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

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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


Authority power

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


Coercive power

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


Collaborative/ Problem solving

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


Collective bargaining agreement constraints

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



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



this approach requires that both parties give up somethin


Vroom's Expectancy Theory

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


Expert power

the project manager's authority comes both from experience with the technology the project focuses on and from expertise in managing projects


Forcing power

the person with the power makes the decision


Formal power

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



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


Herzberg's Theory of Motivation

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


Hierarchical organizational chart

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


Human resource plan

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


Interpersonal interfaces

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


Issue Log

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


Logistical interfaces

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


Maslow's Hierarchy of Needs

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


McClelland's Theory of Needs

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


McGregor's Theory of X and Y

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


Multicriteria Decision Analysis

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



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


Organization chart

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


Organizational interfaces

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


Organizational structure constraint

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


Ouchi's Theory Z

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



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


Political interfaces

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


RACI chart

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


Referent power

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


Resource breakdown structure (RBS)

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


Responsibility assignment matrix (RAM)

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



a responsibility is the work that a role performs



the project manager has the authority to reward the project team



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.



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


Staffing management plan

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



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


Technical interfaces

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



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