Project Resources Management

Question 1

Authority power

Answer 1

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 2

Coercive power

Answer 2

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

Question 3

Collective bargaining agreement constraints

Answer 3

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

Question 4

Vroom’s Expectancy Theory

Answer 4

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 5

Expert power

Answer 5

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

Question 6

Forcing power

Answer 6

The person with the power makes the decision.

Question 7

Forming

Answer 7

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 8

Herzberg’s Theory of Motivation

Answer 8

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

Question 9

Maslow’s Hierarchy of Needs

Answer 9

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

Question 10

McClelland’s Theory of Needs

Answer 10

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 11

McGregor’s Theory of X and Y

Answer 11

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 12

Multicriteria Decision Analysis

Answer 12

A method to rate potential project team

members based on criteria such as education, experience, skills, knowledge, and more.

Question 13

Ouchi’s Theory Z

Answer 13

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 14

RACI chart

Answer 14

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

Question 15

Referent power

Answer 15

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 16

Resource breakdown structure (RBS)

Answer 16

This hierarchical chart can decompose the

project by the type of resources used throughout it.

Question 17

Responsibility assignment matrix (RAM)

Answer 17

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

Question 18

Resource management plan

Answer 18

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 19

Storming

Answer 19

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 20

Technical interfaces

Answer 20

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 21

Withdrawal

Answer 21

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