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105 Cards in this Set
- Front
- Back
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List the four Human Resource Mgt processes and their associated process group
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"Develop Human Resource Plan(planning), Acquire Project Team(Executing), Develop Project Team(Executing), Manage Project Team(Executing)"
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List the four Human Resource Mgt processes and their associated process group
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"Develop Human Resource Plan(planning), Acquire Project Team(Executing), Develop Project Team(Executing), Manage Project Team(Executing)"
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List the primary output of Develop Human Resource Plan process(HR mgt)
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Human Resource plan
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List the primary output of Acquire Project Team(HR mgt)
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"Staff Assignments, Resource Calendars"
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List the primary output of Develop Project Team (HR mgt)
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Team performance assessment
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List the primary output of Manage Project Team(HR mgt)
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Change Requests
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Why is the Develop Human Resource Plan important?
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"This process lays out how you will staff, manage, team-build, assess and improve the project team"
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When is the Develop Human Resource Plan performed.
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"Early on the project and may be performed iteratively. You may do some work on the scope, some work on the schedule, and then plan human resources and do some more work on the scope, returning again to human resources, so on. It should not be thought of as a process that is tackled only one time."
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List the inputs of the Develop Human Resource Plan process
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"Activity Resource Requirements, Enterprise Environmental Facotrs, Organizational Process Assets"
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List the tools used for the Develop Human Resource Plan process
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"Organizational Charts and Position Descriptions, Networking, Organizational Theory"
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List the outpout of the Develop Human Resource Plan
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Human Resource plan.
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List the 3 primary formats of Organization Charts and Position Descriptions
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"Hierarchical, Matrix, Text"
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Significance of Matrix(Org chart) as a tool in Develop Human Resource Plan
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"Matrix charts are used to illustrate which roles on the project will be working with which work packages and what their responsibilities wil be. RAM (Responsibility Assignment Matrix) displays work packages in the rows and roles in the columns. RACI, list each work package in the rows and list the roles in columns. Generally, only one person is asigned accountability fo ra work package but more than one person may be responsible for performing the work on a work package."
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Significance of Text(Org chart) as a tool in Develop Human Resource Plan
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"Text formats basically follow the format of a position description, detailing out what responsibilites weach position on the project will involve and what qualifications will be needed to fill these positions. This tool is useful in recruiteing."
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List the three main components of the Human Resource Plan and other components
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"Roles and Responsibilites, Organization charts, and human resource plan. The roles and responsibility component should define each role on the project and specify a title, a level of responsibility, authority, and the skill level or competency needed to perform this role. The HR plan, which is part of the pm plan, is the plan which details how and when the project will be staffed, how and when the staff will be released, and how they will be trained. A resource histogram shows the usage of resources for a given period of time. On most projects, resources increase from planning through executing, and fall of in monitoring and closure. The timeline for the staffing needs is alos a component. It hleps the project and the org anticipate and plan for the staffing needs. Another element is the release plan. How the project team will be released from the project is important, especially to indvid and functional managers. Other elements are the staff training, safety, and compliance needs."
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Why is the Acquire Project Team process(HR mgt) important?
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This process gets the right people working on the project. Careful attention to this prcess should pay off in the from of the quality of staff you bring in.
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When is the Acquire Project Team process performed.
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"Throughout the project, as you may need diff skill sets throughout the life of the project. Business analysts early on, Quality engineers later on."
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List the inputs to the Acquire Project Team process(HR Mgt)
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"Human Resource Plan, Enterprise Environmental Factors, Organizational Process Assets"
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List the tools used for the Acquire Project Team process (HR)
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"Pre-Assignment, Negotiation, Acquistition, Virtual Team"
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Pre-Assignment
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"Tools used for the Acquire Project Team Process. It is normal for the roles to be defined first. Later, resources are assigned to perform those roles and fulfill the responsibilities; however, occationally specific resources will be pre-assingned to fill a role. This may occur before the hr plan has been created and even before the project formally begains."
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Significance of Negotiation as a tool in Acquire Project Team process
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"Project managers often have to negotiate for resources, both inside and outside the organization."
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Significance of Acquisition as a tool in Acquire Project Team process
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This tool refers to looking outside the organization of resources when they cannot be provided by your org
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List the Outputs of the Acquire Project Team process(HR mgt)
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"Project Staff assignments, Resource Calendars, Project Mgt Plan Updates"
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Significance of Resource calendars as output of the Acquire Project Team Process
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"As resources are assigned to the project, the time they are assigned to work on activities should be documented. Each resources's forecasted time on the project should be documented."
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Significance of Project Staff Assignent as output of the Acquire Project Team Process
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Key output. Each role that was defined should have a resource assinged to it. These assignments may happen severa times throughout the process as resources are needed. It would be difficult to assign a particular person to a role that was not needed.
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What is done during the Develp Project Team process(HR mgt) and why is it important?
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It focuses on building a sense of team and improving its performance. It's important because a team performs better than a group of disconnected individuals.
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When is the Develop Project Team process(HR mgt) performed?
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"Throughout the project. It is most effective when done early. As long as there is a team on the project, you should perform this process."
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List the inputs to Develop Project Team process(HR Mgt)
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"Project Team Assignments, Project Mgt Plan, Resource Calendars"
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Significance of Project Staff Assignent as an input for the Develop Project Team process
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The staff assignements contain a list of all team members for the project
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Significance of the PM plan as an input for the Develop Project Team Process
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"The hr plan, which is a component of the pm plan, provides guidance for the entire process. It outlines how project team members will be trained, and how Develop Project Team will be conducted. This may include offering fle time, bonus pay, option of telecommuting"
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List the tools used for the Develop Project Team process(HR mgt)
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"Interpersonal Skills(soft skills), Training, Team building Activities, Ground Rules, Co-Location, Recognition and Rewards(Theories of Motivations)"
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Significance of Interpersonal skills as a tool for the Develop Project Team Process.
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"Soft skills. Ability to get along with others, to ensure their cooperation, and to motivate people to give extra effort and do their best for the project."
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Significance of Training as a tool for the Develop Project Team Process.
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"Any instruction or acquisition of skills that increases the ability of the team or individuals to perform their jobs. If a team member does not have the skills needs to carry out his responsibilites, then training may be a good option. In gernal, training is higly favored for the exam. It should be paid for by the performing org or the functional manager and not by the customer or the project."
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Who shoud pay for training?
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It should be paid for by the performing org or the functional manager and not by the customer or the project.
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Significance of Team Building Activities as a tool for the Develop Project Team Process.
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Any activity that enhances or develops the cohesiveness of the team. It cannot be forced.
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Significance of Ground Rules as tool for the Develop Project Team proces
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"A project's ground rules are the formal or informal rules that define the boundaries of behavior on the project. For instance, a project may lay down ground rules that say that everyone on the project shares responsibility for protecting the security of project data. Ground rules should be defined and communicated to the team members."
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Significance of Co-Location as tool for the Develop Project Team proces
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"The act of physically colating team members in the same general space. Exxample, create a war room where all the team members work, or to colacte the project team at the customer's site"
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List the different Theories of Motivation used as tools for the Develop Project Team process
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"Maslow's Hierarchy of Needs, McGregor's Theory X and Theory Y, Contingency Theory, Herzberg's Motivation-Hygience Theory"
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Maslow's Hierarchy of Needs
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"Motivational Theory tool used in Develop Project Team process. Abraham Maslow grouped human needs into 5 basic categories: Self Actualization, Esteem, Acceptance, Security, Physiological. These needs form a hierarchy, since the needs at the bottom(physiological) must be satisfied before the uppeer needs will be present. example, people can't reach their full potential without suffiecient food or theory."
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McGregor' Theory X and Theory Y
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"Motivational Theory tool used in Develop Project Team process. States that there are two ways to categorize and understand people in the workplace. Theory X presume that team members are only interested in their own selfish goals. They are unmotivated, they dislike work, and must be forced to do productive work. Constant motivation is necessary to achieve desire results on a project. // Theory Y assumes that people are naturally motivated to do good work. Y managers believe that their team members need very little external motivation and can be trusted to work toward the org's or project's goals. Assembly line may treat everyone as an ""X"", whereas a org that encourages telecomunicating may treat employees as ""Y"" people. Note that the style of mgt is not necessarily determined by the type of work performed."
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Contingency Theory
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"Motivational Theory tool used in Develop Project Team process. States that a leader's effectiveness is contingent upon two sets of factors. The first set of factors measures whether the leader is task oriented or relationship oriented. The seond set evaluates situational factors in the workplace, such as how stressful the environment is. In stressfull times, a task-oriented leader will be more effective, while in calm times, a relationship-oriented leader will function more effectively. Inverse is also true. What makes a leader effective in one setting may actually work against him in another."
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Herzberg's Motivation-Hygience Theory
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"The presence of certain factors does not make someone satisfied, but their absence will make someone unsatisfied. In this case, Hygiene factors(company policy, supervision, good relationship with boss, working conditions, paycheck, personal life, status, security, relationship with co-workers) must be present, but they do not motivate by themselves. Motivation factors(Achievement, recognition, work, responsibility, advancement, growth) will mmotivate, but they will not work without the hygiene factors in place."
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List the different forms of power
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"Reward Power, Expert Power, Legitimate Power(formal power), Referent Power, Punishment Power(coercive power)"
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What is the best forms of Power
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PMI considers reward and expert the most effective forms of power and punishment the least effective.
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Reward Power
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"The ability to give rewards and recognition. Example: pay raise, time off"
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Expert Power
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Expert power exists when the manager is an expert on the subject. Example: the person who architected a part of a software system would probably have significant expert power on a project that used that system. People would listen to the architect because he had credibility. A subject matter expert usually has signifcant power to influence and control behavior.
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Legitimate Power (formal power)
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Power that the manager has because of his position. It comes from being formally in charge of the project and people and has the backing of the org. This typically indicates a projectized org structure.
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Referent Power
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"Based on respect or the charismatic personality of the manager. It is ultimately rooted in a persuasive ability with people. It is ultimately rooted in a persuasive ability with people. Another usage of referent power is when a less powerful person allies with a more powerful perosn and leverage's some of the superior's power. For instance, if the project manager is close to the CEO of the company, his pwoer will probably be higher because of the alliance."
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Punishment(coercive) power.
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The ability to punish an employee if a goal is not met.
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List the outputs of Develop Project Team Process(HR mgt)
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"Team performance assessment, Enterprise Environmental Factors Updates."
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List some of the problems associated with the human resource side of a project
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"People can be unpredictable, some leave the project, teams experience unexpected conflict, individuals suffer from low morale, and all of these events directly affect objective measures such as the budget, the schedule, and quality."
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When is Manage Project Team process performed
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As long as there is a team on a project
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List the inputs to Manage Project Team process (HR mgt)
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"Project Team Assignments, PM plan, Team Performanance Assessment, Performance Reports, Org Process Assets"
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List the ouputs of Develop Project Team process(HR mgt)
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"Team Performance Assessments(pm focus on areas that should be improved, it is the pm's job to increase team performance and identify the right resources to help develop the team), Enterprise Environment Factors Updates (As the team develops new skills or aquire new training, these need to be updated at an organizaionl level for the benefit of future projects and functional managers)"
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List the tools used for Manage Project Team Process(HR mgt)
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"Observation and Conversion, Project Performance Appraisals, Conflict Mgt, Issue Log, Interpersonal Skills"
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List the outputs for the Manage Project Team process
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"Enterprise Environmental Facotrs Updates, Organizational Process Assets Updates, Change Requests(change request for staff, overqualified/underqualified workers, dysfunctionial team), PM plan updates"
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Significance of Project Performance Appraisals as a tool for the Manage Project Team process.
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A performance appraisal is where the pm and other personnel managers on the project meet with the people who report to them on the project and provide feedback on their performance and how they are conducting their job
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Significance of Project Performance Appraisals as a tool for the Manage Project Team process.
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"Managing conflict in a constructive way helps improve team morale and performance. Conflict often occurs between project managers and functional managers. If conflict cannot be resolved, it should be escalated."
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List the common ways of handling conflict(hint: door that is stuck shut)
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"Problem-Solving, Compromise, Forcing, Smoothing, Withdrawal"
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Problem Solving (Methods of Conflict Mgt)
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"Problem solving involves confrontation, but it is confrontation of the problem not the person. It means dealing with the problem head on. The pm gets to the bottom of the problem and resolves the root cause of the conflict. ""Confrontation"" is proactive, direct and deals with the root of the problem. It is the most often correct answer in conflict mgt problems on the test"
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Compromise (Methods of Conflict Mgt)
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"Compromise takes place when both parties sacrifce something for the sake of reaching an agreement. On the test, it may be presented as ""lose-lose"" since both parties are giving something up"
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Forcing (Methods of Conflict Mgt)
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"Bringing to bear whatever force or power is necessary to open the door. Considered worst way to resolve project conflict. It doesn't help resolve the underlying problem, it reduces team morale, and it is almost never a good long term solution"
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Smoothing (Methods of Conflict Mgt)
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"PM plays down the problem and turns attention to what is going well. ""we shouldn't argue with each other, look how we we've doe so far."" Smoothing downplays the conflict instead of dealing with it head on and does not produce a solution to the conflict. Instead, in merley tries to diminsh the problem."
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Withdrawal (Methods of Confict Mgt)
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It’s a mean of avoidance. Pm who practices it are hoping the problem will go away by itself. PMI does not favors this because the conflict is neer resolved.
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List the Constructive Team Roles
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"Initiators, Information Seeksers, Information Givers, Encouragers, Clarifiers, Harmonizers, Summarizer, Gate Keepers"
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List Destructive Team Roles
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"Aggressors, Blockers, Withdrawers, Recognition Seekers, Topic Jumper, Dominator, Devil's Advocate"
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Where is the greatest source of conflict
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"Occurs between pm and functional managers. Disagreements over schedules, priorities, and resources"
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Initiators
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Constructive Team Role. Someone who actively initiates ideas and activities on a project. Proactive and highly proactive.
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Information Seekers
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Constructive Team Role.People who actively seek to gain more knowledge and understanding related to the project
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Information givers
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Constructive Team Role.Someone who openly shares info with the team
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Encouragers
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"Constructive Team Role. They maintain a positive and realistic attitude. They focus on what can be accomplished, not on what is impossible. Contributes to team morale."
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Clarifiers
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Constructive Team Role. Someone who works to make certain that everyone's understanding of the project is the same.
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Harmonizers
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Constructive Team Role. Enhance info in such a way that understanding is increased
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Summarizers
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Constructive Team Role. They take the details and restate them succinctly or relate tehm back to the big picture. Can keep things simple enough for everyone to understand the higer purpose of the tasks.
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Gate Keepers
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"Constructive Team Role. 1st definition: Someone who draws others in. ""We havent' heard from the other end of the table today"" Encourages the entire team to participate. 2nd def: Someone who judges whether or not the project should continue at differnet states. This gatekeeper makes decsions about whether the project is still achieving the business need and if it is justified in continuting to a susequent phase."
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Aggressors
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Destructive Team Role. Someone who is openly hostile and opposed to the project.
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Blockers
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Destructive Team Role. Someone who blocks access to info and tries to interrupt the flow of communication.
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Withdrawers
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"Destructive Team Role. Does not participate in the discussion, resolution or een the fleshing out of ideas. Likely to sit quietly or not participate at all."
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Recognition Seekers
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Destructive Team Role. Looks at the project to see what is in it for him. More interested in his own benefit than the project's success.
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Topic jumper
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Destructive Team Role.Disrupts effective communication by constantly changing the subject and bring up irrelevant facts. Prevens issues from being fully disclosed and brought to closure
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Dominator
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Destructive Team Role. Disrupts team participation and communication by presenting opinions forcefully and without considering the merit of other's contributions. Talk more than the rest of the group and bully his way through.
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Devil's Advocate
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"Someone who automatically takes a contrary view to most statements or suggestions that are made. It often disrupts and frustrates communication, discourages people from participating and stalls progress."
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Significance of Issue Log as a tool for Manage Project Team Process
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"An issue may be thought of as anything that threatens project pgress. Technical concern, personality conflict. A documented log of issues is important, since it gives the project team a placeto record issues that requrie resolution. Along with each issue, the person or people responsible for resolving the issue should be documented."
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Different Styles of Leadership throughout a project timeline
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"In early pahses of the project, the pm should take a very active role in the leadership of the project, usualyy directing the activities and providing significant leadership. As the project progresses, however, other less heavy handed styles may be more appropriate. Early phase-directing leader, coaching leaer, facilitating leader, supporting leader-late phase."
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Good Leadership skils
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"establishing direction, aligning people to that direction, motivating and inspiring, influencign stakeholdes through persuation, listening and building trusting relationships, keeping focused on goals, taking all info into consideration"
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"1. If you hear a project manager saying to a customer "" We all agree that this project is important. Let's not fight over a few thousand dollars"", what conflict resolution technique is the project manager trying to use? A. Smoothing. B. Problem Solving. C. Forcing D. Compromising"
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A. Smoothing occurs when the person trying to resolve the conflict asks everyone to focus on what they agree upon and diminsh the items on which there is disagreement.
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2. Who manages the resources in a matrix org? A. Senior mgt. B. Functional managers. C. Project Managers. D. Human Resources.
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"B. The functional manager has resource responsibilites in a matrix org. In this type of org structure, the pm must work with the functioanl managers to secure resources for a project. The benefit of a matrix org is that the project manager does not need to divert as much attention to managing the resources as he or she would in a projectized org."
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3. What is considered the LEAST desireable form of power for a project manager to exercise? A. Formal B. Referent C.Punishment D. Forcing
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"C. Punishment. 'D' is a problem solving technique, not a form of power"
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4. Which statement below BEST matches a Theory X manager's beliefs: A. People want to be rewarded for their work. B. People have higher needs that will not emerge until the lower needs have been satisfied. C. People will contribute to work if left alone. D. People cannot be trusted.
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D. Theory X managers believe that people cannot be trusted and must be watched and managed constantly.
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5. The human resource plan: A. Should be created by the human resources dept. B. Is a part of the resource mgt plan. C. Is a tool of develop Project Team. D. Is an output of the Develop Human Resource Plan process.
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D. The human resource plan is created during the Human Resource Planning process.
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6. Which technique produces the most lasting results? A. Problem solving. B. Smoothing. C. Compromising. D. Withdrawing
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A. Problem solving (sometimes called confrontation) is getting to the root of the problem and is the best way to produce a lasting result and a real solution.
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"7. The most important role of the project sponsor is to: A. Mange and resolve conflicts between the team and upper mgt. B. Provide and protect the project's financial resources. C. Provide and protect the project's human resources. D. Balance the project's constraints regarding time, scope, and cost."
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"B. The project sponsor provides the funds for the project. He may or may not take on other roles, but this is his defining role on the project."
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"8. Human resource mgt encompasses: A. Organizational Planning, Acquire Project Team, Report Performance, Manage Project Team. B. Develop Human Resource plan, Acquire Project Team, Report Performance, and Develop Project Team C. Develop Human Resources plan, Staff Acquisition, Develop Project Team, and Release Project Team D. Develop Human Resource Plan, Acquire Project Team, Develop Project Team, Manage Project Team."
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D.
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9. Which of the following is NOT an input into Develop Human Resource Plan? A. Enterprise environmental factors. B. Role and responsibility assignments C. Organizational process assets D. Activity resource requirements.
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"B. Three of the answers will be valid inputs, and Enterprise environmental factors and org precess assest are inputs in every planning process. That would eliminate 'A and C'. 'D' sounds like something that would be produced as part of that plan and not an input."
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10. Which of the following is a constructive team role? A. Information seeker. B. Recognition seeker. C. Blocker. D. Devil's advocate.
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A. Recognition seekers are more concerned with getting in the spotlight than with faciliating communication. Blockers reject others' viewpoints and shut down discussion.
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"11. Maslow's Hierarchy of Needs theory states that: A. The strongest motivation for work is to provide for physiological needs. B. Hygience factors are those that provide physical safety and emotional security. C. Psychological needs for growth and fulfillment can be met only when lower level physical or security needs have been fulfilled. D. The greater the financial reward, the more motivated the worker wil be."
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"C. 'A' is not necessarily true because Maslow stated that any level of his 'pyramid' provides the greatedst level of motivation when the needs of the levels below have been met. Thus physiological needs such as food and shelter will be the greatest motivator for workes to do a good job when those needs are unmet. But once the lower level needs are met, the needs of the next level becomes the greatedst motivators."
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12. Which of the folowing is NOT true of team building? A. Team agreement should be optained on all major actions. B. Team building requires role modeling on the part of the project manager. C. Team beuilding becomes less important as the project progresses. D. Teamwork cannot be forced.
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"C. Successful team building begins early in project development, but it is a continuous process throughout the life of the project."
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13. Team buildig is primarily the responsibility of: A. The project team. B. The project manager. C. Senior management. D. The project Sponsor.
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B. Team building must be carried out under the direction of a strong leader. The project manager has the only project role that allows for regular direct regular interaction with the team.
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14. A war room is an example of: A. Contract negotiation tactics. B. Resource Planning Tools. C. A functional Org. D. Co-location
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D. Co-location is the practice of locating all team members in a central location. Another variance of a war room is a conference room devoted exclusivedly for a particular project team. It is a tool of Develop Project Team used in human resource mgt.
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15. Which of the following is NOT a human resource process? A. Develop Human Resource Plan. B. Acquire Project Team. C. Report Team Performance. D. Develop Project Team
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C. Report Team Performance is not a real process.
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16. A project coordinator is distinguieshed form a project manger in that: A. A project coordinator has no decision making power. B. A project coordinator has less decision making power. C. A project coordinator has no authority to assign work. D. A project coordinator has more decision making power.
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B. A project coordinator has some authority and some decision making power.
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17. Which of the following is NOT a tool used in Develop Project Team? A. Interpersonal Skills. B. Training. C. Ground Rules. D. Encouragement.
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"D. Encouragement may be a great idea, but it is not specified as a tool of Develop Project Team."
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18. One potential disadvantage of a matrix org is: A. Highly visible project objectives. B. Rapid responses to contingencies. C. Team members must report to more than one boss. D. The matrix org crates moral problems.
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"C. In a matrix org, team members report to both the pm and the functional manager. This can sometimes cause confusion and lead to conflict on a project."
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"19. A project manager in Detroit is having difficulty getting the engineers in his company's Cleveland office to complete design documents fo his project. He ahs sent numerous requests to the VP of Engineering(also in Cleveland) for assistance in getting the design documents, but so far his efforts have been unsuccesful. What kind of or does this pm work in? A. Functional. B. Hierarchical. C. Strong Matrix. D. Projectized."
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A. Clue: pm's low authority. He must apeal to the head of the engineering dept rather than making his request directly to the team members.
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20. Which of the following is not true about a project's ground rules? A. Ground rules should be communicated to all team members. B. Ground rules should be consistent across projects in an org. C. Ground rules should be clearly defined. D. Ground rules define behaviral boundaries on a project.
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B. Ground rules may be unique to a project and certainly don’t have to be the same across all projects in an org. 'A and C' are incorrect b/c clearly defining ground rules and communicating them to eveyone helps to make sure they are understood and will be followed. 'D' is incorrect because that is exactly what ground rules do-they define the boundaries of behavior that team members should respoect.
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