Chapter 9 Vocabulary - Phillips Pmp

Front 1

360-degree appraisal

Back 1

A performance review completed by a person's peers, managers, and subordinates. It's called a ___________ because it's a circle of reviews by people at different levels of an organization.

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adjourning

Back 2

The final stage of team development; once the project is done, the team moves on to other assignments as a unit, or the project team is disbanded and individual team members go on to other work.

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autocratic

Back 3

The project manager makes all of the decisions.

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coercive power

Back 4

The project manager uses fear and threats to manage the project team.

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collective bargaining agreements

Back 5

Contractual agreements initiated by employee groups, unions, or other labor organizations; they may act as a constraint on the project.

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compromising

Back 6

A conflict resolution approach that requires both parties to give up something. The decision ultimately made is a blend of both sides of the argument. Because neither party completely wins, it is considered a lose-lose solution.

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democratic

Back 7

The project team is involved in the decision-making process.

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exceptional

Back 8

The project manager pays attention only to the top 10 percent and bottom 10 percent of project team members.

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Expectancy Theory

Back 9

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

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expert power

Back 10

A type of power in which the authority of the project manager comes from experience with the area that the project focuses on.

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forcing

Back 11

A conflict resolution method whereby one person dominates or forces his point of view or solution to a conflict.

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formal power

Back 12

The type of power with which the project manager has been assigned by senior management to be in charge of the project.

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forming

Back 13

The initial stage of team development; the project team meets and learns about their roles and responsibilities on the project.`

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halo effect

Back 14

When one attribute of a person influences a decision.

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Herzberg's Theory of Motivation

Back 15

Posits that there are two catalysts for workers: hygiene agents and motivating agents. Hygiene agents do nothing to motivate, but their absence demotivates workers.

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Hygiene agents

Back 16

Expectations that all workers have: job security, paychecks, clean and safe working conditions, a sense of belonging, civil working relationships, and other basic attributes associated with employment.

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Motivating agents

Back 17

Components such as reward, recognition, promotion, and other values that encourage individuals to succeed.

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human resource plan

Back 18

Defines the management of the project human resources, timing of use, and enterprise environmental factors to which the project manager must adhere in the organization.

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laissez faire

Back 19

The project manager has a hands off policy, and the team is self-led regarding the decision-making process.

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Maslow's Hierarchy of Needs

Back 20

A theory that states that all humans have five layers of needs: physiological, safety, social, esteem, and the crowning jewel, self-actualization.

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McClelland's Theory of Needs

Back 21

A theory that all humans have three needs: achievement, affiliation, and power. One of these needs drives the person's actions.

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McGregor's Theory of X and Y

Back 22

This theory states that X people are lazy, don't want to work, and need to be micromanaged. Y people are self-led, motivated, and strive to accomplish.

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norming

Back 23

Project team members go about getting the project work, begin to rely on one another, and generally complete their project assignments.

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organizational breakdown structure

Back 24

Though these charts are similar to the WBS, the breakdown is by department, unit, or team.

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organizational charts

Back 25

These show how an organization, such as a company or large project team, is ordered, its reporting structures, and the flow of information.

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Ouchi's Theory Z

Back 26

This theory posits that workers are motivated by a sense of commitment, opportunity, and advancement. Workers will work if they are challenged and motivated.

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performing

Back 27

If a project team can reach the performing stage of team development, they trust one another, they work well together, and issues and problems get resolved quickly and effectively.

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problem solving

Back 28

The ability to determine the best solution for a problem in a quick and efficient manner.

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RACI chart

Back 29

This chart designates each team member against each project activity as Responsible, Accountable, Consult, or Inform (RACI). It is technically a type of responsibility assignment matrix chart.

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referent power

Back 30

Power that is present when the project team is attracted to or wants to work on the project or with the project manager. Referent power also exists when the project manager references another, more powerful person, such as the CEO.

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resource breakdown structure

Back 31

This type of chart breaks down the project by types of resources utilized on the project no matter where the resource is being used in the project.

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resource histogram

Back 32

A bar chart reflecting when individual employees, groups, or communities are involved in a project. It's often used by management to see when employees are most or least active in a project.

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responsibility

Back 33

The person who decides what will happen in a project regarding a particular area.

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responsibility assignment matrix chart

Back 34

A chart type designating the roles and responsibilities of the project team.

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reward power

Back 35

The project manager's authority to reward the project team.

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role

Back 36

Designates the type of activities a person performs in a project.

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smoothing

Back 37

A conflict resolution method that smooths out the conflict by minimizing the perceived size of the problem. It is a temporary solution, but it can calm team relations and reduce boisterousness of discussions. __________ may be acceptable when time is of the essence or when any of the proposed solutions would work.

Front 38

staffing management plan

Back 38

This subsidiary plan documents how project team members will be included in the project and excused from the project. This plan is included in the human resources plan.

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storming

Back 39

The second stage of team development; the project team struggles for project positions, leadership, and project direction.

Front 40

virtual teams

Back 40

Project teams that are not collocated and that may rarely, if ever, meet face-to-face with other project team members. The virtual team relies on email, video, and telephone conferences to communicate on the project.

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war room

Back 41

A centralized office or locale for the project manager and the project team to work on the project. It can house information on the project, including documentation and support materials. It allows the project team to work in close proximity.

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withdrawal

Back 42

A conflict resolution method that is used when the issue is not important or the project manager is outranked. The project manager pushes the issue aside for later resolution. It can also be used as a method for cooling down. The conflict is not resolved, and it is considered a yield-lose solution.