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PMI > Terms > Flashcards

Terms Flashcards

1
Q

General management skills

A

These include the application of accounting, procurement, sales and marketing, contracting, manufacturing logistics, strategic planning, human resource management, standards and regulations, and information technology

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2
Q

International and political environment

A

The consideration of the local and international laws, languages communication challenges, time zone differences, and other non-collocated issues that affect a project’s ability to progress.

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3
Q

Interpersonal skills

A

The ability to interact, lead, motivate, and manage people.

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4
Q

active listening

A

The message receiver restates what’s been said to fully understand and confirm the message and it provides an
opportunity for the sender to clarify the message if needed.

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5
Q

active problem solving

A

Active problem solving begins with
problem definition. Problem definition is the ability to discern between the cause and effect of the problem. Root-cause analysis looks beyond the immediate symptoms to the cause of the symptoms—which then affords opportunities for solutions.

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6
Q

avoiding power

A

The project manager refuses to act, get involved, or make decisions

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7
Q

charismatic leadership

A

The leader is motivating, has high energy, and inspires the team through strong convictions about what’s possible and what the team can achieve. Positive thinking and a can-do mentality are characteristics of a charismatic leader.

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8
Q

expert power

A

The project manager has deep skills and experience in a discipline (for example, years of working in IT helps an IT project manager better manage IT projects).

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9
Q

ingratiating power

A

The project manager aims to gain favour with the project team and stakeholders through flattery.

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10
Q

informational power

A

The individual has power and control of the data gathering and distribution of information.

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11
Q

interactional leadership

A

The leader is a hybrid of transactional, transformational and charismatic leaders. The interactional leader wants
the team to act, is excited and inspired about the project work, yet still holds the team accountable for their results.

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12
Q

guilt-based power

A

The project manager can make the team and stakeholders feel guilty to gain compliance in the project.

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13
Q

leadership

A

Leadership is about aligning, motivating, and inspiring the project team members to do the right thing, build trust, think
creatively, and to challenge the status quo.

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14
Q

laissez-faire leadership

A

The leader takes a “hands-off” approach to the project. This means the project team makes decisions, takes initiative in the actions, and creates goals. While this approach can provide autonomy, it can make the leader appear absent when it comes to project decisions.

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15
Q

management

A

Management utilizes positional power to maintain, administrate, control, and focus on getting things done without challenging the status quo of the project and organization.

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16
Q

media selection

A

Based on the audience and the message being sent, the media should be in alignment with the message

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17
Q

meeting management

A

Meetings are forms of communication. How the meeting is led, managed, and controlled all influence the message being delivered. Agendas, minutes, and
order are mandatory for effective
communications within a meeting.

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18
Q

personal or charismatic power

A

The project manager has a warm
personality that others like.

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19
Q

presentation

A

In formal presentations, the presenter’s oral and body language, visual aids, and handouts all influence the message being
delivered.

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20
Q

pressure-based power

A

The project manager can restrict choices to get the project team to perform and do the project work.

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21
Q

PMI Talent Triangle

A

Defines three areas of PDUs for PMI
certified professionals to maintain their certification. The PMI Talent Triangle includes technical project management, leadership, and strategic and business management.

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22
Q

positional power

A

The project manager’s power is because of the position she has as the project manager. This is also known as formal, authoritative, and legitimate power.

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23
Q

Professional Development Units (PDUs)

A

PDUs are earned after the PMP to
maintain the PMP certification. PMPs are required to earn 60 PDUs per three-year certification cycle. Of the 60 PDUs, a minimum of 35 hours must come from educational opportunities.

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24
Q

project manager

A

The role of leading the project team and managing the project resources to effectively achieve the objectives of the project.

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25
Q

punitive or coercive power

A

The project manager can punish the project team.

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26
Q

referent power

A

The project manager is respected or admired because of the team’s past experiences with the project manager. This is about the project manager’s credibility in the organization.

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27
Q

reward power

A

The project manager can reward the project team.

28
Q

sender-receiver models

A

Communication requires a sender and a receiver. Within this model may be multiple avenues to complete the flow of communication, but barriers to effective communication may be present as well.

29
Q

servant leadership

A

The leader puts others first and focuses on the needs of the people he serves. Servant leaders provide opportunity for growth, education, autonomy within the project, and the well-being of others. The primary focus of servant leadership is service to others.

30
Q

situational power

A

The project manager has power because of certain situations in the organization.

31
Q

style

A

The tone, structure, and formality of the message being sent should be in alignment with the audience and the content of the message.

32
Q

transactional leadership

A

The leader emphasizes the goals of the project and rewards and disincentives for the project team. This is sometimes called management by exception as it’s
the exception that is reward or punished.

33
Q

transformational leadership

A

The leader inspires and motivates the project team to achieve the project goals. Transformational leaders aim to empower the project team to act, be innovative in the project work, and accomplish through ambition.

34
Q

Functional Organizations (Structure)

A

• Sometimes called centralized organizations
• Clear division of business units • Project managers in a functional organization:
• Little authority and little autonomy
• Report to a functional manager
• Project coordinators or team leaders
• Part-time role
• Little or no administrative staff
• Functional manager manages the project budget

35
Q

Organic (Simple) Structure

A

• Work groups within the organization are flexible
• People work alongside one another regardless of their roles in the organization
◦ Project manager may have litte to no authority over ithe project resources • Resources dedicated to the project are low
• Owner of the organization will be the individual in charge of the budget
◦ Unlikely that the there’l be any administrative staff to help the project manager

36
Q

Multidivisional Structures

A

. Replication of functions for each division
• Sirhilar to the functional organization • Project manager will have’little authority . Project coordinator
• Resources for the project will be part time
• Could a part-time administrative staff • Functional manager manages project budget

37
Q

Weak Matrix (Structure)

A

• Team has a blend of departmental and project duties
• Project manager:
. Limited authority
• Management of a part-time project team
. Parttime
• Project coordinator or team leader
• Part-time administrative staff

◦ Functional manager manages the project budget

38
Q

Balanced Matrix (Structure)

A

• Project manager:
• Low to moderate amount of authority • Management of a part-time project team
• Part-time role as a project manager
• May have part-time administrative staff to help expedite the project

• Project manager and functional manager share management of the project budget

39
Q

Strong Matrix (Structure)

A

• Project manager:
• Moderate to high level of power
• Management of a part-time to nearly full-time project team
• Full-time role as a project manager
• Full-time administrative staff to help expedite the project

• Project manager manages the project budget

40
Q

Project-Oriented (Structure)

A

• Groups employees, collocated or not, by activities on a project
• Project manager:
• Complete, or close to complete, power • High level of autonomy over projects
• Work full-time on the project with their team
• A full-time administrative staff
• Manages the budget

41
Q

Virtual Organization (Structure)

A

• Utilizes a network structure within the organization
• Points of contact represent the different departments
• Communication can be a challenge
• Project manager has low authority over the project team
• Shares authority over the project budget with the functional manager.
• Project manager could be full time or part time
• Project team members are likely to be part time
• Administrative staff for the project could be part time or full time

42
Q

Hybrid Organizations (Structure)

A

• Composite structure
• Blend of other organization types • Special projects
• Project manager power unique to the structure

43
Q

Directive PMO

A

• Project manager is part of the PMO
• Manages and controls all projects
. PMO control is high

44
Q

Controlling PMO

A

• Defines project governance
• Required templates and forms
• Defined project management activities • Communication requirements
• PMO control is considered moderate

45
Q

Supportive PMO

A

• Acts as a consultative role:
• Offers advice
• Best practices
• Lessons learned
• Forms and software
• Project information from similar projects
• PMO control is low

46
Q

Enterprise Environmental Factors (EEFs)

A

EEFs

47
Q

Organisational Process Assets (OPAs)

A

Internal

48
Q

Organizational Knowledge Repositories

A

• Cataloging
• Archiving
. Retrievable
• OPAs are part of knowledge repositories
• Archive at closure

49
Q

Leadership Skills

A

• Having a vision
. Optimistic and positive
. Seeking collaboration
• Managing relationships and conflict
• Communicating effectively
• Asking and listening to feedback
• Giving credit to appropriate people
. Action- and results-oriented

50
Q

Leadership Skills 1

A

1 Guide • Lead people to results
2 Motivate • Inspire and direct the project team
3 Negotiate • Fair and balanced results
4 Resilience • Work through issues
5 Communicate . 90% of project management
6 Solve •Solve problems and quick wins
7 Think . Critical thinking is a skill
8 Interpersonal • Approachable and friendly

51
Q

Transactional Leadership Style

A

Reward and Punishment
- Emphasises the goal of the project and rewards and provides disincentives for the project team.
- This is sometimes called manage by exception, because it’s the exception that is rewarded or punished.

52
Q

Servant Leadership Style

A

Carry Food and Water
Focus on putting others first and the needs of the people he serves.
Servant leaders provide opportunities for growth, education, autonomy within the project, and the well-being of others.

53
Q

LAISSEZ-FAIRE Leadership Style
Hands-off approach to project decisions

A

Project Team Decisions
The project leader takes a “hands-off” approach to the project. This means the project team makes decisions and creates goais.

Though this approach can provide autonomy, it can make the leader appear absent when it comes to project decisions.

54
Q

TRANSFORMATIONAL Leadership Style
Inspiring and motivational

A

Find Innovative Solutions

The project leader inspires and motivates the project team to achieve the project goals,

Transformational leaders aim to empower the project team to take action, be innovative in the project work, and accomplish through ambition

55
Q

CHARISMATIC
You can do more than you think you can do.

A

“Do as I do now”
The project leader is motivating, has high energy, and inspires the team through strong convictions about what’s possible and what the team can achieve
The charismatic leader inspires the team and helps them achieve the project goals

56
Q

INTERACTIONAL Leadership Style
Fantastic. hybrid type of leadership

A

Coaching and Motivational
⁃ Project leader is a hybrid of transactional, transformational, and charismatic leaders. The interactional leader wants the team to take action, is excited and inspired about the project work, yet still holds the team accountable for their results.

57
Q

Positional Power- PM

A

Result of the position of the PM. This is also known as formal, authoritative, and legitimate power.

58
Q

Informational Power- PM

A

Control of data gathering and distribution of information. Keeps information to keep power.

59
Q

Referent Power- PM

A

Respected or admired because of past experiences. The project team or stakeholders have worked with the project manager before.

60
Q

Situational Power- PM

A

Because of certain situations in the organization, such as a change in leadership or change in the project team.

61
Q

Personal or Charismatic Power- PM

A

Warm personality that others like. Has a friendly demeanour.

62
Q

Reward Power- PM

A

Can reward the project team, so the project team acts accordingly

63
Q

Ingratiating Power- PM

A

Gains favour through flattery. False power as this wears down

64
Q

Pressure- based Power- PM

A

Can restrict choices to get the project team to perform and do the project work.

65
Q

Guilt-based Power- PM

A

Can make the team and stakeholders feel guilty in order to gain compliance.

66
Q

Persuasive Power- PM

A

Persuade people toward a specific outcome or decision.

67
Q

Avoiding Power- PM

A

Refuses to act, get involved, or make decisions.

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