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
2
Q
Stakeholders
A
- May have PM signoff
- Verify scope and deliverables
- Provide requirements
- May be part of change control
3
Q
Functional Manager
A
- Provides resources
- Participates in initial planning
- Addresses team member performance
4
Q
Project Manager
A
- May contribute to charter
- Responsible for all aspects of the project
- Ultimately responsible for success or failure
5
Q
Portfolio Manager
A
- Responsible for portfolio governance
- Ensure that projects meet strategic goals
- Engages senior executives
- Drives highest ROI
6
Q
Program Manager
A
- Offers guidance
- Oversight capacity over projects
7
Q
Project Team
A
- Translates requirements into technical specs
- Defines WBS
- Identifies dependencies
- Provide estimates
- Resolve disputes
- Complies with standards
- Recommends improvements
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)
9
Q
Org Charts
A
- Organizational breakdown chart
- critical for identifying management hierarchies and potential escalation paths
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
11
Q
HR EEFs
A
- need to be addressed thoroughly to identify negatively impacted stakeholders
12
Q
HR OPAs
A
- standardized matrices
13
Q
RACI
A
- Roles and responsibilities matrix
- Responsible, Accountable, Consult, Inform
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
15
Q
Halo effect
A
- cognitive bias
- because a resource is good at one thing, they are good at another
- Edward Thorndike
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
Maslow's Hierarchy of Needs
- People are motivated to fulfill basic needs first
26
Herzberg's Hygiene Theory
- Looks at motivators and hygiene factos
- motivators cause satisfaction
- hygiene factors cause dissatisfaction
- KITA factors (Kick, In, The, Ass)
27
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
28
Achievement Theory
- Most people possess and exhibit a combination of all three motivational characteristics
- Achievement, Power and Affiliation
- David McClelland
29
nAffil
- Friendship
- Cooperation
- Mutual understanding
30
nPow
- In charge
- Competition
- Status
31
nAch
- Personal Responsibility
- Feedback
- Moderat risk
- Make the best leaders
32
Theory X
- assumes employees are inherently lazy
| - Douglas McGregor
33
Theory Y
- assumes employees may be ambitous and self-motivated
| - Douglas McGregor
34
Theory Z
- promotes stable employment, high productivity and high employee morale and satisfaction
- job for life
- Ouchi
35
Situational Leadership
- Situational continuum (immature to mature)
- Directing/Telling
- Coaching/Selling
- Supporting/Participating
- Delegating
- Paul Hersey and Ken Blanchard
36
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
37
Causes of Conflict
- Schedule
- Project priority
- Resources
- Technical opinions
- Admnistrative overhead
- Cost
- Personality
38
Conflict resolution methods
- Confrontation (best)
- Collaboration (next best)
- Compromise
- Smoothing
- Withdrawing
- Forcing (worst)
- Decided by the PM
39
Key conflict resolution skills
- Leadership
- Influencing
- Effective decision making
