All-In-One Chapter 9 - Managing Project Human Resources

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 members, may have the ability to make decisions, and perhaps even sign approvals for 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

Collaborative/ 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 somethin

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 project manager’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 project manager has been assigned the role of project manager 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 project manager

Question 13

Herzberg’s Theory of Motivation

Answer 13

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

Question 14

Hierarchical organizational chart

Answer 14

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

Question 15

Human resource plan

Answer 15

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 project work

Question 16

Interpersonal interfaces

Answer 16

this organizational interface considers the formal and informal reporting relationships that may exist among the project team members.

Question 17

Issue Log

Answer 17

a logbook of the issues the project team has identified and dates as to when the issues must be resolved by. The issue log may also include team members or stakeholders who are responsible for finding a solution to the identified issues

Question 18

Logistical interfaces

Answer 18

the logistics of the team locale, time zones, geographical boundaries, and travel requirements within a project.

Question 19

Maslow’s Hierarchy of Needs

Answer 19

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

Question 20

McClelland’s Theory of Needs

Answer 20

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 21

McGregor’s Theory of X and Y

Answer 21

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

Question 22

Multicriteria Decision Analysis

Answer 22

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

Question 23

Norming

Answer 23

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

Question 24

Organization chart

Answer 24

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

Question 25

Organizational interfaces

Answer 25

the project management team needs to identify which departments are going to be involved in the project

Question 26

Organizational structure constraint

Answer 26

the structure of the organization has a direct correlation to the amount of power a project manager has within a project

Question 27

Ouchi’s Theory Z

Answer 27

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 28

Performing

Answer 28

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 29

Political interfaces

Answer 29

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

Question 30

RACI chart

Answer 30

a RACI chart is a matrix chart that only uses the activities or responsible, accountable, consult and inform

Question 31

Referent power

Answer 31

the project team personally knows the project manager. Referent can also mean that the project manager refers to the person who assigned him the position

Question 32

Resource breakdown structure (RBS)

Answer 32

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

Question 33

Responsibility assignment matrix (RAM)

Answer 33

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

Question 34

Responsibility

Answer 34

a responsibility is the work that a role performs

Question 35

Reward

Answer 35

the project manager has the authority to reward the project team

Question 36

Role

Answer 36

this denotes what a person is specifically responsible for in a project. Roles are usually tied to job titles, such as network engineer, mechanical engineer, etc.

Question 37

Smoothing

Answer 37

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 38

Staffing management plan

Answer 38

a subsidiary plan of the project management plan that defines staff acquisition, timetables, release criteria, training needs, reward and recognition systems, compliance issues, and safety concerns for the project

Question 39

Storming

Answer 39

the project team struggles for project positions, leadership, and project direction.

Question 40

Technical interfaces

Answer 40

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 41

Withdrawal

Answer 41

this conflict resolution method sees one side of the argument walking away from the problem, usually in disgust