Project+ Study Notes 18 Flashcards
This doesn’t mean they’re bad resources, but it generally means they don’t have skill sets needed or, worse, they may have abrasive personalities or a history of conflicts with other team members.
low-quality resources
when your organization has only one person or one physical resource that can perform a task, you will be dealing with overallocation issues.
Benched resources are those who have typically finished a project and are not yet assigned to a new project or have a time gap between the finish and start of the new project. Benched resources are costly to the organization because, well, they’re being paid to sit around and wait for the next assignment. This scenario typically occurs in a projectized organization.
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occur when you need the completed deliverables from one project in order to work on the current project.
Interproject dependencies
Choosing or acquiring team members with the right skills and demeanor is important to the success of your project. Project staff might come from inside (often referred to as in-house resources) or outside the organization. They may also come from remote locations. Resources located in other parts of the company, or other parts of the world, sometimes feel disconnected from the project team. When possible, you should collocate the resources; that is, you can bring them all together physically so they work in the same location.
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organization breakdown structure (OBS). This form of organization chart shows the departments, work units, or teams within an organization (rather than individuals) and their respective work packages.
resource breakdown structure (RBS) is another type of hierarchical chart that breaks down the work of the project according to the types of resources needed. For example, you might have painters, carpenters, and electricians as resource types on the RBS.
responsibility assignment matrix (RAM) is a matrix-based chart that maps your WBS elements to the required resources.
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These are used to show the types of resources and the responsibility they each have on the project. A ??? is usually depicted as a chart with resource names (or the individual names of team members) listed in each row and work elements such as milestones or work packages listed as the columns. Indicators in the intersections show where the resources are needed.
RACI Chart
Whatever format you choose to document the roles and responsibilities, the intent is to be as clear and precise as possible in defining the key areas of accountability for each team member. Roles and responsibilities may change over the course of the project, so be sure to update this document as needed.
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is the beginning stage of team formation, when all the members are brought together, introduced, and told the objectives of the project. This is where team members learn why they’re working together. During this stage, team members tend to be formal and reserved and take on an “all-business” approach.
Forming
is where the action begins. Team members become confrontational with each other as they begin vying for position and control during this stage. They’re working through who is going to have the most influence and they’re jockeying for status.
Storming
is where things begin to calm down. Team members know each other fairly well by now. They’re comfortable with their positions in the team, and they begin to deal with project problems instead of people problems. Decisions are made jointly at this stage, and team members exhibit mutual respect and familiarity with one another.
Norming
