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28 Cards in this Set
- Front
- Back
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What are the 4 processes of Human Resource Management ka?
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1. Human Resource Planning
2. Acquire Project Team 3. Develop Project Team 4. Manage Project Team |
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What is a Staffing Management Plan and what 8 things does it contain?
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An output of the human resource planning process.
The staffing management plan: 1. Describes how the project's human resource needs will be met and the timing of these resources 2. Includes how and where staff will be acquired 3. Describes the timetable and staff hours required of team members 4. Defines the release criteria for team members 5. Identifies team member training needs 6. Provides clear criteria for recognition and rewards 7. Could include strategies for compliance with various regulations, contracts or policies 8. Contains safety policies and procedures |
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What is the purpose of the Responsibility Assignment Matrix and describe the 5 roles & responsibilities therein.
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This 2-dimensional structure relates group or individual roles and responsibilities to project work. The RAM may be at a high level, showing group or unit responsibility, or it may be at an individual or schedule activity level. If used correctly, a RAM can establish functional responsibility, contracting strategy and manageable work packages for control and reporting.
1. Specialized responsibility (R = Responsible) 2. Identification of those who perform the work (P = Participant) 3. Identification of those who may be consulted (I = Input Required) 4. Identification of those who must be notified (RR = Review Required) 5. Identification of those who must approve (A = Approval) |
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What are 3 common characteristics of a PM's Work Environment?
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1. Extensive contact with people. The project manager is an integrator, which requires intense interaction with people.
2. Fast paced. The project manager is under high pressure to deliver within the defined schedule and cost requirements, often leading to working longer hours. 3. Risk identification and vigilance. The project manager must constantly look to the future for upcoming factors or triggers that could positively or negatively impact project deliverables. |
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Discuss the 4 basic Leadership Styles.
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1. Autocratic and directing, in which decisions are made solely by the project manager with little input from the team
2. Consultative autocratic and persuading, in which decisions are still made solely by the project manager with large amounts of input solicited from the team 3. Consensus and participating, in which the team makes decisions after open discussion and information gathering 4. Shareholder and delegating (otherwise known as laissez faire or hands off), considered a poor leadership style in which the team has ultimate authority for final decisions but little or no information exchange takes place |
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Describe the 5 Types of Power (which are legit and which are personal?). Which does PMI recommend?
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1. Formal: a legitimate form of power based on a person's position in the organization
2. Reward: a legitimate form of power based on positive consequences or outcomes the person can offer 3. Coercive (Penalty): a legitimate form of power based on negative consequences or outcomes the person can inflict 4. Referent: a personal form of power based on a person's charisma or example as a role model (an earned power) 5. Expert: a personal form of power based on the person's technical knowledge, skill or expertise on some subject (an earned power) ***Exam Tip PMI recommends the use of reward and expert power and it recommends avoiding the use of coercive power. |
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List 12 ground rules for Team-Building Methods.
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1. Start team-building activities early.
2. Make sure all contributors to the project, whether full or part time, are included as part of the team. 3. Plan team-building activities by phase or other major project or team change. Team building must be reinitiated and repeated after the occurrence of any serious risk events or change in project direction. 4. Recruit the best possible people. 5. Obtain team agreement on all major actions and decisions. 6. Communicate as frequently and openly as possible. 7. Recognize that team politics exist but do not take part or encourage them. 8. Be a role model. 9. Encourage and mentor team members. 10. Evaluate team effectiveness often. 11. Use proven and effective team-building techniques. 12. Move ineffective team members to positions that match their skills quickly. |
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What are the 7 Sources of Conflict?
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1. Schedule issues
2. Priority of work issues 3. People resource issues 4. Technical options and performance tradeoff issues 5. Administrative procedures 6. Interpersonal relationship issues 7. Cost and budget issues |
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Describe each of the 5 ways to manage conflict?
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1. Problem Solving (Confrontational): the project manager directly addresses the disagreement and gets all parties to work together and want to solve the problem. The problem is defined, information is collected, alternatives are identified and the most appropriate solution is selected. This method is considered win-win and is recommended by PMI.
2. Compromising: various issues are considered and a solution that brings some degree of satisfaction to the conflicting parties is agreed on. Both parties give up something that is important to them. This method is considered lose-lose and is recommended by PMI as the second-best conflict resolution method, after problem solving (confrontational). 3. Forcing: one person's viewpoint (usually the project manager's) is exerted at the expense of another party. This method is considered win-lose and PMI recommends using forcing only as a last resort as it can build antagonism and cause additional conflicts. 4. Smoothing: the opposing party's differences are deemphasized and commonalities are emphasized on the issue in question. This keeps the atmosphere friendly but this method does not resolve the conflict; it only delays it. Smoothing could be used with one of the above three methods. 5. Withdrawal: retreating from the actual or potential issue or conflict situation. This method is appropriate only for situations in which a cooling off period is needed. Withdrawal does not resolve the conflict; it only delays it. |
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What are 7 Issues Facing the Project Manager Today?
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1. Fringe Benefits in education, profit sharing, medical benefits and FICA
2. Perquisites or Perks such as a parking space, window office or company car 3. Arbitration or dispute resolution using a third party to resolve conflict 4. Career Planning outlining possibilities for growth 5. Training in new skills 6. Productivity Incentives 7. Team Camaraderie |
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Define Authority
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The right to make decisions necessary for the project or the right to expend resources.
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Define Leadership
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The ability to get an individual or group to work towards achieving an organization's objectives while accomplishing personal and group objectives at the same time.
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Define Organizational Breakdown Structure (OBS)
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Different from a responsibility assignment matrix (RAM). The OBS is a form of organizational chart in which work package responsibility is related to the organizational unit responsible for performing that work. It may be viewed as a very detailed use of the RAM with work packages of the work breakdown structure (WBS) and organizational units as the 2 dimensions.
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Define Power
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The ability to influence people in order to achieve needed results.
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Define Responsibility Assignment Matrix (RAM)
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A structure that relates project roles and responsibilities to the project scope definition.
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Define Team Building
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The process of getting a diverse group of individuals to work together effectively. Its purpose is to keep team members focused on the project goals and objectives and to understand their roles in the big picture.
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Define Tight Matrix. What type of organization is characterized by this?
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A project team that is colocated. This usually takes place in a strong matrix. Colocation usually characterizes projectized organizations without matrixed relationships.
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Describe the Acquire Team Process of the HR Mgmt ka.
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This process involves obtaining the people to work on the project. In many cases it is the project manager who must obtain the human resources for the project. Therefore, the key tool and technique of this process is negotiation. The people resources can be from functional groups, other project teams or new hires. In addition, resources may be obtained from outside the performing organization.
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What are the 5 basic requirements for conducting a successful project, in order of importance?
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1. Choosing the right people
2. Finding people with a positive attitude 3. Obtaining people with the appropriate skills 4. Setting up the right organization 5. Using the right methods |
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What are the 5 Project Manager Roles?
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1. Integrator, who produces product with available resources within time, cost and performance constraints
2. Communicator, who interfaces with customers, stakeholders, upper management, project participants and functional managers 3. Team leader, who is a team builder 4. Decision maker, who makes or ratifies all required project decisions 5. Climate creator or builder, who resolves conflicts |
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What are the 8 Project Manager Responsibilities?
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1. Planning, scheduling and estimating
2. Analyzing costs and trends 3. Reporting progress and analyzing performance 4. Maintaining client-vendor relationships 5. Managing logistics 6. Controlling costs 7. Handling organizational and resource issues 8. Handling procedural, contractual, material and administrative issues |
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What are the 6 Project Manager Skills?
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1. Communications skills
2. Organizational skills 3. Team-building skills 4. Leadership skills 5. Coping skills 6. Technological skills |
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Describe Maslow's Hierarchy of Needs Theory. What are the 5 levels?
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Maslow developed a model of needs in the form of a pyramid with 5 levels. He suggests that within every person there resides a hierarchy of needs that duplicates the levels of the pyramid. The needs of the lower level of the pyramid must be satisfied before higher-level needs can be addressed. Motivation springs from needs that are not met, as the person strives to fulfill these needs. The levels of needs in this pyramid are, in order of the lowest to highest:
1. Physiological, meaning the need for food, shelter and items for survival 2. Safety, meaning the need to be safe from danger, threat and deprivation 3. Social, meaning the need for association with humans, friendship and acceptance 4. Self-Esteem, meaning the need for self-respect, status and respect from others 5. Self-Actualization, meaning the need for self-fulfillment through the development of powers, skills and one's own creativity |
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Describe Herzberg's Theory of Motivation
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Herzberg related Maslow's needs to the job. He suggested that motivation on the job is the result of 2 factors:
1. Hygiene, such as pay, the attitude of a supervisor or working conditions. Poor hygiene factors may destroy motivation but improving hygiene factors under normal circumstances is not likely to increase motivation. For example, a clean working environment does not motivate but a dirty work environment will demotivate. 2. Motivators, such as interesting work, opportunities for personal growth, achievement and recognition. Such positive motivators offer opportunities to achieve and experience self-actualization. The worker must have a sense of personal growth and responsibility. Depending on the organizational culture, group success may be more important than individual achievement. |
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Describe McGregor's 2 well-known theories.
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1. Theory X assumes that workers need to be constantly watched and told what to do. Managers who subscribe to Theory X believe that the average worker dislikes work and avoids work whenever possible. This worker is only motivated by money, position and punishment. In addition, he or she avoids increased responsibility and seeks to be directed. Therefore, to induce adequate effort, the manager must threaten punishment and exercise careful supervision. The manager who accepts Theory X normally exercises authoritarian-type control over workers and allows little participation by workers in decision making.
2. Theory Y assumes the opposite set of characteristics about human nature. Managers who subscribe to Theory Y believe that workers are self-disciplined and will do the job themselves. The average worker wants to be active in a supportive work climate and finds the physical and mental effort on the job satisfying. The greatest results come from willing participation, which will tend to produce self-direction towards goals without coercion or control. The average worker seeks opportunity for personal improvement and self-respect. The manager accepting Theory Y normally advocates a participation management-employee relationship. |
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Describe Ouchi's Theory Z
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- Built off McGregor's 2 theories.
- Theory Z postulates that high levels of trust, intimacy, confidence and commitment to workers by management results in high levels of motivation and productivity by workers. |
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Describe Expectancy Theory developed by Victor Vroom.
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- Expectancy Theory postulates that people think about the effort they should put into a task before they do it. If workers believe their efforts are going to be successful and rewarded, they will tend to be highly motivated and productive.
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Describe Hersey and Blanchard's life cycle theory.
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- In the Life Cycle Theory, the leadership style must change with the maturity of individual employees. Maturity is defined as the extent of job-related experience. In his theory, the situation drives the leadership style to be used to motivate each worker, but generally, the project manager's style should move from directing, to coaching, to supporting, then to delegating as the project moves through its life cycle.
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