Project Resources 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

Collaborative/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 from 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 project manager has been assigned the role of project manager 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 project manager.

Question 13

Herzberg’s Theory of Motivation

Answer 13

Frederick Herzberg’s theory of the motivating agents and hygiene agents that affect a person’s willingness to excel in his career.

Question 14

Hierarchical Organizational 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

Maslow’s Hierarchy of Needs

Answer 16

Abraham Maslow’s theory of the five needs all humans have and work toward.

physiological, safety, love and belonging, esteem, and self-actualization.

Question 17

McClelland’s Theory of Needs

Answer 17

David McClelland developed this 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.

Question 18

McGregor’s Theory of X and Y

Answer 18

Douglas McGregor’s theory that states 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.

Question 19

Multicriteria Decision Analysis

Answer 19

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

Question 20

Norming

Answer 20

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

Question 21

Organization Chart

Answer 21

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.

Question 22

Ouchi’s Theory Z

Answer 22

William Ouchi’s 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.

Question 23

Performing

Answer 23

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 24

Political Interfaces

Answer 24

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

Question 25

RACI

Answer 25

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

Question 26

Referent Power

Answer 26

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

Question 27

Resource Breakdown Structure (RBS)

Answer 27

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

Question 28

Responsibility Assignment Matrix (RAM)

Answer 28

A RAM chart shows the correlation between project team members and the work they’ve been assigned to complete.

Question 29

Responsibility

Answer 29

A responsibility is the work that a role performs.

Question 30

Resource Management Plan

Answer 30

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 31

Reward

Answer 31

The project manager has the authority to reward the project team.

Question 32

Role

Answer 32

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

Question 33

Smoothing

Answer 33

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

Question 34

Storming

Answer 34

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 35

Technical Interfaces

Answer 35

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 36

Withdrawal

Answer 36

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