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PMP > Project Resources Management > Flashcards

Project Resources Management Flashcards

1
Q

6 processes

A
  1. plan resource management
  2. estimate activity resources
  3. acquire resources
  4. develop team
  5. manage team
  6. control resources
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2
Q

Adjourning

A

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.

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3
Q

Authority power

A

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.

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4
Q

Coercive power

A

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

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5
Q

Collaborate/Problem solving

A

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

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6
Q

Collective bargaining agreement constraints

A

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

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7
Q

Competency

A

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

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8
Q

Compromising

A

This approach requires that both parties give up something.

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9
Q

Vroom’s Expectancy Theory

A

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.

  • people behave based on what they believe their behavior will bring them
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10
Q

Expert power

A

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

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11
Q

Forcing power

A

The person with the power makes the decision.

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12
Q

Formal power

A

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

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13
Q

Forming

A

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.

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14
Q

Herzberg’s Theory of Motivation

A

Frederick Herzberg’s theory of motivating agents and hygiene agents that affect a person’s willingness to excel in his career. hygiene agents are motivators, and absence of hygiene agent is demotivators

  • motivators: recognition, sense of achievement, varied work
  • demotivators: company policy, poor pay, continual pressure
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15
Q

Hierarchical organizational chart

A

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

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16
Q

Issue log

A

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.

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17
Q

Maslow’s Hierarchy of Needs

A

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

  1. self-actualization
  2. esteem needs
  3. social needs
  4. safety needs
  5. physiological needs
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18
Q

McClelland’s Theory of Needs

A

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.

  • three need theory: achievement seeks to excel, affiliation acceptance harmonious, and power personal and institutional
  • overtime needs change
  • acquired by life experiences
  • Thematic apperception test (TAT) to determine what needs is driving your base on answers to a questions
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19
Q

McGregor’s Theory of X and Y

A

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.

  • x people micromanagement
  • y people self-led
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20
Q

Multicriteria Decision Analysis

A

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

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21
Q

Norming

A

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

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22
Q

Organization chart

A

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.

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23
Q

Ouchi’s Theory Z

A

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

  • Japanese management style
  • lifelong employment
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24
Q

Performing

A

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.

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25
Q

Political interfaces

A

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

26
Q

RACI chart

A

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

27
Q

Referent power

A

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.

28
Q

Resource breakdown structure (RBS)

A

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

  • similar to WBS
  • utilization of resources
  • expose resource constraints
  • identify resource needs
29
Q

Responsibility assignment matrix (RAM)

A

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

  • aka RACI chart have a different legend
30
Q

Responsibility

A

A responsibility is the work that a role performs.

31
Q

Resource management plan

A

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 PMP Exam Prep Seminar ©Instructing.com Page 4 recognitions, and safety concerns for the project team doing the project work.

  • identifying project team needs
  • reporting relationships
  • assigning roles and responsibilities
  • acquiring physical resources
32
Q

Reward

A

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

33
Q

Role

A

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.

34
Q

Smoothing

A

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.

35
Q

Storming

A

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.

36
Q

Technical interfaces

A

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.

37
Q

Withdrawal

A

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

38
Q

Lean Management

A
  • uses a product backlog
  • requirements go to the next available resources
  • as people are available they can take on the work
39
Q

Just In Time (JIT)

A
  • Order just enough
  • decrease investment in inventory
40
Q

Kaizen method

A
  • small changes on a continuous basis to improve quality over time
41
Q

Total productive maintenance

A
  • preventive maintenance
  • scheduled maintenance so that it doesn’t breakdown
42
Q

Theory of constraints

A
  • addresses the weakest elements, most restrictive element
  • then move on to the next restrictive
  • attack it and get more efficient
43
Q

Emotional Intelligence

A
  • Emotionally competent teams are more effective
  • reduction in staff turnover
  • Invest in personal EI: self-management and self-awareness for inbound, outbound relationship management
44
Q

self-Organizing Teams

A
  • agile approaches utilize a self-organizing team: team functions with an absence of centralized control
  • Project manager in self-organized teams: provides team with the environment and support needed, trusts the team to get the job done
  • generalized specialists, instead of SMEs
  • Embrace constructive feedback
45
Q

virtual Teams/Distributed Teams

A
  • virtual teams not collocated
  • communication technology: email, audio conferencing, social media, web-based meetings, and video conferencing
  • Virtual teams advantage: remote expertise on a project team, employees who work from home, including people with mobility limitations or disabilities
46
Q

ITTOs Plan resource management

A
  • Inputs: Project charter, PM plan, quality management plan, scope baseline, Project docs, project schedule, requirements docs, risk register, stakeholder register, EEFs and OPAs
  • Tools and techniques: expert judgment, Data representation, hierarchical charts, responsibility assignment matrix (RAM), Text-oriented theory, meetings
  • Outputs: Resource management plan, Team charter, Project docs updates, assumption log, risk register
47
Q

Halo effect

A
  • one positive attribute of a person influences a decision based solely on the perception
48
Q

ITTOs Estimate Activity Resources

A
  • inputs: PM plan, resource management plan, scope baseline, project docs, activity attributes, activity list, assumption log, cost estimates, resource calendars, risk register, EEFs and OPAs
  • tools and techniques: expert judgment, bottom-up estimating, analogous estimating, parametric estimating, data analysis, alternative analysis, PMIs, meetings
  • outputs: resources requirements, basis of estimates, resource breakdown structure, project documents updates, activity attributes, assumption log, lessons learned register
49
Q

ITTOs Acquire Resources

A
  • inputs: PM plan, resource management plan, procurement management plan, cost baseline, Project docs, project schedule, resource calendars, resource requirements, stakeholder register, EEFs and OPAs
  • tools and techniques: Decision making, Multicriteria decision analysis, interpersonal and team skills, negotiation, pre-assignment, virtual teams
  • outputs: physical resource assignments, project team assignments, resource calendars, change requests, PM plan updates, resource management plan updates, cost baseline updates, project docs updates, lessons learned register, project schedule, resource breakdown structure, resource requirements, risk register, stakeholder register, EEFs and OPAs updates
50
Q

ITTOs Develop Project Team

A
  • inputs: PM plan, resource management plan, Project docs, lessons learned register, project schedule, project ream assignments, resource calendars, team charter, EEFs and OPAs
  • tools and techniques: Colocation aka tight matrix, virtual teams, communication technology, interpersonal and team skills, conflict management, influencing, motivation, team building, recognition and rewards, training, individual and team assessments, meetings
  • outputs: team performance assessments, change requests, PM plan updates, resource management plan, project docs updates, lessons learned register, project schedule, project team assignments, resource calendars, team charter, EEFs and OPAs updates
51
Q

Team Building Activities

A
  • training the project team
  • team involvement during the planning processes
  • defining rules for handling team disagreements
  • offsite activities
  • quick team involvement activities
  • activities to improve interpersonal skills and form relationships
52
Q

Bruce Tuckman five phases to team development

A
  1. forming: team comes together and high-level formation happens
  2. storming: possible hostility toward the project leader, challenge ideas, debate varies depending on if project team is willing to work together
  3. norming: team accepts their roles and project begins to product work and settle, rely on one another complete their project assignments
  4. performing: team acts cohesively and performs well together following the leaders and achieving results, once reach performing stage, team trust one another and work well together, issues and problems are resolved quickly and effectively
  5. adjourning: team is temporarily and they go on to other activities, disbanded
53
Q

general management skills in resource management

A
  • leading
  • communicating and active listening
  • negotiating: for scope, cost, terms, assignments, and resources
  • problem-solving: ability to confront and solve problems
  • influencing: use their influence to get things done
54
Q

completing assessments

A
  • team members need feedback
  • organizational policies and procedures
  • labor contracting requirements and qualifies for appraisals
  • 360- degree feedback appraisal: everyone not just PM participates, peers, supervisors, managers, subordinates
  • training: formal education, classroom training, on the job training, cross-training
  • goals of assessments: improvements in skills to perform assignments more effectively, improvements in competencies that help team members perform, reduced staff turnover rate, increased team cohesiveness
55
Q

ITTOs Managing Project Team

A
  • inputs: PM plan, resource management plan, project docs, issue log, lessons learned register, project team assignments, team charter, work performance reports, team performance assessments, EEFs and OPAs
  • Tools and techniques: interpersonal and team skills, conflict management, decision making, emotional intelligence, leadership, PMIs
  • outputs: change requests, PM plan updates, resource management plan, schedule baseline, cost baseline, project docs updates, issue log, lessons learned register, EEFs updates
56
Q

conflict resolution/solving problems

A
  • collaborative/problem solving: preferred approach work together to get the best outcome, does not matter who is right or wrong
  • forcing/directing: people with authority do it their way
  • compromising/reconcile: both people have to give up something
  • withdrawal/avoiding: leave or avoid the argument, do whatever you want i don’t care, yield lose
  • smoothing/accommodating: downplay the differences, let us get the work done play the issue
57
Q

management styles

A
  • autocratic: pm makes all decisions
  • democratic: project team involved with the decisions
  • laissez-faire: pm allows the team to lead and make decisions
  • exceptional: pm manages by exception (reactive)
58
Q

five project management powers

A
  1. expert experienced: you are experienced
  2. reward incentive: power to reward
  3. formal positional: only by name
  4. coercive threatened: team feels threaten by punishment
  5. referent references: work with before or refer to someone else authority
59
Q

ITTOs Controlling Resources

A
  • controlling physical resources, delayed physical resources, controlling resource allocation, defects and controlling resources, human and physical concerns
  • inputs: PM plan, resource management plan, project documents, issue log, lessons learned register, physical resource assignments, project schedule, resource breakdown structure, risk register, work performance data, agreements, OPAs
  • tools and techniques: data analysis, alternative analysis, cost-benefit analysis, performance reviews, trend analysis, problem-solving, interpersonal and team skills, negotiation, influencing, PMIs
  • outputs: work performance information, change requests, PM plan updates, resource management plan, schedule baseline, cost baseline, Project docs updates, assumption log, issue log, lessons learned register, physical resource assignments, resource breakdown structure, risk register
60
Q

Six steps resource management problem solving

A

1. identify the problem: specify the problem

  1. define the problem: break it into manageable problems
  2. investigate: gather data
  3. analyze data: root cause analysis
  4. solve: choose a solution from available ones
  5. check the solution: has the problem been fixed?

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