Review - Chapter 9 Flashcards
Project Resource Management
Includes the processes required to make the most effective use of the human and physical resources involved with a project.
Processes of Project Resource Management
- Planning and Resource Management
- Estimating Activity Resources
- Acquiring Resources
- Developing the Project Team
- Managing the Project Team
Intrinsic Motivation
Causes people to participate in an activity for their own enjoyment.
Extrinsic Motivation
Causes people to do something for a reward or to avoid a penalty.
Maslow’s Heirarchy of Needs
- Self Actualization
- Esteem
- Social
- Safety
- Physiological
Power
The ability to influence behavior to get people to do things they would not otherwise do.
Coercive Power
Involves using negative approaches to get people to do things they do not want to do.
Legitimate Power
Getting people to do things based on a position of authority.
Expert Power
Involves using personal knowledge and expertise to get people to change their behavior.
Reward Power
Involves using incentives to induce people to do things.
Referent Power
Based on a person’s own charisma.
Synergy
The concept that the whole is equal to more than the sum of its parts.
Mirroring
Matching certain behaviors of the other person to establish rapport.
Rapport
A relation harmony, conformity, accord, or affinity.
Emotional Intelligence
Knowing and managing one’s own emotions and understanding the emotions of others for improved performance.
Deputy Project Managers
Fill in for project managers in their absence and assist them as needed.
Subproject Managers
Are responsible for managing the subprojects into which a large project might be divided.
Framework for Defining and Assigning Work
- Finalizing the project requirements
- Defining how the work will be accomplished
- Breaking down the work into manageable elements
- Assigning work responsibilities
Organizational Breakdown Structure (OBS)
A specific type or organizational chart that shows which organizational units are responsible for which work terms.
Responsibility Assignment Matrix (RAM)
Maps the work of a project (WBS) to the people responsible for performing the work (OBS).
Staffing Management Plan
Describes when and how people will be added to the project team and taken off it.
Resource Histogram
A column chart that shows the number of resources assigned to a project over time.
Team Charter
Used to help promote teamwork and clarify team communications.
Resource Breakdown Structure
A hierarchical structure that identifies the project’s resources by category and type.
Resource Loading
Refers to the amount of individual resources that an existing schedule requires during specific time periods.
Overallocation
Not enough resources are available to perform the assigned work during a given time period.
Resource Leveling
A technique for resolving resource conflicts by delaying tasks.
Main goal of Team Development
To help people work together more effectively to improve project performance.
Tuckman Model (Five stages) of Team Development
- Forming
- Storming
- Norming
- Performing
- Adjourning
Confrontation Mode
PMs face a conflict directly using a problem-solving approach that allows affected parties to work through their disagreements.
Smoothing Mode
PM deemphasizes/avoids areas of differences and emphasizes areas of agreement.
Compromise Mode
PMs use a give-and-take approach to resolving conflicts.
Forcing Mode
The win/lose approach to conflict resolution.
Withdrawal Mode
PMs react or withdraw from an actual or potential disagreement.
Collaborating Mode
Decision makers incorporate different viewpoints and insights to develop consensus and commitment.
Groupthink
Conformance to the values or ethical standards of a group - if there are no conflicting viewpoints on various aspects of a project.
