Project Resource Management Flashcards
Adjourning
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.
Authoring power
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.
Coercive power
The project manager has the authority to discipline the project team members. This is also known as penalty power.
Collaborate/problem solving
This approach confronts the problem head-on and is the preferred method of conflict resolution. Multiple viewpoints and perspectives contribute to the solution.
Collective bargaining agreement constraints
Contracts and agreements with unions or other employee groups may serve as constraints on the project.
Competency
This attribute defines what talents, skills, and capabilities are needed to complete project work.
Vroom’s Expectancy Theory
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.
Expert power
The project manager’s authority comes both from experience with the technology the project focuses on and the from expertise in managing projects.
Forcing power
The person with the power makes the decisions.
Formal power
The project manager has been assigned the role by senior management and is in charge of the project.
Forming
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.
Herzberg’s Theory of Motivaton
Theory of the motivating agents and hygiene agents that affect a person’s willingness to excel in his career.
Hierarchical organizational chart
A chart showing the relationship between superior and subordinate employees, groups, disciplines, and even departments.
Issue log
Issues the project team has identified and dates as to when the issues must be resolved by. May also include team members or stakeholders who are responsible for finding a solution to the identified issues.
Maslow’s Hierarchy of Needs
Theory of the five needs all humans have and work toward.
McClelland’s Theory of Needs
States our needs are acquired and developed by our experience over time. All people are driven by one of three needs: achievement, affiliation, or power.
McGregor’s Theory of X and Y
States that management views workers in the Y category as competent and self-led and workers in the X category as incompetent and needing to be micromanaged.
Multicriteria Decision Analysis
A method to rate potential project team members based on criteria such as education, experience, skills, knowledge, and more.
Norming
Project team members go about getting the project work, begin to rely on one another, and generally complete their project assignments.
Organization chart
Traditional chart that depicts how the organization is broken down by department and disciplines. Sometimes called the Organizational Breakdown Structure (OBS) and is arranged by departments, units, or teams
Ouchi’s Theory Z
Based on the participation management style of the Japanese. States that workers are motivated by a sense of commitment, opportunity, and advancement.
Performing
If a project team can reach this stage of team development, they trust each other, work well together, and issues and problems get resolved quickly and effectively.
Political interfaces
The hidden goals, personal agendas, and alliances among the project team members and stakeholders.
RACI Chart
A matrix chart that only uses the activities of responsible, accountable, consult, and inform.
Referent power
The project team personally knows the project manager, can also mean that the project manager refers to the person who assigned him the position.
Resource breakdown structure (RBS)
This hierarchical chart can decompose the project by the type of resources used throughout it.
Responsibility assignment matrix (RAM)
Shows the correlation between project team members and the work they’ve been assigned to complete.
Responsibility
The work that a role performs.
Resource management plan
Defines staff acquisition, the time table for staff acquisition, the staff release plan, training needs for the project team, any organizational compliance issues, rewards, and recognition, and safety concerns for the project team doing the project work.
Reward
The project manager has the authority to reward the project team.
Role
This denotes what a person is specifically responsible for in a project; usually tied to job titles, such as network engineer.
Smoothing
This approaches conflict by minimizing the perceived size of the problem. It is a temporary solution but can calm team relations and boisterous discussions.
Storming
The project team struggles for project positions, leadership, and project direction. Team can become hostile towards 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 wiling to work together, the nature of the project, and the control of the project manager.
Technical interfaces
The project team identifies the disciplines and specialties that the project will require to complete the project scope statement; these are the resources that will be doing the project work.
Withdrawal
This conflict resolution method sees one side of the argument walking away from the problem, usually in disgust.
