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CAPM > Chapter 9: Project Resource Management > Flashcards

Chapter 9: Project Resource Management Flashcards

1
Q

What determines the human resource needs of the project?

A. The project objectives
B. The activity resource requirements
C. The WBS
D. The project schedule

A

B. The activity resource requirements

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2
Q

While the WBS shows a breakdown of project deliverables, an OBS:

A. is arranged according to an organizations existing departments, units or teams with the project activities or work packages listed under each department
B. Is arranged according to the project’s units or teams with the project activities or work packages listed under each unit or team
C. Is arranged according to an organizations existing departments, units or teams with the project activities or work packages listed under each project subject area
D. Is arranged according to an organizations existing departments, units or teams with the team members responsible listed under each department

A

A. Is arranged according to an organizations existing departments, units or teams with the project activities or work packages listed under each department

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3
Q

A responsibility assignment matrix shows:

A. The work assigned to each project team member
B. The responsibility assigned to each project team member
C. The work assigned to each knowledge area
D. The project resources assigned to each work package

A

D. The project resources assigned to each work package

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4
Q

RACI stands for:

A. Responsible, accountable, consult, inform
B. Responsible, accountable, collaborate, inform
C. Responsible, actionable, consult, inform
D. Responsible, accountable, consult, improve

A

A. Responsible, accountable, consult, inform

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5
Q

Inigo is a project manager in YNX company. Yesterday he sent an email to some of the project stakeholders to seek their views on the project, had lunch with some of her main contractors, chatted with some of the project team members at the water cooler and booked a trip to a trade conference. Inigo’s activities are described as:

A. Circulating
B. Networking
C. Schmoozing
D. Managing

A

B. Networking

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6
Q

The theory that provides information regarding the way in which people, teams, and organizational units behave is:

A. Human Resources theory
B. Operations theory
C. Management theory
D. Organizational theory

A

D. Organizational theory

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7
Q

Which of the following does not require expert judgement to plan project human resource management:

A. Networking with project team members to develop the project team
B. Listing the preliminary requirements for the required skills
C. Determining the reporting relationships needed based on the organizational culture
D. Identifying risks associated with staff acquisition, retention, and release plans

A

A. Networking with project team members to develop the project team

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8
Q

The component of the human resource management plan that describes when and how project team members will be acquired and how long they’ll be needed is:

A. The people management plan
B. The staffing management plan
C. The resources management plan
D. The cost management plan

A

B. The staffing management plan

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9
Q

Which of the following is an example of a tool that can be used as a human resource calendar:

A. A Pareto chart
B. An activity diagram
C. A resource histogram
D. A RACI chart

A

C. A resource histogram

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10
Q

Which of the following is not a reason why project managers may not have direct control over team member selection:

A. Collective bargaining agreements
B. Use of sub contractor personnel
C. A matrix project environment
D. A projectized organization

A

D. A projectized organization

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11
Q

Which of the following is not an advantage of a virtual team as compared to a co-located team?

A. Form teams of people from the same organization who live in widespread geographic areas
B. Incorporate employees who work from home offices
C. Share knowledge and experience between team members
D. Include people with mobility limitations

A

C. Share knowledge and experience between team members

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12
Q

Project staff assign,ents are an output from which process:

A. Acquire resources
B. Plan resource management
C. Manage team
D. Develop team

A

A. Acquire resources

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13
Q

Team performance assessments are an input to which process:

A. Acquire resources
B. Plan resource management
C. Develop team
D. Manage team

A

D. Manage team

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14
Q

Communication skills, emotional intelligence, conflict resolution and negotiation are collectively known as:

A. Project human resource management
B. Interpersonal skills
C. General management skills
D. Expert judgement

A

B. Interpersonal skills

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15
Q

Training that takes place as a result of observation, conversation, and project performance appraisals conducted during the controlling process of managing the project team is called:

A. Informal training
B. Life training
C. Unplanned training
D. Experience

A

C. Unplanned training

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16
Q

The five stages of development that teams can go through are forming, storming, norming, performing and adjourning. In which stage do the team members begin to work together and adjust their work habits and behaviours to support the team:

A. Storming
B. Norming
C. Performing
D. Forming

A

B. Norming

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17
Q

Placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team is known as:

A. The team meeting room
B. Co-location
C. Strong matrix
D. The cabinet room

A

B. Co-location

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18
Q

Which of the following is not a technique for avoiding conflict:

A. Withdraw/avoid
B. Compromise/reconcile
C. Force/direct
D. Confront/deny

A

D. Confront/deny

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19
Q

The technique that can be used to clarify team member roles and responsibilities, provide constructive feedback, discover unknown or unresolved issues, develop individual training plans and establish specific goals for future time periods is:

A. Observation and conversation
B. Interpersonal skills
C. Project performance appraisals
D. Conflict management

A

C. Project performance appraisals

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20
Q

Leadership, influencing and effective decision making are:

A. Interpersonal skills
B. Conflict management
C. General management skills
D. Personnel assessment skills

A

A. Interpersonal skills

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21
Q

Project Resource Management

A

Knowledge area in PMBOK that describes processes that are designed to help the project manager manage the project team and the project physical resources more effectively

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22
Q

Processes in PMBOK’s Project Resource Management knowledge area

A
  • Plan Resource Management
  • Estimate Activity Resources
  • Acquire Resources
  • Develop Team
  • Manage Team
  • Control Resources
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23
Q

Plan Resource Management process

A

Process for completing the plan that will describe the physical and Human Resources that will be needed for the project

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24
Q

Plan Resource Management inputs

A
  • Project charter
  • Project management plan
  • Other project documents
  • Activity resource requirements
  • EEFs
  • Organizational process assets
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25
Plan Resource Management tools and techniques
- Expert judgement - charting techniques (organization charts showing reporting relationships and hierarchies, Responsibility Assignment Matrices like RACI) - analytical techniques - Organizational theory - networking techniques (conferences and events) - consulting with experts - meeting skills
26
Plan Resource Management outputs
- Resource management plan - organization chart - staffing management plan - Team charters
27
Estimate Activity Resources process
This process determines the amount of both team and physical resources that are required for the project
28
Estimate Activity Resources inputs
- Project management plan elements (Resource management plan) - Scope baseline (project and product scope) - Project documents (project activities and their attributes, cost estimates and resource calendars)
29
Estimate Activity Resources tools and techniques
- skills in team and physical resource estimating - estimating techniques (bottom up, analogous and parametric) - Data analysis - PMIS
30
Estimate Activity Resources outputs
- resources required, type, and quantity - supporting documentation for future project control and change - Resource breakdown structure - Other project document updates (addition of resource requirements to activity attributes)
31
Acquire Resources process
Process for providing guidance on how best to acquire project resources
32
Acquire Resources inputs
- Resource management plan - procurement management plan - EEFs - Organizational process assets
33
Acquire a Resources tools and techniques
- decision-making skills | - negotiation skills
34
Pre-assignment
Term for describing project team members who were appointed before the project manager joined the project
35
Acquisition
Term for hiring people from outside the organization where the project is being conducted
36
Advantages of virtual teams
- increased pool of potential recruits - reduced travelling expenses - working from home
37
Disadvantages of virtual teams
Effective communication with team members
38
Multi-criterion decision-making analysis
In Acquire Resources process, analysis technique for considering potential team members against identified criteria, usually via a rating system comparing candidates’ strengths and weaknesses
39
Acquire Resources outputs
- physical resources identified and assigned to project activities - directory of project team members - resource calendars - Project management plan updates
40
Develop Team process
Process for ensuring the project team works effectively together to produce the best results they can for the project
41
Develop Team inputs
- human resource management plan - list of project team members - resource calendars
42
Develop Team tools and techniques
- interpersonal skills - team building activities - ground rules - recognition and rewards activities - training - personnel assessments tools
43
Interpersonal skills
One of the most important skill sets for a project manager to possess, this skill set includes: communication, negotiation, conflict resolution, influence, facilitation and motivating others, etc.
44
Co-located
Term for teams that are physically located close together in the same room or group of rooms
45
Tuckman’s 5 Stages of Team Building
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
46
Develop Team output
Review of effectiveness of developing project team
47
Manage Team process
Process for ensuring that team members make as effective a contribution to the project as possible
48
Manage Team inputs
- resource management plan - contact list - issue log - work performance reports - performance measurements - Organizational process assets
49
Manage Team tools and techniques
- people skills - interpersonal skills - conflict management skills - PMIS
50
Manage Team outputs
- change requests (project management plan updates) - schedule, Budget, and other changes - resource management activity updates - EEFs - Organizational process assets
51
Control Resources process
Process for managing the physical resources that have been allotted to the project to ensure that they are available when they’re needed and used in the quantities, at the time and in the way that’s been planned
52
Control Resources inputs
- resource management plan - work performance data - agreements - Organizational process assets - lessons learned
53
Control Resources tools and techniques
- Data analysis techniques (alternatives and cost-benefit analyses) - performance reviews - analysis of data trends - problem-solving techniques - interpersonal and team skills (negotiating and influencing) - PMIS
54
Control Resources outputs
- work performance information updates - change requests - Project management plan updates - Other project documents updates
55
Problem-solving approach used in Control Resources process
Considering information available, proposing a solution, monitoring and revising the solution and taking further action if the solution isn’t effective
56
RACI chart
Responsible, Accountable, Consult, and Inform chart in Plan Resource Management process; chart that describes who is responsible for each activity and who else is involved in each activity
57
Staffing management plan
Plan Resource Management output describing how project team members will be recruited (from within organization or from outside) and the processes that will be used in the recruitment
58
Team charter
Plan Resource Management output providing guidelines for the operation of the team, including parameters for acceptable and unacceptable behaviour, decision-making processes, meeting expectations, etc.
59
Resource breakdown structure
Estimate Activity Resources output displaying the project resources in a hierarchical structure, which can be used in the acquisition and management of project resources
60
Example EEFs that are inputs to Plan Resource Management process
- Project work environment - location and working conditions - personnel from different backgrounds
61
Example organizational process assets that are inputs to Plan Resource Management process
- organizations resources used for previous projects - templates for role descriptions - organizations procedures for dealing with conflict - organizations recruitment processes
62
Example EEFs that are inputs to Acquire Resources process
- local pay rates - availability of personnel with relevant skills - geographical location
63
Example organizational process assets that are inputs to Acquire Resources process
Organizations standard policies
64
Example organizational process assets that are inputs to Manage Team process
Organizations standard format for newsletters
65
Example organizational process assets that are outputs of Manage Team process
- Employees newly enhanced skills as a result of the project (It looks like two of the same flash cards?) - organizations processes for managing Human Resources - templates for appraisals
66
Example organizational process assets that are inputs to Control Resources process
- organizations policies for dealing with contractors | - lessons learned

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