Revision Sheet Flashcards
Name 3 Models for Leadership
- Herzberg’s Two Factor Theory
- Maslow Hierarchy of Needs
- McGregor X and Y Theory
Name 1 Model for Conflict Resolution
Thomas-Kilman’s conflict mode instrument
Name 1 Model for requirements management
MoSCoW
Must Haves
Should Haves
Could Haves
Will Not Have
Name 6 Models for Team Management
- Belbin’s Team Roles
- Margerison McCann
- Myers-Briggs
- Hackman
- Tuckman
- Katzenbach and Smith
Name 4 Models used when writing a Business Case
- Five Cases
- SWOT
- PESTLE
- VUCA
Describe Belbin Team Roles
Identifies nine team roles that individuals naturally adopt to enhance teamwork and effectiveness
Describe Margerison-McCann team management wheel
Maps team members’ work preferences across eight key roles to improve collaboration and productivity
Describe Myers-Briggs Type indicator (MBTI)
A personality framework categorising individuals into 16 types based on preferences in thinking, feeling, sensing, and intuition
Describe Hackman’s Team effectiveness Model
Outlines five conditions (real team, compelling direction, supportive context, enabling structure, expert coaching) necessary for team success
Describe Tuckman’s stages of group development
Describe five stages (Forming, Storming, Norming, Performing, Adjourning) teams go through in their development
Describe Katzenback and Smith’s team performance model
Defines a team’s journey from a working group to a high-performing team through shared commitment and accountability
Describe Herzberg’s Two-Factor Theory
Distinguishes between:
- hygiene factors (which prevent dissatisfaction)
- motivators (which drive a job satisfaction and performance)
Describe Maslow’s Hierarchy of Needs
A five-tier model of human needs:
- physiological
- safety
- social
- esteem
- self actualisation
These must be fulfilled in order
Describe McGregor’s Theory X and Theory Y
Describes two contrasting views of workers:
Theory X - assumes people are lazy and require control (directive leadership style)
Theory Y - sees people as self-motivated and capable of autonomy (particpative/delegative leadership style)
Define these organisations terms:
- Functional
- Matrix
- Project
- Functional
Clear lines of reporting and accountability both up and down. A low level of change goes on and key skills need to be developed and maintained. - Matrix
A matrix organisational structure is a model that draws on elements from flat and traditional organisational structures. In a matrixed organisation, employees report to both their functional manager in the vertical structure and a project manager in the horizontal structure. - Project
Staff work for their own project managers and report to them on a day-to-day basis. All work is project based and the organisation is simply a sum of all its projects.
Define these contractual relationship terms:
- Single
- Parallel
- Prime
- Sequential
- Single
Client — Contractor - Parallel
———- Contractor
Client
———- Contractor - Prime
—— Sub-contractor
Client —- Prime Contractor
—— Sub-contractor - Sequential
Client ——– Contractor 1
——— Contractor 2
Define reimbursement types:
- Fixed price
- Target cost
- cost plus
- per unit quantity
- Fixed price
Fixed price for fixed scope of work. Appropriate if the exact requirement is known and unambiguously documented. Often cost more for service to account for risk of overrun. - Target Cost
Target cost agreed up front and the supplier and client agree to work to try and achieve it. Under performance often shared at an agreed rate. - Cost plus fee
Client pays for materials and cost plus an uplift percentage or fixed fee. Risk with the Client and suitable for urgent works. - Per unit quantity
Paying for services by agreeing a fixed price for each ‘unit’ and the client then paying per unit required. Risk of not knowing project cost as unknown units required. Time overrun risk lies with Client.
Describe following Budgeting terms:
- CBS
- Fixed or non-recurring
- Variable or recurring
- direct
- indirect
- AFC
- Earned value
- CBS
Cost Breakdown Structure - Fixed or non-recurring cost
A resource and associated cost that is not influenced by volume of business or quantity, for example a one-off capital cost. - Variable or recurring cost
A resource and associated cost that is influenced by volume of business or quantity, for example a recurring operational cost - Direct
Costs which have a direct impact on the project. For example, if construction requires 5 builders, employing five builders is direct cost. - Indirect
Services that are required to support the project i.e. PMO staff pay - AFC
Average fixed costs - fixed costs incurred by a company that remain constant irrespective of output, expressed on a per-unit basis. - Earned value - actual spend vs actual work achieved (efficiency of spending)
Describe following negotiation terms:
- ZOPA
- BATNA
- Win-Win
- Zone of possible agreement
- Best alternative to a negotiated agreement
- win-win outcome through collaboration whereby one party does not have to lose for the other to win.
Describe following scheduling terms
- PBS
- WBS
- CBS
- Critical Path
- Critical Chain
- PBS
Project Breakdown Structure - WBS
Work Breakdown Structure - CBS
Cost Breakdown Structure - Critical Path
A sequence of activities through a precedence network from start to finish, the sum of whose duration’s determines the overall duration.
Identifies the activities or task in the plan that if delayed will affect the project end date. - Critical Chain
A resource-based approach to scheduling, useful when time is critical and derived from the critical path, that protects critical chains of activities with buffers.
Describe the following resourcing terms
- OBS
- RAM and RACI
- Resource Smoothing
- Resource Levelling
- OBS
Organisational breakdown structure - RAM or RACI
Responsibility Assignment Matrix, Responsible/Accountable/Consulted/Informed - Resourcing smoothing
Utilising float, or increasing or decreasing the resources required for specific activities such that any peaks and troughs of resource usage are smoothed out avoiding extension of the duration where possible. (Also known as time limited resource scheduling) - Resource Levelling
Delays activities such that resource usage is kept below specified limits. (also known as resource limited scheduling)
Provide 4 key actions to consider for the following:
- Threat
- Opportunity
- Threat
Avoid, reduce, transfer, accept - Opportunity
Exploit, Enhance, Share, Reject
Describe 4 key categories within Sustainability
- Environmental
- Social
- Economic
- Administrative
