Human Resource Management Flashcards Preview

PMP > Human Resource Management > Flashcards

Flashcards in Human Resource Management Deck (46):

RACI chart

Responsible, accountable, consult and inform

Type of responsibility matrix that defines role assignments more clearly with the letters r a c and I under the name of the people


Organizational breakdown structure

This chart shows responsibilities / WBS activities by department


Resource breakdown structure

Breaks the work down by type of resource ( people materials and equipment )


Position descriptions

Documented in text form rather than charts and is basically a job description for project work


Roles and responsibilities

A PM must clearly identify the roles and responsibilities of management, team members and other stakeholders on the project using tools


Steps to take for developing human resource management plan

Review project management plan
Understand enterprise environmental factors
Consider Organizational process assets
Build project organization chart
Build staffing management plan


Staffing management plan

Plan for staff acquisition
Resource calendars
Staff release plan
Staff training needs
Recognition and rewards


Recognition and rewards system

Ask questions to the needs of stakeholders and team members and create a rare system including:

Awards for performance
Say thank you
Acquire training for team members as part of the budget
Plan milestone parties


Resource histogram

Visual representation of information; includes the number of resources used per time period and where there is a spike in need for resources

PM can arrange for resources as necessary


Types of teams

Dedicated - PM will have more control over the team members work; team members work full-time and exclusively on the project

Part-time - team members and project mangers spend a portion of their time working on the project; PM will have to work with functional managers and leadership to acquire the team

Partnership - coordination among various orgs might require increased risk management work; several organization undertake the project r

Virtual - when multiple offices or locations are involved; coordination among various locations might require increased risk management work; several organization undertake the project



Resources assigned in advance to the project



Resources from within your organization acquired through negotiation


Virtual teams

Have to rely on other forms of communication to work together and may be more challenging to manage because of language and culture but you have the opportunity to reach out to the whole world to find the best team members


Multi-criteria decision analysis

Establishing a set of criteria to help evaluate potential team members; availability, cost, experience, location, skill set


Halo effect

Rate team members high or low on all factors due to the impression of a high or low rating on some specific factor

Example you are a freak programmer therefore we will make you a project manger and expect you to be great at that as well


Team building activities

Taking classes together
Milestone parties
Holiday and birthday celebrations
Creating the WBS
Outside of work trips


Tuckman ladder model of team development

Forming - people are brought together as a team
Storming - there are disagreements as people learn to work together
Norming - team members begin to build good working relationships
Performing - team becomes efficient and works effectively together
Adjourning - the project ends and the team is disbanded


Personnel assessment tools

Help you learn more about the team members by revealing now they make decisions interact with others and process information

Can guide you in how to lead and guide your team



Training can help team members and can also help decrease the overall project cost and schedule by increasing efficiency


Ground rules

Help establish standards and expectations for the team; help eliminate conflicts or problems with the team

Not interruptions in meetings
Not talking too much in a meeting or taking over
How to provide status updates
Attending meetings on time


Colocation ( tight matrix )

When a PM might arrange for the entire team in each city to have offices together in one place or one room. Allows for improved communication an decrease the impact of conflict

Might be called a war room or central location for project coordination with the WBS and schedules posted on walls


Recognition and rewards

PM appraises performance and gives out recognition and rewards that are appropriate for each team member


Team performance assessment

Evaluate and enhance the effectiveness of the team as a whole and may include an analysis of how much team members skills have improved and how well the team is performing

Hint - team performance assessment is "team effectiveness"


Observation and conversation

Paying attention to tone of emails and phone conversations will tell you more about what is going on than simply looking at reports

PMs should watch what is happening and talk to people to understand what is going on


Project performance appraisals

Evaluations of employees performance by those who supervise them; the pm collects information from team members supervisors and adjusts the project accordingly


Issue log

Are used to communicate what the issues are on the project as well as assess the causes of the issue their impacts and corrective actions that need to be taken.


Powers of the project manager

Formal - power is based on your position
Reward - power stems from giving rewards
Penalty - ability to penalize team members
Expert - power comes from being the technical or project management expert
Referent - power comes from another person liking you respecting you or wanting to be like you


Conflict resolution techniques

Collaborating - the parties openly discuss differences and try to incorporate multiple viewpoints in order to lead to consensus

Compromising - finding solutions that bring some degree of satisfaction to both parties

Withdrawal - parties retreat or postpone a devious on a problem

Smoothing - emphasizes agreement rather than differences of opinion

Forcing - pushing one viewpoint at the expense of another


Problem solving method

Define the real or root of the problem
Analyze the problem
Identify solutions
Pick a solution
Implement a solution
Review the solution and confirm the solution solved the problem


Expectancy theory

Employees who believe their efforts will lead to effective performance and who expect to be rewarded for their accomplishments will remain productive as rewards meet their expectations

People behave on the basis of what they expect as a result of their behavior. People will work in relation to the expected reward of their work



A neutral party hears and resolves a dispute


Perquisites (perks)

Some employees receive special rewards such as assigned parking spot corner offices or dining


Fringe benefits

Standard benefits formally given to all employees like education insurance and profit sharing


McGregors theory of x and y

Theory x - people need to be watched every minute and employees are incapable

Theory y - people are willing to work without supervision and want to achieve


Maslows hierarchy of needs

People are not motivated to work by security and money but instead to contribute to the use of their skills "self actualization"


David mcclellands theory of needs

People are motivated by one of 3 needs

Achievement - people need challenging projects and like recognition
Affiliation - work best cooperating with others they seek approval rather than recognition
Power - need for power is socially oriented rather than personally oriented and are effective leaders


Herzbergs theory

Deals with hygiene factors and motivating agents

Poor hygiene factors may destroy motivation but improving them will not improve motivation; working conditions salary security.

Motivating agents - the work itself motivates people; responsibility self actualization recognition


Role of the project sponsor / initiator

One who provides the financial resources for the project
- has requirements that must be met
- advocates for the project, gathers support, champions the project
- provides info on initial scope and to help draft project charter
- approves the pm plan
- projects the project


Role of the team

Group of people who compete the work on the project
- identify requirements
- create the WBS
- identify dependencies
- recommend changes to the project
- attend project team meetings
-execute the project
- provide cost and time estimates


Role of the stakeholders

Role is determined by the PM and the stakeholders
- risk management
- identifying constraints
- identifying requirements
- become risk response owners
- being on the change control board


Role of the functional manager

Manages and owns the resources in a specific department and directs the technical work of individuals from that functional area working on the project
- assign individuals to the team
- let the PM know of any other projects that may impact this one
- provide subject matter expertise
- assist with problems related to team member performance
- recommend changes
- approve the final schedule
- manage activities within a functional area


Role of the project manager

Responsible for managing the project to meet the project objectives
- helps write the project charter
- influences the project team
- ensures professional interactions between the project team and other stakeholders
- leads and directs planning efforts
- develops time and cost reserves
- works with the team to resolve variances from the PM plan
- determines the need for change requests
- identifies and delivers required levels of quality
- identifies variances and trends in the project work
- resolves variances
- is accountable for project success


Role of the portfolio manager

Responsible for governance at an executive level of the projects or programs that make up a portfolio
- working with senior executives to gather support for individual projects
- getting the best return from resources invested
- ensuring selected projects provide value to the organization
- managing various projects or programs that may be largely unrelated to each other


Role of the program manager

Responsible for managing a group of related projects
- guiding and supporting individual project managers efforts
- providing oversight to adjust projects for the programs benefits
- ensuring projects selected support the strategic goals of the organization
- managing related projects to achieve results not obtainable by managing each project separately


Inputs to plan human resource management

Enterprise environmental factors
Organizational process assets
Project management plan
Activity resource requirements


Responsibility assignment matrix (RAM)

Chart that cross references team members with the activities or work packages they are to accomplish