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PMP > Week 2 - Study Guide (Developing Project Team) > Flashcards

Week 2 - Study Guide (Developing Project Team) Flashcards

1
Q

What is the minimum number of people to create a team?

A

> 1

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2
Q

What are reasons to develop the team?

A
  • team skills/knowledge improve which lowers proj. cost, improves schedule, meeting/exceeding quality standards
  • Team trust improved - improves moral and teamwork, decreases conflict
  • Team becomes close knit- practices cooperation, improves productivity
  • Team takes ownership of work, more efficient/effective, empowered to make decisions.
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3
Q

List Develop Team Inputs

A
  • PM plan/resource managm. plan
  • Proj. documents (lessons learned register, proj. schedule, proj. team assignments, resource calendar, team charter)
    -EEF
    OPA
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4
Q

T&T of Develop Team

A
  • Colocation
  • Virtual teams
  • Communication technology
  • Interpersonal & team skills (conflict management, influencing, motivation, negotiation, team building)
  • Recognition & rewards
  • Training
  • Indiv & team assessments
  • Meetings
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5
Q

What is another name for colocation?

A

Tight matrix

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6
Q

Explain colocation

A

One physical location for team

  • Can be common mtg room (AKA war room) for memb. in different buildings to meet
  • Multiple locations can be time waste due to commute for Face to Face
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7
Q

Explain Communication Technology

A

Refers to methods used to perform communiation (email, chat, video, etc.)

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8
Q

What’s another name for interpersonal skills & examples?

A

Soft skills

- Leadership, communication empathy, negotiation, etc.

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9
Q

Describe team building

A

Getting a diverse group of people to work together in the most efficient and effective manner

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10
Q

Who created the development stages of teams and what is that called?

A

Tuckman; Tuckman’s Ladder

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11
Q

What are the stages of team development in Tuckman’s Ladder?

A
  1. Forming
  2. Storming
  3. Norming
  4. Performing
  5. Adjourning
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12
Q

Describe forming & PM role

A

Beginning stage of team formpation

-PM role = communication

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13
Q

Describe storming & PM role

A

When teammemb. become confrontational and vye for position, control, status
-PM role = remind and center team on project goals; let team resolve issues best as possible

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14
Q

Describe norming and PM role

A

Things begin to calm down; project probs rather than people problems.
-PM role = hold team mtgs., team can fall back into storming stage. Intervene when conflicts arise to keep team moving forward

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15
Q

When new team members are brought onto team, what happens?

A

Stages start over regardless of where the team was in stages

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16
Q

Describe performing and PM role

A

Productive and effective team. Level of trust is high, mature development stage
-PM role = focused more on PM processes than team

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17
Q

Describe adjourning and PM role

A

Breakup of team after work completed

-PM role = guide through closure process

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18
Q

Is the PM leadership style the same throughout the team development stages?

A

No, must change throughout stages. As team progresses, leadership can shift to coaching, participating, delegating

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19
Q

What style of leadership does the forming stage require?

A

Direct style

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20
Q

What are the potential results of developing a team?

A
  • Better conflict resolution
  • Lower project cost
  • Enhanced communication
  • Increased productivity
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21
Q

When does team building begin and end?

A

Project planning to project completion

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22
Q

Are cultural and religious influences intrinsic or extrinsic motivations?

A

Intrinsic

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23
Q

Give examples of extrinsic motivations

A

Money, time off, perks, REWARD & RECOGNITION

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24
Q

Describe reward and recognition

A

Formal ways of recognizing and promoting desirable behavior and are most effective when carried out by PM/management team

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25
Q

How do you handle when 1-2 people on your team are high achievers and the rest are moderate?

A

Consider team awards so the same 1-2 people aren’t constantly being rewarded as this can kill morale

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26
Q

Define motivational theory

A

Ideas on why people act the way they do and how you can influence them to get the results you want

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27
Q

Who created the Hierarchy of Needs?

A

Maslow

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28
Q

Describe Maslow’s Hierarchy of Needs

A

Theory that humans have 5 basic needs arranged in hierarchical order. One a lower level of need has been met, move to the next level of need as it no longer becomes a motivator (like a pyramid).

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29
Q

List & explain the needs in Maslow’s Hierarchy of Needs

A
  • Self actualization (highest) - performing at peak potential
  • Self esteem - accomplishment, respect for self
  • Social- sense of belonging, love, acceptance, friendship
  • Safety/Security- physical welfare and security of belongings
  • Basic physical needs (lowest) - food, clothing, shelter,
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30
Q

Do people stay in the same level of Maslow’s Hierarchy of Needs?

A

No, will move up and down the pyramid throughout life

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31
Q

What are three additional motivators in Maslow’s Hierarchy of Needs?

A
  1. Cognitive
  2. Aesthetic
  3. Transcendence
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32
Q

Who formulated the Hygiene Theory?

A

Herzberg

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33
Q

What is the Hygiene Theory?

A

Two factors contribute to motivation

  1. Hygiene factors
  2. Motivators
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34
Q

Describe Hygiene factors

A
  • Deal with work environment issues

- Prevent dissatisfaction (e.g. pay, benefits, etc.)

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35
Q

Describe Motivators relative to Hygiene Theory.

A
  • Deal with substance of work itself and satisfaction one derives from performing job (e.g. ability to advance, opportunity to learn new skills)
  • Leads to satisfaction
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36
Q

Who formulated the expectancy theory?

A

Vroom

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37
Q

What is the expectancy theory?

A
  • Expectation of positive outcomes drives motivation (e.g. days off or classes)
  • Strength of expectancy drives behavior
  • People become what you expect of them
  • Treat like a valuable contributor, will likely have high performer
  • Treat with low expectations, will likely live down
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38
Q

Who formulated achievement theory?

A

McClelland

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39
Q

What is achievement thoery?

A

People motivated by need for 3 things:

  1. Achievement - need to succeed
  2. Power - Desire for influencing behaviors of others
  3. Affiliation - relationship oriented
40
Q

Define leadership

A

Imparting vision and getting people to rally around vision

41
Q

What techniques are used in leadership?

A

Power & politics

42
Q

Define power

A

Ability to get people to do what they wouldn’t do ordinarily (influence behavior)

43
Q

Define politics

A

Imparts pressure to conform regardless of whether people agree with that decision

44
Q

How do leaders get things done?

A

Directive in approach but allow for feedback and input

45
Q

Describe a manager

A

Task oriented and concerned with plans, controls, budgets, policies.

  • Primary goal= satisfy SH needs
  • Posesses motivational skills and ability to recognize/reward behavior
46
Q

When should PM be a leader vs a manager relative to project size?

A

Larger proj = leader

Smaller proj = manager

47
Q

Who formulated Theory X and Theory Y?

A

McGregor

48
Q

Describe Theory X managers

A

Believe most people don’t like work and will avoid. Thinks people have little ambition, need constant supervision, and won’t perform job unless threatened

  • Like dictators, impose rigid controls
  • People motivated by punishment, money, or position
  • Fall into expectancy theory and people will become lazy/unproductive if manager suspects them to be
49
Q

Describe Theory Y Managers

A

Believe people are interested in performing their best given motivation and proper expectations

  • Provide support to team, concerned about team, are good listeners
  • Believe people are creative and committed to proj. goals, like responsibility and seek it, and perform with limited supervision.
50
Q

Who formulated Theory Z?

A

Ouchi

51
Q

Describe theory Z

A

Concerned with increasing employee loyalty to org
-results in increased productivity, places emphasis on well-being (in/out work), encourages steady employment, leads to increased satisfaction and morale

52
Q

Who formulated contingency theory?

A

Fiedler

53
Q

What is contingency theory?

A

Builds on combo of theory Y & Hygiene

-People motivated to achieve levels of competency and will be motivated by this even after competency is reached

54
Q

Describe Tannenbaum & Schmidt Management Theory

A

describes level of authority a manager exerts on team vs freedom team has to make decisions (under guidance of manager)
-Managers always engaged, but authority level will change

55
Q

How many levels of freedom in Tannenbaum & Schmidt Management Theory

A

7 levels ranging from manager making all decisions and announcing to team to the manager allowing team to identify prob/alternatives/final recommendation

56
Q

What does the level of freedom in Tannenbaum & Schmidt Management Theory depend on?

A

Maturity & experience of team and manager; as team progresses the decision making matures and more freedom can be delegated.

57
Q

Who formulated situational leadership theory?

A

Hersey & Blanchard

58
Q

What is situational leadership theory?

A

Leadership style used depends on situation

59
Q

Who formulated situational leadership theory II?

A

Blanchard

60
Q

What is situational leadership theory II?

A

4 styles of leadership depend on situation

  1. Directing
  2. Coaching
  3. Supporting
  4. Delegating
61
Q

List the types of power

A
  • Reward power
  • Punishment power
  • Expert power
  • Legitimate power
  • Referent power
62
Q

Describe punishment power

A

AKA coercive or penalty power

-Threatened with consequences if expectations not me

63
Q

Describe expert power

A

Occurs when person being influences believes manager is knowledgeable about the subject or has special powers that makes them an expert.
-Person goes along because they think influencer knows best

64
Q

Describe legitimate power

A

AKA formal power

-Result of influencers position. Have power to call shots/make decisions. (e.g. CEO, VP)

65
Q

Describe referent power

A

Inferred to the influencer by their subordinates

-Team who hold manager in high regard willingly go along with decisions made

66
Q

Which form of power should be used as last resort?

A

Punishment

67
Q

List leadership styles

A
  • Autocratic
  • Laissez-Faire
  • Democratic
  • Situational
  • Transactional and transformational
68
Q

Describe autocratic leadership.

A

Dictators.

All decisions made by leader with little/no input from team

69
Q

Describe laissez faire leadserhip

A

Opposite of autocratic.

-Allow team to drive decisions and recommend actions and has little involvement in process.

70
Q

Describe democratic leadership

A

AKA participative.
-Leaders gather all facts and ask for team input, then make decision.
All team memb. participate in decision making process

71
Q

Who formulated situational leadership theory?

A

Blanchard

72
Q

Describe situational leadership theory

A

4 styles:

  1. Directing
  2. Coaching
  3. Supporting
  4. Delegating
73
Q

Explain directing leadership

A

When team memb needs to know step by step proced. for problem

74
Q

Explain coaching leadership

A

used with team memb. has limited experience

75
Q

Explain supporting leadership

A

Used with indiv. who have completed same types of tasks in past and can complete majority on own

76
Q

Explain delegating leadership

A

When indiv. have performed same tasks in past and are capable of making decisions. Involves little/no input from leader

77
Q

Who formulated transactional and transformational leadership theory?

A

Bass

78
Q

Describe transactional leadership.

A

Describes transactional leaders as autocratic, activity focused, autonomous, and use contingent reward system and manage by exception

79
Q

Describe transformational leadership

A

focus on relationships rather than activities. Are collaborative, influential, and motivate team to perform. Considered empowering and are concerned with justice, equity, and fairness

80
Q

List outputs of develop team

A
  1. Team performance assessments
  2. Change requests
  3. PM plan updates (resource manag. plan)
  4. Proj. doc updates (lessons learned register, proj. schedule, team assignments, resource calendars, team charters)
  5. EEF updates (may include skill assessments, develop. plan)
  6. Org. process assets updates
81
Q

Example of team performane assessments

A

360 reviews

82
Q

Explain change requests relative to develop team

A

Occur when indiv. have been added/removed from team

83
Q

Explain manage team process

A

concerned with tracking/reporting indiv. performance.
-Outcome is to update resource management plan. Other outcomes are issues are resolved and info is provided for perform. appraisals, and lessons leared.

84
Q

List manage team inputs

A
  1. Proj. manag plan (resource manag. plan)
  2. Pro. docs (issue log, lessons learned, team charter)
  3. work perform. reports
  4. Team perform. assessments
  5. EE
  6. OPA
85
Q

Define work performance reports

A

Document the status of the proj. compared to the forecasts, including but not limited to cost control, scope validation, sched. control, quality control,
-Are also output of monitor and control proj. work process

86
Q

T&T for managing teams

A
  • Interpersonal and team skills (conflict. manag., decision making, emotional intelligence, influencing, leadership)
  • PM information system
87
Q

Define conflict

A

Incompatibility of goals; can be reduced by implementing team ground rules and group norms and using well grounded PM process

88
Q

List 5 styles of conflict resolution

A
  • Force/direct
  • smooth/accommodate
  • Compromise/reconcile
  • collaborate/problem solve
  • Withdraw/avoid
89
Q

Describe force/direct

A

WIN-LOSE

one person forces a solution on other parties. Not the best technique when trying to build a team

90
Q

Describe smooth/accomodate

A

LOSE-LOSE
-doesn’t lead to permanent solution. Temporary way to resolve conflict where areas of agreement are emphasized over areas of disagreement so real issues stay buried

91
Q

Describe compromise/reconcile

A

Neither side WINS OR LOSES
-Parties each give up something to reach a solution. Everyone involved decides what they will give on and what they won’t until solution is reached.

92
Q

Describe collaborate/problem solve

A

WIN-WIN
-Best way to resolve conflict. Fact finding –> one right solution to a problem exists and facts will bear out the solution. Will lead to multiple viewpoints discussed and all come to true concensus

93
Q

Describe withdraw/avoid

A

LOSE-LOSE

-Resolution never reached

94
Q

Types of Interpersonal skills

A
  1. Leadership
  2. Influencing
  3. Effective decision making (making decisions in a timely manner and making reflect/support goals of project)
95
Q

Explain PMIS

A

PM information system; useful for performing resource management and scheduling resources to their activities

96
Q

Managing proj. team outputs

A
  • Change requests
  • PM plan updates (resource manag. plan, schedule baseline, cost baseline)
  • Proj. doc updates (issues log, lessons learned register, proj. team assignments)
  • EEF updates - input to org. performance appraisals and personnel skill updates
97
Q

Define implement risk reesponses

A

concerns putting agreed-upon risk response plans into action when needed.
-Help to address overall proj. risk exposure and will help protect proj. from threats or reduce their impact and/or take advantage of opportunities

PMP (4 decks)

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