Resource Planning and Management Flashcards
(39 cards)
Functional Organization
A hierarchal organizational structure type where staff is organized along departmental lines
The most common organizational structure
Project managers have little to no authority
Managers are responsible for assigning work to employees and rating the performance of the employees
Matrix Organization
Organizational structure that is organized along departmental lines, similar to a functional organization, but resources assigned to a project are accountable to the project manager for all work associated with the project
Strong Matrix
Emphasizes project work over functional duties
The project manager has the majority of power in this type of matrix
Weak Matrix
Emphasizes functional work over project work and operates more like a functional hierarchy
Functional managers have the majority of power in this type of matrix
Balanced Matrix
Shares equal emphasis between projects and functional work
Both the project manager and the functional manager share power in this type of matrix
Projecticized Organizational Structure
Focuses on projects rather than functional work units where project manager has full authority to manage the project and resources
Far less common than the functional or matrix structure
Interproject Dependencies
when you need the completed deliverables from one project to work on the current project
Resource Life Cycle
acquisition, maintenance, hardware decommissioning, end-of-life software, and successor planning
Core Team Members
team members that are involved from the beginning to the end of the project and are critical to the success of the project
core to the project because of their expertise and knowledge of the business process, technology associated with the project, and/or the skills needed to perform the work on the project, so their expertise is required throughout the project
Functional Team Members
team members who join and then leave when their work is done
They may have skills or expertise needed for a specific task, but not the entire project life cycle
may also include stakeholders, advisors, or subject matter experts (SMEs)
Gap analysis
determines the difference between where you are now and where you want to be in the future (compares the resources you have to the resources you need)
can be used to compare performance capability, financial assessments, resource assignments, goal planning, etc.
Project Organization Chart
documents names, positions, supervisors, etc.
hierarchal in nature, similar to a WBS
Organization Breakdown Structure (OBS)
organizational chart that shows the departments, work units, or teams within an organization and their respective work packages
Resource Breakdown Structure (RBS)
hierarchal chart that breaks down the work of the project according to the types of resources needed
Responsibility Assignment Matrix (RAM)
a matrix-based chart that maps your WBS elements to the required resources
RACI chart
show the types of resources and the responsibility they each have on the project
usually depicted as a chart with resource names listed in each column and work elements such as milestones or work packages listed in a row
Five Stages of Team Development
Forming, Storming, Norming, Performing, and Adjourning
Team Building
a set of activities or exercises designed to get a diverse group of people to work together in an efficient manner
most effective in the Forming and Storming stages, especially when they don’t know each other that well
Conflict
the incompatibility of desires, needs, or goals between two parties or individuals
Smoothing
the areas of agreement are emphasized over the areas of difference, so the real issue stays buried
a temporary way to resolve conflict; does NOT lead to a permanent solution
example of a lose-lose resolution technique because neither side wins
Forcing
where one person forces a solution on other parties
a permanent solution, but not necessarily the best since the other parties were not in agreement
example of a win-lose resolution technique because the forcing party wins when the other lose
Compromising
achieved when each of the parties involved in the conflict gives up something to reach a solution
a give-and-take; neither side wins or loses
Collaberating
easily the best way to resolve conflict, this involves working together with other team members to derive a solution
a permanent resolution technique that project managers most often use as it is a win-win scenario
Avoiding
also known as withdrawal, this occurs when one of the parties leaves and refuses to discuss the conflict. This is the worst of all the techniques because nothing gets resolved and is an example of a lose-lose resolution technique
