Review - Chapter 9

Question 1

Project Resource Management

Answer 1

Includes the processes required to make the most effective use of the human and physical resources involved with a project.

Question 2

Processes of Project Resource Management

Answer 2

1. Planning and Resource Management
2. Estimating Activity Resources
3. Acquiring Resources
4. Developing the Project Team
5. Managing the Project Team

Question 3

Intrinsic Motivation

Answer 3

Causes people to participate in an activity for their own enjoyment.

Question 4

Extrinsic Motivation

Answer 4

Causes people to do something for a reward or to avoid a penalty.

Question 5

Maslow’s Heirarchy of Needs

Answer 5

5. Self Actualization
6. Esteem
7. Social
8. Safety
9. Physiological

Question 6

Power

Answer 6

The ability to influence behavior to get people to do things they would not otherwise do.

Question 7

Coercive Power

Answer 7

Involves using negative approaches to get people to do things they do not want to do.

Question 8

Legitimate Power

Answer 8

Getting people to do things based on a position of authority.

Question 9

Expert Power

Answer 9

Involves using personal knowledge and expertise to get people to change their behavior.

Question 10

Reward Power

Answer 10

Involves using incentives to induce people to do things.

Question 11

Referent Power

Answer 11

Based on a person’s own charisma.

Question 12

Synergy

Answer 12

The concept that the whole is equal to more than the sum of its parts.

Question 13

Mirroring

Answer 13

Matching certain behaviors of the other person to establish rapport.

Question 14

Rapport

Answer 14

A relation harmony, conformity, accord, or affinity.

Question 15

Emotional Intelligence

Answer 15

Knowing and managing one’s own emotions and understanding the emotions of others for improved performance.

Question 16

Deputy Project Managers

Answer 16

Fill in for project managers in their absence and assist them as needed.

Question 17

Subproject Managers

Answer 17

Are responsible for managing the subprojects into which a large project might be divided.

Question 18

Framework for Defining and Assigning Work

Answer 18

1. Finalizing the project requirements
2. Defining how the work will be accomplished
3. Breaking down the work into manageable elements
4. Assigning work responsibilities

Question 19

Organizational Breakdown Structure (OBS)

Answer 19

A specific type or organizational chart that shows which organizational units are responsible for which work terms.

Question 20

Responsibility Assignment Matrix (RAM)

Answer 20

Maps the work of a project (WBS) to the people responsible for performing the work (OBS).

Question 21

Staffing Management Plan

Answer 21

Describes when and how people will be added to the project team and taken off it.

Question 22

Resource Histogram

Answer 22

A column chart that shows the number of resources assigned to a project over time.

Question 23

Team Charter

Answer 23

Used to help promote teamwork and clarify team communications.

Question 24

Resource Breakdown Structure

Answer 24

A hierarchical structure that identifies the project’s resources by category and type.

Question 25

Resource Loading

Answer 25

Refers to the amount of individual resources that an existing schedule requires during specific time periods.

Question 26

Overallocation

Answer 26

Not enough resources are available to perform the assigned work during a given time period.

Question 27

Resource Leveling

Answer 27

A technique for resolving resource conflicts by delaying tasks.

Question 28

Main goal of Team Development

Answer 28

To help people work together more effectively to improve project performance.

Question 29

Tuckman Model (Five stages) of Team Development

Answer 29

1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning

Question 30

Confrontation Mode

Answer 30

PMs face a conflict directly using a problem-solving approach that allows affected parties to work through their disagreements.

Question 31

Smoothing Mode

Answer 31

PM deemphasizes/avoids areas of differences and emphasizes areas of agreement.

Question 32

Compromise Mode

Answer 32

PMs use a give-and-take approach to resolving conflicts.

Question 33

Forcing Mode

Answer 33

The win/lose approach to conflict resolution.

Question 34

Withdrawal Mode

Answer 34

PMs react or withdraw from an actual or potential disagreement.

Question 35

Collaborating Mode

Answer 35

Decision makers incorporate different viewpoints and insights to develop consensus and commitment.

Question 36

Groupthink

Answer 36

Conformance to the values or ethical standards of a group - if there are no conflicting viewpoints on various aspects of a project.