9 Project Resources Management Flashcards
(37 cards)
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
Adjourning
Project management team members may have
authority over other project team members, may
have the ability to make decisions, and perhaps
even sign approvals for project work and
purchases.
Authority power
The project manager has the authority to
discipline the project team
Coercive power
This approach confronts the problem head-on
and is the preferred method of conflict
resolution. Multiple viewpoints and perspectives
contribute to the solution.
Collaborate/Problem solving
Contracts and agreements with unions or other
employee groups may serve as constraints on the
project.
Collective bargaining agreement constraints
This attribute defines what talents, skills, and
capabilities are needed to complete the project
work.
Competency
This approach requires that both parties give up
something.
Compromising
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.
Vroom’s Expectancy Theory
The project manager’s authority comes both
from experience with the technology the project
focuses on and from expertise in managing
projects.
Expert power
The person with the power makes the decision.
Forcing power
The project manager has been assigned the role
of project manager by senior management and is
in charge of the project.
Formal power
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 project manager.
Forming
Theory of the motivating
agents and hygiene agents that affect a person’s
willingness to excel in his career.
Herzberg’s Theory of Motivation
A chart showing the relationship between
superior and subordinate employees, groups,
disciplines, and even departments.
Hierarchical organizational chart
A document of the issues the project team has
identified and dates as to when the issues must
be resolved by. It may also include
team members or stakeholders who are
responsible for finding a solution to the identified
issues.
Issue log
Abraham Maslow’s theory of the five needs all
humans have and work toward.
Maslow’s Hierarchy of Needs
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.
McClelland’s Theory of Needs
Douglas McGregor’s 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.
McGregor’s Theory of X and Y
A method to rate potential project team
members based on criteria such as education,
experience, skills, knowledge, and more.
Multicriteria Decision Analysis
Project team members go about getting the
project work, begin to rely on one another, and
generally complete their project assignments.
Norming
Traditional chart that depicts how the
organization is broken down by department and
disciplines. This chart is sometimes called the
organizational breakdown structure (OBS) and is
arranged by departments, units, or teams.
Organization chart
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.
Ouchi’s Theory Z
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.
Performing
The hidden goals, personal agendas, and
alliances among the project team members and
the stakeholders.
Political interfaces
