Week 2 - Study Guide (Developing Project Team) Flashcards
(97 cards)
1
Q
What is the minimum number of people to create a team?
A
> 1
2
Q
What are reasons to develop the team?
A
- team skills/knowledge improve which lowers proj. cost, improves schedule, meeting/exceeding quality standards
- Team trust improved - improves moral and teamwork, decreases conflict
- Team becomes close knit- practices cooperation, improves productivity
- Team takes ownership of work, more efficient/effective, empowered to make decisions.
3
Q
List Develop Team Inputs
A
- PM plan/resource managm. plan
- Proj. documents (lessons learned register, proj. schedule, proj. team assignments, resource calendar, team charter)
-EEF
OPA
4
Q
T&T of Develop Team
A
- Colocation
- Virtual teams
- Communication technology
- Interpersonal & team skills (conflict management, influencing, motivation, negotiation, team building)
- Recognition & rewards
- Training
- Indiv & team assessments
- Meetings
5
Q
What is another name for colocation?
A
Tight matrix
6
Q
Explain colocation
A
One physical location for team
- Can be common mtg room (AKA war room) for memb. in different buildings to meet
- Multiple locations can be time waste due to commute for Face to Face
7
Q
Explain Communication Technology
A
Refers to methods used to perform communiation (email, chat, video, etc.)
8
Q
What’s another name for interpersonal skills & examples?
A
Soft skills
- Leadership, communication empathy, negotiation, etc.
9
Q
Describe team building
A
Getting a diverse group of people to work together in the most efficient and effective manner
10
Q
Who created the development stages of teams and what is that called?
A
Tuckman; Tuckman’s Ladder
11
Q
What are the stages of team development in Tuckman’s Ladder?
A
- Forming
- Storming
- Norming
- Performing
- Adjourning
12
Q
Describe forming & PM role
A
Beginning stage of team formpation
-PM role = communication
13
Q
Describe storming & PM role
A
When teammemb. become confrontational and vye for position, control, status
-PM role = remind and center team on project goals; let team resolve issues best as possible
14
Q
Describe norming and PM role
A
Things begin to calm down; project probs rather than people problems.
-PM role = hold team mtgs., team can fall back into storming stage. Intervene when conflicts arise to keep team moving forward
15
Q
When new team members are brought onto team, what happens?
A
Stages start over regardless of where the team was in stages
16
Q
Describe performing and PM role
A
Productive and effective team. Level of trust is high, mature development stage
-PM role = focused more on PM processes than team
17
Q
Describe adjourning and PM role
A
Breakup of team after work completed
-PM role = guide through closure process
18
Q
Is the PM leadership style the same throughout the team development stages?
A
No, must change throughout stages. As team progresses, leadership can shift to coaching, participating, delegating
19
Q
What style of leadership does the forming stage require?
A
Direct style
20
Q
What are the potential results of developing a team?
A
- Better conflict resolution
- Lower project cost
- Enhanced communication
- Increased productivity
21
Q
When does team building begin and end?
A
Project planning to project completion
22
Q
Are cultural and religious influences intrinsic or extrinsic motivations?
A
Intrinsic
23
Q
Give examples of extrinsic motivations
A
Money, time off, perks, REWARD & RECOGNITION
24
Q
Describe reward and recognition
A
Formal ways of recognizing and promoting desirable behavior and are most effective when carried out by PM/management team
25
How do you handle when 1-2 people on your team are high achievers and the rest are moderate?
Consider team awards so the same 1-2 people aren't constantly being rewarded as this can kill morale
26
Define motivational theory
Ideas on why people act the way they do and how you can influence them to get the results you want
27
Who created the Hierarchy of Needs?
Maslow
28
Describe Maslow's Hierarchy of Needs
Theory that humans have 5 basic needs arranged in hierarchical order. One a lower level of need has been met, move to the next level of need as it no longer becomes a motivator (like a pyramid).
29
List & explain the needs in Maslow's Hierarchy of Needs
- Self actualization (highest) - performing at peak potential
- Self esteem - accomplishment, respect for self
- Social- sense of belonging, love, acceptance, friendship
- Safety/Security- physical welfare and security of belongings
- Basic physical needs (lowest) - food, clothing, shelter,
30
Do people stay in the same level of Maslow's Hierarchy of Needs?
No, will move up and down the pyramid throughout life
31
What are three additional motivators in Maslow's Hierarchy of Needs?
1. Cognitive
2. Aesthetic
3. Transcendence
32
Who formulated the Hygiene Theory?
Herzberg
33
What is the Hygiene Theory?
Two factors contribute to motivation
1. Hygiene factors
2. Motivators
34
Describe Hygiene factors
- Deal with work environment issues
| - Prevent dissatisfaction (e.g. pay, benefits, etc.)
35
Describe Motivators relative to Hygiene Theory.
- Deal with substance of work itself and satisfaction one derives from performing job (e.g. ability to advance, opportunity to learn new skills)
- Leads to satisfaction
36
Who formulated the expectancy theory?
Vroom
37
What is the expectancy theory?
- Expectation of positive outcomes drives motivation (e.g. days off or classes)
- Strength of expectancy drives behavior
- People become what you expect of them
- Treat like a valuable contributor, will likely have high performer
- Treat with low expectations, will likely live down
38
Who formulated achievement theory?
McClelland
39
What is achievement thoery?
People motivated by need for 3 things:
1. Achievement - need to succeed
2. Power - Desire for influencing behaviors of others
3. Affiliation - relationship oriented
40
Define leadership
Imparting vision and getting people to rally around vision
41
What techniques are used in leadership?
Power & politics
42
Define power
Ability to get people to do what they wouldn't do ordinarily (influence behavior)
43
Define politics
Imparts pressure to conform regardless of whether people agree with that decision
44
How do leaders get things done?
Directive in approach but allow for feedback and input
45
Describe a manager
Task oriented and concerned with plans, controls, budgets, policies.
- Primary goal= satisfy SH needs
- Posesses motivational skills and ability to recognize/reward behavior
46
When should PM be a leader vs a manager relative to project size?
Larger proj = leader
| Smaller proj = manager
47
Who formulated Theory X and Theory Y?
McGregor
48
Describe Theory X managers
Believe most people don't like work and will avoid. Thinks people have little ambition, need constant supervision, and won't perform job unless threatened
- Like dictators, impose rigid controls
- People motivated by punishment, money, or position
- Fall into expectancy theory and people will become lazy/unproductive if manager suspects them to be
49
Describe Theory Y Managers
Believe people are interested in performing their best given motivation and proper expectations
- Provide support to team, concerned about team, are good listeners
- Believe people are creative and committed to proj. goals, like responsibility and seek it, and perform with limited supervision.
50
Who formulated Theory Z?
Ouchi
51
Describe theory Z
Concerned with increasing employee loyalty to org
-results in increased productivity, places emphasis on well-being (in/out work), encourages steady employment, leads to increased satisfaction and morale
52
Who formulated contingency theory?
Fiedler
53
What is contingency theory?
Builds on combo of theory Y & Hygiene
| -People motivated to achieve levels of competency and will be motivated by this even after competency is reached
54
Describe Tannenbaum & Schmidt Management Theory
describes level of authority a manager exerts on team vs freedom team has to make decisions (under guidance of manager)
-Managers always engaged, but authority level will change
55
How many levels of freedom in Tannenbaum & Schmidt Management Theory
7 levels ranging from manager making all decisions and announcing to team to the manager allowing team to identify prob/alternatives/final recommendation
56
What does the level of freedom in Tannenbaum & Schmidt Management Theory depend on?
Maturity & experience of team and manager; as team progresses the decision making matures and more freedom can be delegated.
57
Who formulated situational leadership theory?
Hersey & Blanchard
58
What is situational leadership theory?
Leadership style used depends on situation
59
Who formulated situational leadership theory II?
Blanchard
60
What is situational leadership theory II?
4 styles of leadership depend on situation
1. Directing
2. Coaching
3. Supporting
4. Delegating
61
List the types of power
- Reward power
- Punishment power
- Expert power
- Legitimate power
- Referent power
62
Describe punishment power
AKA coercive or penalty power
| -Threatened with consequences if expectations not me
63
Describe expert power
Occurs when person being influences believes manager is knowledgeable about the subject or has special powers that makes them an expert.
-Person goes along because they think influencer knows best
64
Describe legitimate power
AKA formal power
| -Result of influencers position. Have power to call shots/make decisions. (e.g. CEO, VP)
65
Describe referent power
Inferred to the influencer by their subordinates
| -Team who hold manager in high regard willingly go along with decisions made
66
Which form of power should be used as last resort?
Punishment
67
List leadership styles
- Autocratic
- Laissez-Faire
- Democratic
- Situational
- Transactional and transformational
68
Describe autocratic leadership.
Dictators.
| All decisions made by leader with little/no input from team
69
Describe laissez faire leadserhip
Opposite of autocratic.
| -Allow team to drive decisions and recommend actions and has little involvement in process.
70
Describe democratic leadership
AKA participative.
-Leaders gather all facts and ask for team input, then make decision.
All team memb. participate in decision making process
71
Who formulated situational leadership theory?
Blanchard
72
Describe situational leadership theory
4 styles:
1. Directing
2. Coaching
3. Supporting
4. Delegating
73
Explain directing leadership
When team memb needs to know step by step proced. for problem
74
Explain coaching leadership
used with team memb. has limited experience
75
Explain supporting leadership
Used with indiv. who have completed same types of tasks in past and can complete majority on own
76
Explain delegating leadership
When indiv. have performed same tasks in past and are capable of making decisions. Involves little/no input from leader
77
Who formulated transactional and transformational leadership theory?
Bass
78
Describe transactional leadership.
Describes transactional leaders as autocratic, activity focused, autonomous, and use contingent reward system and manage by exception
79
Describe transformational leadership
focus on relationships rather than activities. Are collaborative, influential, and motivate team to perform. Considered empowering and are concerned with justice, equity, and fairness
80
List outputs of develop team
1. Team performance assessments
2. Change requests
3. PM plan updates (resource manag. plan)
4. Proj. doc updates (lessons learned register, proj. schedule, team assignments, resource calendars, team charters)
5. EEF updates (may include skill assessments, develop. plan)
6. Org. process assets updates
81
Example of team performane assessments
360 reviews
82
Explain change requests relative to develop team
Occur when indiv. have been added/removed from team
83
Explain manage team process
concerned with tracking/reporting indiv. performance.
-Outcome is to update resource management plan. Other outcomes are issues are resolved and info is provided for perform. appraisals, and lessons leared.
84
List manage team inputs
1. Proj. manag plan (resource manag. plan)
2. Pro. docs (issue log, lessons learned, team charter)
3. work perform. reports
4. Team perform. assessments
5. EE
6. OPA
85
Define work performance reports
Document the status of the proj. compared to the forecasts, including but not limited to cost control, scope validation, sched. control, quality control,
-Are also output of monitor and control proj. work process
86
T&T for managing teams
- Interpersonal and team skills (conflict. manag., decision making, emotional intelligence, influencing, leadership)
- PM information system
87
Define conflict
Incompatibility of goals; can be reduced by implementing team ground rules and group norms and using well grounded PM process
88
List 5 styles of conflict resolution
- Force/direct
- smooth/accommodate
- Compromise/reconcile
- collaborate/problem solve
- Withdraw/avoid
89
Describe force/direct
WIN-LOSE
| one person forces a solution on other parties. Not the best technique when trying to build a team
90
Describe smooth/accomodate
LOSE-LOSE
-doesn't lead to permanent solution. Temporary way to resolve conflict where areas of agreement are emphasized over areas of disagreement so real issues stay buried
91
Describe compromise/reconcile
Neither side WINS OR LOSES
-Parties each give up something to reach a solution. Everyone involved decides what they will give on and what they won't until solution is reached.
92
Describe collaborate/problem solve
WIN-WIN
-Best way to resolve conflict. Fact finding --> one right solution to a problem exists and facts will bear out the solution. Will lead to multiple viewpoints discussed and all come to true concensus
93
Describe withdraw/avoid
LOSE-LOSE
| -Resolution never reached
94
Types of Interpersonal skills
1. Leadership
2. Influencing
3. Effective decision making (making decisions in a timely manner and making reflect/support goals of project)
95
Explain PMIS
PM information system; useful for performing resource management and scheduling resources to their activities
96
Managing proj. team outputs
- Change requests
- PM plan updates (resource manag. plan, schedule baseline, cost baseline)
- Proj. doc updates (issues log, lessons learned register, proj. team assignments)
- EEF updates - input to org. performance appraisals and personnel skill updates
97
Define implement risk reesponses
concerns putting agreed-upon risk response plans into action when needed.
-Help to address overall proj. risk exposure and will help protect proj. from threats or reduce their impact and/or take advantage of opportunities
