Pmp Study Guide Second Edition Ch9

Front 1

360-Degree Appraisal

Back 1

This appraisal method offers appraisals from more than just the project manager. They can also come from peers, supervisors, managers, and even project team members' subordinates.

Front 2

Compromising

Back 2

A conflict resolution method; this approach 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.

Front 3

Forcing

Back 3

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

Front 4

Maslow's Hierarchy of Needs

Back 4

A theory stating there are five layers of needs for all humans: physiological, safety, social, esteem, and the crowning jewel, self-actualization.

Front 5

Problem Solving

Back 5

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

Front 6

Resource Histogram

Back 6

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

Front 7

Role

Back 7

Who does what in a project.

Front 8

War Room

Back 8

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.

Front 9

Coercive Power

Back 9

The type of power that comes with the authority to discipline the project team members. This is also known as "penalty power." Generally used to describe the power structure when the team is afraid of the project manager.

Front 10

Expectancy Theory

Back 10

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 their work.

Front 11

Formal Power

Back 11

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

Front 12

McGregor's Theory of X and Y

Back 12

This theory states that "X" people are lazy, don't want to work, and need to be micromanaged. "Y" people, on the other hand are self-led, motivated, and strive for accomplishments.

Front 13

Project Interfaces

Back 13

The people and groups the project manager and the project team will work with to complete the project. There are five types of interfaces: Organizational Interfaces, Technical Interfaces, Interpersonal Interfaces, Logistical Interfaces, and Political Interfaces.

Front 14

Responsibility

Back 14

Who decides what in a project.

Front 15

Smoothing

Back 15

A conflict resolution method that "smoothes" out the conflict by minimizing it's size. It is a temporary solution, but it can calm team relations and reduce the boisterousness of discussions. Smoothing may be acceptable when time is of the essence or any of the proposed solutions will work.

Front 16

Withdrawal

Back 16

A conflict resolution method that is used when the issue is not imporant or the project manager is out-ranked. 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.

Front 17

Collective Bargaining Agreements

Back 17

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

Front 18

Expert Power

Back 18

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

Front 19

Herzberg's Theory of Motivation

Back 19

This posts that there are two catalysts for workers: hygiene agents and motivating agents. Hygiene agents do nothing to motivate employees, but their absence can demotivate workers. Hygiene agents are the expectations all workers have, such as job security, paychecks, clean and safe working conditions, a sense of belonging, civil working relations, and other basic attributes associated with employment. Motivating agents are components such as a reward, recognition, promotion, and other values that encourage individuals to succeed.

Front 20

Ouchi's Theory Z

Back 20

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

Front 21

Referent Power

Back 21

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

Front 22

Reward Power

Back 22

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

Front 23

Staffing Management Plan

Back 23

The subsidiary plan document how project team members will be brought onto the project and excused from it.