Capm All In One - Chapter 9 Key Terms

Front 1

Adjouning

Back 1

Once the project is done, the team moves onto other assignments either as a unit, or the project team is disbanded and individual team members go onto other work.

Front 2

Authority Power

Back 2

Project management team members may have authority ove other project team members, have the ability ot make decisions, and even sign approvals for project work and purchases.

Front 3

Coercive Power

Back 3

The project manager has the authority to disipline the project team members. This is also known as penalty power.

Front 4

Collective Bargaining Agreement Constraints

Back 4

Contracts and agreements with uniions or other employee groups may serve as constraints on the project.

Front 5

Competency

Back 5

This attribute defines what talents, skills, and capacities are needed to complete the project work.

Front 6

Compromising

Back 6

This approach requires that both parties give up something.

Front 7

Expectancy Theory

Back 7

This theory states that people will behave based on what they expect as a result of their behaviour. Inother words, people will work in relation to the expected reward.

Front 8

Expert Power

Back 8

The project manager's authority comes both from experience with the technology the project focuses on and form expertise in managing projects.

Front 9

Forcing Power

Back 9

The person with the power makes the decision.

Front 10

Formal Power

Back 10

The project manager has been assigned the role of project manager by senior management and is in charge of the project.

Front 11

Forming

Back 11

The project team meets and learns about their roles and responsibilities on the project. Little interaction amoung the project team happens in this stage as the team is learning about the project and project manager.

Front 12

Herzberg's Theory of Motivation

Back 12

Frederick Herzberg's theory of the motivating agents and hygiene agents that affect a person's willingness to excel in his career.

Front 13

Hierarchical Organizational Chart

Back 13

A chart showing the relationship between superior and subordinate employees, groups, disciplines, and even departments.

Front 14

Interpersonal interfaces

Back 14

This organizational interface considers the formal and informal reporting relationships that may exist amoung the project team members. The interpersonal interface also considers the job descriptions of the project team members, existing reporting structures between supervisiors and subordinates, and existing relationships, if any, that may affect the project work. This interface also considers any cultural or language differences amoun the project team that may need to be addressed.

Front 15

Issue Log

Back 15

A logbook of the issues the project team has identified and dates as to when the issues must be resolved by. The issue log may also include team members or stakeholders who are responsible for finding a solution to the identified issues.

Front 16

Logistical Interfaces

Back 16

The logistics of the team locale, time zones, geographical boundaries, and travel requirements within a project.

Front 17

Maslow's Hierarchy of Needs

Back 17

David McClelland developed this theory, which states our needs are acquired and developed by our experiences over tiem. All people are, according to the theory, driven by one of three needs: achievement, affiliation, or power.

Front 18

McGregor's Theory of X and Y

Back 18

Douglas McGregor's theory that states management views workers in the Y category as competent and self-led and wokers in the X category as incompetenet and needing to be micromanaged.

Front 19

Norming

Back 19

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

Front 20

Organization Chart

Back 20

Traditinal chart that depicts how the organization is broken down by department and disciplines. This chart is sometimes called the organizational breakdown structure (OBX) and is arranged by department, units, or teams.

Front 21

Organizational Interfaces

Back 21

The project managment team needs to identify which departments are going to be involved in the project.

Front 22

Organizational Structure Constraint

Back 22

The structure of the organization has a direct correlation to the amount of power a project manager has wtihin a project.

Front 23

Ouchi's Theory Z

Back 23

William Ouchi's theory is based on the participative managment style of the Japanese. This theory states that workers are motivated by a sense of commitment, opportunity, and advancement.

Front 24

Performing

Back 24

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

Front 25

Political Interfaces

Back 25

The hidden goals, personal agendas, and alliances among the project team members and the stakeholders.

Front 26

RACI Chart

Back 26

A RACI chart is a matrix chart that only uses the activities of responsiblie, accountable, consult, and invorm.

Front 27

Resource Breakdown Structure (RBS)

Back 27

This hierarchical chart can decomplse the project by the type of resources used throughout it.

Front 28

Responsibility Assignment Matrix (RAM)

Back 28

A RAM chart shows the correlation between project team members and the work they've been assigned to complete.

Front 29

Responsibility

Back 29

A responsibility is the work that a role perfoms.

Front 30

Reward

Back 30

The project manager has the authority to reward the project team.

Front 31

Role

Back 31

This person is responsible for a specific portion of the p roject. Roles are usually tied to job titles, such as network engineer, mechanical engineer, and electrician.

Front 32

Smothing

Back 32

This approach smoothes out the conflict by minimizing the perceived size of the problem. It is a temporary solution, but can calm team relations and boisterous discussions.

Front 33

Staffing Management Plan

Back 33

A subsidiary plan of the project management plan that defines staff acquisition, timetable, release criteria, training needs, reward and recognition system, compliance issues, and safety concerns for the project.

Front 34

Storming

Back 34

The project team struggles for project positions, leadership, and project direction. The project team can become hostile toward the project leader, challenge ideas, and try to establish the claim positions about the project work. The amount of debate and fury can vary depending on if the project team is willing to work together, the nature of the project, and the control of the project manager.

Front 35

Technical Interfaces

Back 35

The project team identifies the disciplines and specialities that the project will require to complete the project scope statement. The technical interfaces are the resources that will be doing the project work.

Front 36

Withdrawal

Back 36

This conflict resolution method sees one side of the arguement waling away from the probelem usually in disgust.