09 Rita Mulchanly 8Th Edition Chapter 9 Human Resources Quick Test

Front 1

Motivational Theory

Back 1

McGregor's Theory of X and Y

Maslow's Theory of Needs

McClelland's Theory of Needs

Herzberg's theory

Front 2

McGregor's Theory of X and Y

Back 2

McGregor believed that all workers fit into one of two groups, X and Y.

Front 3

Maslow's Theory of Needs

Back 3

Instead, the highest motivation is to contribute and to use their skills. Maslow called this "self-actualization"

Front 4

McClelland's theory of needs

Back 4

This theory states that people are most motivated by one of three needs

Achievement
These people should be given projects that are challenging but are reachable.
They like recognition.

Affiliation
These people work best when cooperating with others.
They seek approval rather than recognition.

Power
People whose need for power is socially oriented, rather than personally oriented, are effective leaders and should be allowed to manage others.
These people like to organize and influence others.

Front 5

Herzberg's theory

Back 5

Herzberg's theory deals with hygiene factors and motivating agents.
Hygiene Factors Poor hygiene factors may destroy motivation, but improving them, under most circumstances, will not improve motivation. Hygiene factors are not sufficient to motivate people.
Examples of hygiene factors are:
• Working conditions
• Salary
• Personal life
• Relationships at work
• Security
• Status
Motivating Agents What motivates people is the work itself, including such things as:
• Responsibility
• Self-actualization
• Professional growth
• Recognition

Front 6

Multi-criteria decision analysis

Back 6

Multi-criteria Decision Analysis

PAGE 271　In acquiring the project team,　it's useful to establish a set of criteria to help evaluate potential team members. You might consider, for example, availability,cost, experience, location, and/or a required skill set, knowledge, or training, as well as any other factors that address the needs of the project. Criteria can be weighted by importance, and potential team members are scored based on how well they meet the selected criteria.

Front 7

Negotiation

Back 7

When resources are not preassigned, they may be acquired through negotiation. (RM, p243)

Front 8

Organizational Breakdown Structure

Back 8

here are a lot of ways to record and communicate roles and responsibilities, including responsibility assignment matrices, organizational breakdown structures, resource breakdown structures, and position descriptions.

This chart shows responsibilities by department.

Front 9

Perquisites (Perks)

Back 9

Some employees receive special rewards, such as assigned parking spaces, corner offices, and executive dining.

Front 10

Human Resource Management Process

Back 10

The result (output) of the Plan Human Resource Management process is, of course, a human resource management plan.

Large projects require a plan for when and how team members will be added, managed, and released from the project. This is what the human resource management plan does. (RM, p359)

Components

Roles and responsibilities (described earlier in this chapter)

Project organization charts (described earlier in this chapter)

Staffing management plan (described next)

Front 11

Sources of Conflict

Back 11

Schedules
Project priorities
Resources
Technical opinions
Administrative procedures
Cost
Personality

Front 12

Conflict Resolutions

Back 12

Collaborating (Problem Solving)
In this technique, the parties openly discuss differences and try to incorporate multiple viewpoints in order to lead to consensus. Collaboration leads to a win win situation.

Compromising (Reconciling)
This technique involves finding solutions that bring some degree of satisfaction to both parties. This is a lose-lose situation, since no party gets everything. Did you know that compromise is not the best choice, but rather second to collaborating?

Withdrawal (Avoidance)
In this technique, the parties retreat or postpone a decision on a problem. Dealing with problems is a PMI-ism; therefore, withdrawal is not usually the BEST choice for resolving conflict, though there may be situations where it is necessary.

Smoothing (Accommodating)
This technique emphasizes agreement rather than differences of opinion.

Forcing (Directing) This technique involves pushing one viewpoint at the expense of another. It is a win-lose situation.

Front 13

Staff Management Plan

Back 13

Large projects with hundreds of resources require a staffing management plan. This plan, which is part of the human resource management plan, includes:

• Your plan for staff acquisition (Where will they come from?)
• Resource calendars (When are people available? When will they be used?)
• Staff release plan (When will resources be released and no longer be charged to the project?)
• Staff training needs (What training do the resources need?)
• Recognition and rewards (What are they? What are the criteria for their use?)
• Compliance (How will the project comply with any rules related to human resources?)
• Safety (What policies protect the resources?)

Front 14

Stages of Team formation and development

Back 14

The Tuckman ladder model formally identifies the following stages of team formation and development:

• Forming

People are brought together as a team.

• Storming

There are disagreements as people learn to work together.

• Norming

Team members begin to build good working relationships.

• Performing

The team becomes efficient and works effectively together. This is the point when the project manager can give the most attention to developing individual team members.

• Adjourning

The project ends, and the team is disbanded.

Front 15

Team Performance Assessment

Back 15

The project manager completes formal and informal team performance assessments as part of developing the project team. (RM, p356)

　

Project performance appraisals are a technique of the　Manage Project Team process.　In this effort, the project manager collects information from team members' supervisors and adjusts the project accordingly. The focus is on the individual.

In contrast, team performance assessment, a technique of the Develop Project Team process, focuses on team performance, not the individual. Team performance assessment is done by the project manager in order to evaluate and improve the effectiveness of the team as a whole

Front 16

Types of Teams

Back 16

• Dedicated

Most of the team members work full-time and exclusively on the project. From the perspective of the project manager, this is the easiest team to work with, as team members can dedicate most of their energy to the project and often report directly to the project manager. Dedicated teams are most common in projectized organizations, but can also be found in matrix organizations; they're least likely to exist in functional organizations.

• Part-time

Team members and the project manager spend a portion of their time working on the project while also carrying on with other projects and/or their usual (non-project-related) work responsibilities. Part-time teams are most often seen in functional and matrix organizations.

• Partnership

In cases where several organizations undertake a project, the teams are likely to consist of people from each of the participating organizations, plus the project manager from the organization taking the lead on the project. Such teams may offer advantages such as cost savings, but they can also be difficult to manage.

• Virtual

When multiple organizations or offices are involved on a project, the geographic distance of these organizations can necessitate the creation of virtual teams (see the Virtual Teams section of this chapter).

Front 17

Powers of the Project Manager

Back 17

This section could be titled, "How to get cooperation from the team and stakeholders."

Formal (Legitimate) This power is based on your position. Example: "You need to listen to me
when I tell you to do this work, because I have been put in charge!"

• Reward This power stems from giving rewards. Example: "I understand that you want to
participate in the acceptance testing of this project. Because of your performance, I will assign you
as part of that team:'

• Penalty (Coercive) This power comes from the ability to penalize team members. Example: "If
this does not get done on time, I will remove you from the group going to Hawaii for the customer
meeting!'

• Expert This power comes from being the technical or project management expert. Example:
"This project manager has been very successful on other projects. Let's give her a chance!"

• Referent This power comes from another person liking you, respecting you, or wanting to be like
you. It is the power of charisma and fame. Example: The most liked and respected project manager
in the organization says, "I think we should change the content of our standard project charter!'

Front 18

Resource Breakdown Structure

Back 18

There are a lot of ways to record and communicate roles and responsibilities, including responsibility assignment matrices, organizational breakdown structures, resource breakdown structures, and position descriptions.
The resource breakdown structure breaks the work down by type of resource (RM, 349)

Position descriptions are usually documented in text format rather than charts. If you haven't used these on your projects, imagine a common job description, but created only for project work. (RM, p349)

Front 19

Project Performance Appraisals

Back 19

The Project Manager

* Insert reports of team members' performance into their official company employment record.

　

This is a common business practice around the world. Such evaluations should include the employees' work on projects.

The performance appraisal could be done as a 360-degree review, which would include the input of coworkers and subordinates, as well as supervisors.(RM, p. 358)

Project performance appraisals are a technique of the　Manage Project Team process.　In this effort, the project manager collects information from team members' supervisors and adjusts the project accordingly. The focus is on the individual.

In contrast, team performance assessment, a technique of the Develop Project Team process, focuses on team performance, not the individual. Team performance assessment is done by the project manager in order to evaluate and improve the effectiveness of the team as a whole. (RM, p358)

Front 20

Problem Solving Method

Back 20

1. Define the real or root problem, not what is presented to you or what appears to be the problem.

2. Analyze the problem.

3. Identify solutions.

4. Pick a solution.

5. Implement a solution.

6.Review the solution, and confirm that the solution solved the problem.

Front 21

Fringe Benefits

Back 21

These are the "standard" benefits formally given to all employees, such as education benefits, insurance, and profit sharing.

Front 22

Expectancy Theory

Back 22

Employees who believe their efforts will lead to effective performance and who expect to be rewarded for their acomplishments will remain productive as rewards meet their expectations.

Front 23

HR Responsibilities for Project Managers

Back 23

The trick to correctly answering exam questions about this topic is to realize that, as a project manager, you have responsibilities regarding team members. Some of these are ethical responsibilities described in the Professional and Social Responsibility chapter, while others are administrative.

Front 24

Responsiblity Assignement Matrix

Back 24

A project manager must clearly identify the roles and responsibilities of management, team members, and other stakeholders on the project, using tools like a responsibility assignment matrix to do so.

Front 25

RACI Chart

Back 25

This chart is a type of responsibility assignment matrix that defines role assignments

Front 26

Resource Histogram

Back 26

visual representations of information, like a resource histogram. This bar chart shows the number of resources used per time period and where there is a spike in the need for resources. (RM, P350)

Front 27

Directing Management Style

Back 27

This style involves telling others what to do.

Front 28

Facilitating Management Style

Back 28

the project manager coordinates the input of others.

Front 29

Coaching

Back 29

the manager helps others achieve their goals