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Project Management > Study Cards - Chapter 9 > Flashcards

Study Cards - Chapter 9 Flashcards

1
Q

Project sponsor

A
  • Protects the team from external influences
  • Provides funding
  • Approves charter and PM plan
  • Sets priorities
  • Identifies PM and authority level
  • Approves and rejects changes
  • Formally accepts deliverables
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2
Q

Stakeholders

A
  • May have PM signoff
  • Verify scope and deliverables
  • Provide requirements
  • May be part of change control
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3
Q

Functional Manager

A
  • Provides resources
  • Participates in initial planning
  • Addresses team member performance
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4
Q

Project Manager

A
  • May contribute to charter
  • Responsible for all aspects of the project
  • Ultimately responsible for success or failure
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5
Q

Portfolio Manager

A
  • Responsible for portfolio governance
  • Ensure that projects meet strategic goals
  • Engages senior executives
  • Drives highest ROI
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6
Q

Program Manager

A
  • Offers guidance

- Oversight capacity over projects

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7
Q

Project Team

A
  • Translates requirements into technical specs
  • Defines WBS
  • Identifies dependencies
  • Provide estimates
  • Resolve disputes
  • Complies with standards
  • Recommends improvements
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8
Q

Roles and responsibilities

A
  • assigned to people or groups
  • roles can be documented in a Responsibility Assignment Matrix
  • RACI chart (Responsible, Accountable, Consult, Inform)
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9
Q

Org Charts

A
  • Organizational breakdown chart

- critical for identifying management hierarchies and potential escalation paths

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10
Q

Staffing Management Plan

A
  • describes how human resource requirements will be met
  • staff acquisition
  • Resource calendars
  • staff release plan
  • training
  • recognition and rewards
  • compilance
  • safety
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11
Q

HR EEFs

A
  • need to be addressed thoroughly to identify negatively impacted stakeholders
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12
Q

HR OPAs

A
  • standardized matrices
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13
Q

RACI

A
  • Roles and responsibilities matrix

- Responsible, Accountable, Consult, Inform

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14
Q

Staffing management plan

A
  • All needed resources
  • When they are needed
  • When they roll-off the project
  • Any gaps
  • Training needs
  • contains resource histogram and staffing release plan
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15
Q

Halo effect

A
  • cognitive bias
  • because a resource is good at one thing, they are good at another
  • Edward Thorndike
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16
Q

Team performance assessments

A
  • evaluate the entire team for the project as a whole

- primary output of the Develop Project Team process

17
Q

Project performance appraisals

A
  • an evaluation of individual performance

- tool and technique of Manage Project Team

18
Q

Legitimate authority

A
  • assigned by senior management

- outlined in charter

19
Q

Reward authority

A
  • PM can issue rewards for exceptional job performance

- one of the best types of authority

20
Q

Penalty authority

A
  • PM can issue penalties for poor performance
21
Q

Expert authority

A
  • you are an expert in your area

- one of the best types of authority

22
Q

Referent authority

A
  • charisma, personality and leadership
23
Q

Representative authority

A
  • elected by the team to serve their needs and interests
24
Q

Tuckman Model

A
  • Forming, Storming, Norming, Performing, Adjourning
25
Q

Maslow’s Hierarchy of Needs

A
  • People are motivated to fulfill basic needs first
26
Q

Herzberg’s Hygiene Theory

A
  • Looks at motivators and hygiene factos
  • motivators cause satisfaction
  • hygiene factors cause dissatisfaction
  • KITA factors (Kick, In, The, Ass)
27
Q

Expectancy Theory

A
  • performance and motivation must be linked
  • Expectancy: leads to specific outcome
  • Instrumentality: leads to valued outcomes
  • Valence: the importance placed on outcomes
  • Vroom
28
Q

Achievement Theory

A
  • Most people possess and exhibit a combination of all three motivational characteristics
  • Achievement, Power and Affiliation
  • David McClelland
29
Q

nAffil

A
  • Friendship
  • Cooperation
  • Mutual understanding
30
Q

nPow

A
  • In charge
  • Competition
  • Status
31
Q

nAch

A
  • Personal Responsibility
  • Feedback
  • Moderat risk
  • Make the best leaders
32
Q

Theory X

A
  • assumes employees are inherently lazy

- Douglas McGregor

33
Q

Theory Y

A
  • assumes employees may be ambitous and self-motivated

- Douglas McGregor

34
Q

Theory Z

A
  • promotes stable employment, high productivity and high employee morale and satisfaction
  • job for life
  • Ouchi
35
Q

Situational Leadership

A
  • Situational continuum (immature to mature)
  • Directing/Telling
  • Coaching/Selling
  • Supporting/Participating
  • Delegating
  • Paul Hersey and Ken Blanchard
36
Q

Conflict

A
  • forces a serch for alternative solutions
  • is a team issue
  • is resolved by openness
  • resolution focuses on issues not personalities
  • resolution focuses on present, not the past
37
Q

Causes of Conflict

A
  • Schedule
  • Project priority
  • Resources
  • Technical opinions
  • Admnistrative overhead
  • Cost
  • Personality
38
Q

Conflict resolution methods

A
  • Confrontation (best)
  • Collaboration (next best)
  • Compromise
  • Smoothing
  • Withdrawing
  • Forcing (worst)
  • Decided by the PM
39
Q

Key conflict resolution skills

A
  • Leadership
  • Influencing
  • Effective decision making

Project Management (28 decks)

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