Study Cards - Chapter 9 Flashcards
Project sponsor
- 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
Stakeholders
- May have PM signoff
- Verify scope and deliverables
- Provide requirements
- May be part of change control
Functional Manager
- Provides resources
- Participates in initial planning
- Addresses team member performance
Project Manager
- May contribute to charter
- Responsible for all aspects of the project
- Ultimately responsible for success or failure
Portfolio Manager
- Responsible for portfolio governance
- Ensure that projects meet strategic goals
- Engages senior executives
- Drives highest ROI
Program Manager
- Offers guidance
- Oversight capacity over projects
Project Team
- Translates requirements into technical specs
- Defines WBS
- Identifies dependencies
- Provide estimates
- Resolve disputes
- Complies with standards
- Recommends improvements
Roles and responsibilities
- assigned to people or groups
- roles can be documented in a Responsibility Assignment Matrix
- RACI chart (Responsible, Accountable, Consult, Inform)
Org Charts
- Organizational breakdown chart
- critical for identifying management hierarchies and potential escalation paths
Staffing Management Plan
- describes how human resource requirements will be met
- staff acquisition
- Resource calendars
- staff release plan
- training
- recognition and rewards
- compilance
- safety
HR EEFs
- need to be addressed thoroughly to identify negatively impacted stakeholders
HR OPAs
- standardized matrices
RACI
- Roles and responsibilities matrix
- Responsible, Accountable, Consult, Inform
Staffing management plan
- All needed resources
- When they are needed
- When they roll-off the project
- Any gaps
- Training needs
- contains resource histogram and staffing release plan
Halo effect
- cognitive bias
- because a resource is good at one thing, they are good at another
- Edward Thorndike
Team performance assessments
- evaluate the entire team for the project as a whole
- primary output of the Develop Project Team process
Project performance appraisals
- an evaluation of individual performance
- tool and technique of Manage Project Team
Legitimate authority
- assigned by senior management
- outlined in charter
Reward authority
- PM can issue rewards for exceptional job performance
- one of the best types of authority
Penalty authority
- PM can issue penalties for poor performance
Expert authority
- you are an expert in your area
- one of the best types of authority
Referent authority
- charisma, personality and leadership
Representative authority
- elected by the team to serve their needs and interests
Tuckman Model
- Forming, Storming, Norming, Performing, Adjourning
Maslow’s Hierarchy of Needs
- People are motivated to fulfill basic needs first
Herzberg’s Hygiene Theory
- Looks at motivators and hygiene factos
- motivators cause satisfaction
- hygiene factors cause dissatisfaction
- KITA factors (Kick, In, The, Ass)
Expectancy Theory
- performance and motivation must be linked
- Expectancy: leads to specific outcome
- Instrumentality: leads to valued outcomes
- Valence: the importance placed on outcomes
- Vroom
Achievement Theory
- Most people possess and exhibit a combination of all three motivational characteristics
- Achievement, Power and Affiliation
- David McClelland
nAffil
- Friendship
- Cooperation
- Mutual understanding
nPow
- In charge
- Competition
- Status
nAch
- Personal Responsibility
- Feedback
- Moderat risk
- Make the best leaders
Theory X
- assumes employees are inherently lazy
- Douglas McGregor
Theory Y
- assumes employees may be ambitous and self-motivated
- Douglas McGregor
Theory Z
- promotes stable employment, high productivity and high employee morale and satisfaction
- job for life
- Ouchi
Situational Leadership
- Situational continuum (immature to mature)
- Directing/Telling
- Coaching/Selling
- Supporting/Participating
- Delegating
- Paul Hersey and Ken Blanchard
Conflict
- 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
Causes of Conflict
- Schedule
- Project priority
- Resources
- Technical opinions
- Admnistrative overhead
- Cost
- Personality
Conflict resolution methods
- Confrontation (best)
- Collaboration (next best)
- Compromise
- Smoothing
- Withdrawing
- Forcing (worst)
- Decided by the PM
Key conflict resolution skills
- Leadership
- Influencing
- Effective decision making
