.
It is also called as win-win strategy. It’s the best problem-solving technique, since it meets the problem directly.
Confronting/Problem Solving
This technique resolves conflicts by looking at the conflict from different perspectives and incorporating multiple viewpoints. It requires an open dialogue and collaborative attitude.
Doesn’t work if the views of the disagreeing parties are not harmonious with each other. It provides a great platform to learn from each other.
Collaborating
Win-Win
R.A.C.I. chart
Responsible, Accountable, Consulted, Informed
Only one person accountable per task
Project Team members are in the same physical location
Collocated
Emotional intelligence: self management/awareness vs. relationship management
Inbound vs outbound
Which of the following project artifacts is an Input to Plan Resource Management?
A. Project Team Assignments
B. Resource Breakdown Structure
C. Stakeholder Register
D. Resource Management Plan
C. Stakeholder Register
Stakeholder register–Identifies those stakeholders with a particular interest or impact on the resources needed for the project.
While there is no single “best method” for dealing with conflict, one method is considered least effective since it doesn’t really resolve the conflict, but may only postpone it:
A. Smooth
B. Force
C. Withdrawal
D. Compromise
C. Withdrawal
You are the project manager for the LMG Project. Your project will have several resource issues that must be coordinated and approved by the union. Which of the following statements is correct about this scenario?
A. The Union is a resource constraint
B. The Union is a management constraint
C. The Union is a project team member
D. The Union is a project stakeholder
D. The Union is a project stakeholder
In this instance, the union is considered a project stakeholder because it has a vested interest in the project’s outcome.
You are the project manager of the PLY Project. This project is like the ACT Project you completed earlier. What method can you use to expedite the process of organization planning?
A. Use the ACT project plan
B. Use the project team rewards structure from ACT
C. Use the roles and responsibilities definitions of the ACT project
D. Use the project team from ACT for the PLY project
C. Use the roles and responsibilities definitions of the ACT project
When projects are similar in nature, the project manager can use the roles and responsibilities definitions of the historical project to guide the current project.
