Project Resource Management Terms

Question 1

Adjourning

Answer 1

Once the project is done, either the team moves onto other assignments as a unit, or the project team is disbanded and individual team members go on to other work

Question 2

Authority Power

Answer 2

Project management team members may have authority over other project team member, may have the ability to make decisions, and perhaps even sign approvals for the project work and purchases

Question 3

Coercive Power

Answer 3

The project manager has the authority to discipline the project team members. This is also known as penalty power

Question 4

Collaborate/ Problem Solving

Answer 4

This approach confronts the problem head-on and is the preferred method of conflict resolution. Multiple viewpoints and perspectives contribute to the solution

Question 5

Collective bargaining agreement constraints

Answer 5

Contracts and agreements with unions or other employee groups may serve as constraints on the project

Question 6

Competency

Answer 6

This attribute defines what talents, skills, and capabilities are needed to complete the project work

Question 7

Compromising

Answer 7

This approach requires that both parties give up something

Question 8

Vroom’s Expectancy Theory

Answer 8

This theory states that people will behave based on what they expect as a result of their behavior. In other words, people will work in relation to the expected reward

Question 9

Expert Power

Answer 9

The PM’s authority comes both from experience with the technology the project focuses on and from expertise in managing projects

Question 10

Forcing Power

Answer 10

The person with the power makes the decision

Question 11

Formal Power

Answer 11

The PM has been assigned the role of PM by senior management and is in charge of the project

Question 12

Forming

Answer 12

The project team meets and learns about their roles and responsibilities on the project. Little interaction among the project team happens in this stage as the team is learning about the project and PM

Question 13

Herzberg’s Theory of Motivation

Answer 13

Theory of the motivating agents and hygiene agents that affect a person’s willingness to excel in his career

Question 14

Hierarchical Organization Chart

Answer 14

A chart showing the relationship between superior and subordinate employees, groups, disciplines, and even departments

Question 15

Issue Log

Answer 15

A logbook of the issues the project team has identified and dates as to when the issues must be resolved by.

Question 16

Maslow’s Heirarchy of Needs

Answer 16

Abraham Maslow’s theory of the five needs all humans have and work toward

Question 17

McClellands Theory of Needs

Answer 17

David McClelland developed this theory, which states our needs are acquired and developed by our experiences over time. All people are, according to this theory, driven by one of three needs : achievement, affiliation, or power

Question 18

McGregor’s Theory of X and Y

Answer 18

Douglas McGregors theory that states management views workers in the Y category as competent and self led, and workers in the X category as incompetent and needing to be micromanaged

Question 19

Multicriteria Decision Analysis

Answer 19

A method to rate potential project team members based on criteria such as education, experience, skills, knowledge and more

Question 20

Norming

Answer 20

Project team members go about getting the project work, begin to rely on one another, and generally complete their project assignments

Question 21

Organization Chart

Answer 21

Traditional chart that depicts how the organization is broken down by department and disciplines. This chart is sometimes called the orgranizational breakdown structure and is arranged by departments, units, or teams

Question 22

Ouchi’s Theory Z

Answer 22

William Ouchi’s theory is based on the participative management style of the Japanese. This theory states that workers are motivated by a sense of commitment, opportunity, and advancement

Question 23

Performing

Answer 23

If a project team can reach the performing stage of team development, they trust one another, work well together, and issues and problems get resolved quickly and effectively

Question 24

Political Interfaces

Answer 24

The hidden goals, personal agendas, and alliances among the project team members and the stakeholders

Question 25

RACI Chart

Answer 25

This chart is a matrix chart that only uses the activities of responsible, accountable, consult, and inform

Question 26

Referent Power

Answer 26

The project team personally knows the PM. Can also mean the PM refers to the person who assigned him the position

Question 27

Resource Breakdown Structure (RBS)

Answer 27

This hierarchical chart can decompose the project by the type of resources used throughout it

Question 28

Responsibility Assignment Matrix (RAM)

Answer 28

This chart shows the correlation between project team members and the work they’ve been assigned to complete

Question 29

Responsibility

Answer 29

A responsiblity is the work that a role performs

Question 30

Resource Management Plan

Answer 30

This plan defines staff acquisition, the timetable for staff acquisition, the staff release plan, training needs for the project team, any organizational compliance issues, rewards and recognitions, and safety concerns for the project team doing the work

Question 31

Reward

Answer 31

The PM has the authority to reward the project team

Question 32

Role

Answer 32

This denotes what a person is specifically responsible for in a project. Usually tied to job titles.

Question 33

Smoothing

Answer 33

This approach smooths out the conflict by minimizing the perceived size of the problem. It is a temporary solution, but can calm team relations and boisterous discussions

Question 34

Storming

Answer 34

The project team struggles for project positions, leaderships, and project direction. The project team can become hostile toward the project leader, challenge ideas, and try to establish and claim positions about the project work. The amount of debate and fury can vary depending on if the project team is willing to work together, the nature of the project, and the control of the pM

Question 35

Technical Interfaces

Answer 35

The project team identifies the disciplines and specialties that the project will require to complete the project scope statement. The technical interfaces are the resources that will be doing the project work

Question 36

Withdrawal

Answer 36

Withdrawal of the argument walking away from the problem, usually in disgust