Resource Management Flashcards
1
Q
Organizational vs. Resource Breakdown Structure
A
- OBS: can be used to assign project responsibilities (work packages) to departments within the organization
- RBS: hierarchical list of team and physical resources related by category and resource type
2
Q
Process “Plan Resource Management”
A
- Goal: define how to estimate, acquire, manage and use team and physical resources
- Inputs: Project charter, PMplan (quality mgmt plan, scope baseline), project documents (project schedule, req documentation, risk reg, stakeholder reg), EEFs, OPAs
- Tools+Techniques: Expert judgment, data representation (hierarchical charts, RAM, text-oriented formats), Organizational theory, meetings
- Outputs: Resource mgmt plan, team charter, project documents updates (assumpt log, risk reg)
3
Q
Process “Estimate Activity Resources”
A
- Goal: estimate team resources and the type and quantities of materials, equipment and supplies necessary to perform project work
- Inputs: PMplan (resource mgmt plan, scope baseline), Project documents (activity attributes and list, assump log, cost estimates, resource calendars, risk reg), EEFs, OPAs
- Tools+Techniques: Expert judgment; bottom-up, analogous and parametric estimating; Alt. analysis; PMIS; meetings
- Outputs: resource requirements, basis of estimates, RBS, Project documents updates (activity attributes, assumpt log, lessons learned reg)
4
Q
Process “Acquire Resources”
A
- Goal: obtain team members, facilities, equipment, materials, suppliers, and other resources necessary to complete project work
- Inputs: PMplan (resource and procurement mgmt plan, cost baseline), Project documents (project schedule, resource calendar, resource reqs, stakeholder reg.), EEFs, OPAs
- Tools+Techniques: Multicriteria decision analysis, Interpersonal & Team Skills (Negotiation), Pre-assignment, virtual teams
- Outputs: Physical resource assignments, project team assignments, resource calendars, CRs, PMplan updates (resource mgmt plan, cost baseline), Project documents updates (lessons learned reg, project schedule, RBS, resource reqs, risk reg, stakeholder reg.), EEF and OPA updates
5
Q
Process “Develop Team”
A
- Goal: improve competencies, team member interaction and the overall team environment to enhance project performance
- Inputs: resource mgmt plan, Project docs (lessons learned reg, project schedule, project team assignments, resource calendars, team charter), EEFs, OPAs
- Tools+Techniques: Colocation, virtual teams, communication technology, interpersonal & team skills (conflict mgmt, influencing, motivation, negotiation, team building), rec & rewards, trainings, individual and team assessments, meetings
- Outputs: team performance assessments, CRs, updates to resource mgmt plan, project docs updates (lessons learned reg, project schedule, project team assignments, resource calendars, team charter), EEF and OPA updates
6
Q
Process “Manage Team”
A
- Goal: track team members performance, providing feedback, resolving issues, and managing team chances to optimize team performance
- Inputs: Resource mgmt plan, project docs (issue log, lessons learned reg, project team assignments, team charter), work performance reports, team performance assessments, EEFs, OPAs
- Tools+Techniques: Interpersonal and team skills (conflict mgmt, EI, decision making, influencing, leadership), PMIS
- Outputs: CRs, PMplan updates (resource mgmt plan, schedule and cost baseline), Project documents updates (issue logs, lessons learned reg, project team assignments), EEFs updates
7
Q
Process “Control Resources”
A
- Goal: ensure that the physical resources assigned and allocated to the project are available as planned, and monitor the planned versus actual utilization of resources and take corrective actions.
- Inputs: resource mgmt plan, project docs (issue log, lessons learned reg, physical resource assignments, project schedule, RBS, resource reqs, risk reg), work performance data, agreements, OPAs
- Tools+Techniques: Data analysis (Alt., cost-benefit and trend analysis, performance reviews), problem solving, interpersonal and team skills (negotiation, influencing), PMIS
- Outputs: work performance info, CRs, PMplan updates (resource mgmt plan, schedule and cost baseline), project documents updates (assumpt and issue log, lesson learned and risk reg, physical resource assignments, RBS)
8
Q
Organizational theory
A
- provides information regarding the way n which people, teams and org units behave.
- analysis and use of common organizational techniques helps develop effective resource mgmt policies and procedures
9
Q
Resource mgmt plan (components)
A
Human resources -identification of human resource reqs -roles and responsibilities -project org charts -process for acquiring human resources -training, team development, recognition (goals, what, when) -safety -release Physical Resources -identification of physical resource reqs -process for acquiring physical resources -inventory mgmt -release of resources
10
Q
Team charter
A
document that establishes team values, agreements, and operating guidelines for the team
- team values
- communication guidelines
- decision making criteria and process
- conflict resolution process
- meeting guidelines
- team agreements
11
Q
Virtual teams
A
groups of people with a shared goal who fulfill their roles with little or no time spent meeting face-to-face.
12
Q
Colocation
A
placing man you all of the most active project team members in the same physical location to enhance their ability to perform as a team (can be temporary e.g. at strategically important times or permanent)
13
Q
Team performance assessments
A
formal or informal assessments of the project team’s effectiveness with indicator such as:
- improvements in skills that allow individuals to perform assignments more effectively
- improvements in competencies that help team members to perform better as a team
- reduce staff turnover rate
- increased team cohesiveness where team members share information and help each other
14
Q
Theory of X and Y
A
McGregor proposed two theories by which managers perceive and address employee motivation:
- Theory X: Managers believe employees are incapable, avoid responsibility, and avoid work whenever possible so they have to be watched every minute. The primary source of employee motivation is monetary, with security as a strong second.
- Theory Y: Managers believe that people are willing to work without supervision and want to achieve. They believe employees can direct their own efforts.
15
Q
Maslow’s hierarchy of needs
A
Physiological: air, water, food
Safety: security, stability, freedom from harm
Social: love, affection, approval, friends
Esteem: accomplishment, respect, attention, appreciation
Self-actualization: self-fulfillment, growth, learning
16
Q
McClelland’s Theory of Needs
A
states that people are most motivated by one of three needs:
- achievement: people that like recognition -> give them challenging but achievable projects
- affiliation: people work best when cooperating with others -> seek approval rather than recognition
- power: people that like to organize and control or influence others
17
Q
Herzberg’s Two-Factor Theory
A
- Hygiene factors can demotivate (if poor) but not motivate, e.g. working conditions, salary, relationships at work, security
- Motivating agents: work itself is motivating, including factors like responsibility, self-actualization, professional growth, recognition
18
Q
Conflict resolution techniques
A
- withdraw/avoid: retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others
- smooth/accommodate: emphasizing areas of agreement rather than difference, conceding one’s position to the needs of others to maintain harmony and relationships
- compromise/reconcile: searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict (occasionally results in lose-lose)
- force/direct: pushing one’s viewpoint at the expense of others; usually resolved though a power position to resolve an emergency (often win-lose situation)
- collaborate/problem-solve: incorporate multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment (can result in win-win)
19
Q
Emotional intelligence
A
ability to identify, assess, and manage the personal emotions of oneself and other people
20
Q
Powers of the project manager
A
How do I get the team and stakeholders to cooperate and perform?
- Formal/legitimate: power is based on position, title, etc.
- Reward: power stems from the ability to give rewards
- Penalty/coercive: power stems from the ability to penalize team members
- Expert: power comes from being the technical or project management expert
- Referent: power comes from another person liking you, respecting you, or wanting to be like you (power of charisma and fame).
21
Q
Problem solving steps
A
- Identify/specify the problem
- Define the problem (break it down)
- Investigate (collect data)
- Analyze (find root cause)
- Solve
- Check the solution
22
Q
arbitration
A
neutral party hears and resolves the dispute
23
Q
fringe benefits vs perks (perquisites)
A
- fringe benefits: standard benefits fromally given to all employees e.g. insurance, profit sharing, etc.
- perks: special rewards given to some employees, such as assigned parking spaces, corner offices, executive dining
24
Q
Halo effect
A
cognitive bias in which our overall impression of a person influences how we feel and think about his or her character.
e.g. person is good at programming, let’s promote him to be a manager
