It Project Management 7Th Edition Chapter 9 Key Terms

Front 1

coercive power

Back 1

Using punishment, threats, or other negative approaches to get people to do
things they do not want to do

Front 2

collaborating mode

Back 2

A conflict-handling mode in which decision makers incorporate different viewpoints and insights to develop consensus and commitment

Front 3

compromise mode

Back 3

Using a give-and-take approach to resolve conflicts; bargaining and searching for solutions that bring some degree of satisfaction to all the parties in a dispute

Front 4

confrontation mode

Back 4

Facing a conflict directly using a problem-solving approach that allows affected parties to work through their disagreements

Front 5

deputy project managers

Back 5

People who fill in for project managers in their absence and assist them as needed

Front 6

empathic listening

Back 6

Listening with the intent to understand

Front 7

expert power

Back 7

Using one’s personal knowledge and expertise to get people to change their behavior

Front 8

extrinsic motivation

Back 8

An approach that causes people to do something for a reward or to avoid a penalty

Front 9

forcing mode

Back 9

Using a win-lose approach to conflict resolution to get one’s way

Front 10

groupthink

Back 10

Conformance to the values or ethical standards of a group

Front 11

hierarchy of needs

Back 11

A pyramid structure illustrating Maslow’s theory that people’s behaviors are guided or motivated by a sequence of needs

Front 12

intrinsic motivation

Back 12

An approach that causes people to participate in an activity for their own enjoyment

Front 13

legitimate power

Back 13

Getting people to do things based on a position of authority

Front 14

mirroring

Back 14

Matching certain behaviors of another person

Front 15

Myers-Briggs Type Indicator (MBTI)

Back 15

A popular tool for determining personality preference

Front 16

organizational breakdown structure (OBS)

Back 16

A specific type of organizational chart that
shows which organizational units are responsible for particular work items

Front 17

overallocation

Back 17

A state in which not enough resources are available to perform the assigned work during a given time period

Front 18

power

Back 18

The ability to influence behavior to get people to do things they would not otherwise do

Front 19

RACI charts

Back 19

Charts that show Responsibility, Accountability, Consultation, and Informed roles for project stakeholders

Front 20

rapport

Back 20

A relation of harmony, conformity, accord, or affinity

Front 21

referent power

Back 21

Getting others to do things based on a person’s own charisma

Front 22

resource histogram

Back 22

A column chart that shows the number of resources assigned to a project over time

Front 23

resource leveling

Back 23

A technique for resolving resource conflicts by delaying tasks

Front 24

resource loading

Back 24

The amount of individual resources an existing schedule requires during specific time periods

Front 25

responsibility assignment matrix (RAM)

Back 25

A matrix that maps the work of a project, as
described in the WBS, to the people responsible for performing the work, as described in the
organizational breakdown structure (OBS)

Front 26

reward power

Back 26

Using incentives to induce people to do things

Front 27

smoothing mode

Back 27

Deemphasizing or avoiding areas of differences and emphasizing areas of agreement

Front 28

staffing management plan

Back 28

A document that describes when and how people will be added to a project team and taken off it

Front 29

subproject managers

Back 29

People responsible for managing the subprojects of a larger project

Front 30

synergy

Back 30

An approach in which the whole is greater than the sum of the parts

Front 31

team development

Back 31

Building individual and group skills to enhance project performance

Front 32

Tuckman model

Back 32

A model that describes five stages of team development: forming, storming, norming, performing, and adjourning

Front 33

withdrawal mode

Back 33

Retreating or withdrawing from an actual or potential disagreemen