Resources Flashcards
Responsibility Assignment Matrix (RAM)
It shows the connections between work packages or activities and project team members. This provides clarity and reduces confusion about who should do the work.
RACI
Responsible, accountable, consulted, informed
Team charter
A document that establishes the team values, agreements, and operating guidelines. (mission, vision, roles, responsibilities, stakeholders, values, decision process, conflict process, and team ceremonies)
Tuckman’s ladder
Model that focuses on the way in which a team works, from the initial formation of the team through to the completion of the project. Forming Storming Norming Performing Adjourning
Forming
Team members meet and learn about their roles and responsibilities, starting out more independent and individual.
Storming
The team works together and discovers each other’s working styles. Conflicts may arise, disagreements and clashes.
Norming
Resolved conflicts have built greater intimacy and co-operation.
Performing
Team members focus on achieving their goal and reach higher levels of success.
Adjourning
With the goal complete, the team wraps up and moves on to other projects.
Smooth/accommodate (conflict resolution)
Emphasizing areas of agreement rather than areas of difference, conceding your position to the needs of others to maintain harmony. Lose-win situation.
Compromise/reconcile (conflict resolution)
Searching for solutions that bring satisfaction to all parties to resolve the conflict. Lose-lose situation.
Force/direct (conflict resolution)
Pushing your viewpoint at the expense of others enforced through a power position to resolve an emergency. Win-lose situation.
Collaborate/problem solve (conflict resolution)
Incorporating multiple viewpoints and insights from differing perspectives. Win win situation.
Maslow’s hierarchy of needs
People and team members need to meet these needs from bottom to top; if the previous level isn’t met, you can’t move on.
Herzberg’s Theory of motivation
People unknowingly operate on hygiene factors *job security, fairness of salary, etc. Motivational - recognition, achivement, etc.
Theory x
Team is lazy, avoid work if they can, little motivation.
Theory y
Team believes and takes pride in their work and see their work as a challenge.
Withdraw/avoid
retreat from a conflict situation actual or potential (post pone the issue)
Smooth/accommodate
Emphasizing areas of agreement rather than areas of difference. Conceding your position to the needs of others - lose/win
Compomise/reconcile
Search for solutions that bring satisfaction to all parties in order to resolve the conflict - lose/lose
Force/direct
Pushing your viewpoint at the expense of others with postion of power- win/lose
Collaborate/problem solve
Incorporating multiple viewpoints and insights from differing perspectives. Requires cooperation, open dialogue, consensus, and commitment. -win/win
