Term
| Project HR Management Processes |
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Definition
- Develop Human Resources Plan
- Acquire Project Team
- Develop Project Team
- Manage Project Team
Dad - M |
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Term
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Definition
| the process of identifying and documenting project roles, responsibilities and required skill and knowledge sets, reporting relationships and creating a staffing management plan [Planning Process Group] |
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Term
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Definition
| the process of identifying and documenting project roles, responsibilities and required skill and knowledge sets, reporting relationships and creating a staffing management plan [Planning Process Group] |
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Term
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Definition
| Confirming Human Resource availability and obtaining the team necessary to complete the project requirements[Executing Process Group] |
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Term
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Definition
| Process of improving the competencies, team interaction and the overall team environment to enhance project performance [Executing Process Group] |
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Term
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Definition
| Process of tracking team member performance, providing feedback, resolving issues and managing changes to optimize project performance. |
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Term
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Definition
- Refers to the amount of individual resources an existing schedule requires during specific time periods.
- Helps project managers develop a general understanding of the demands a project will make on the organization’s resources and individual people’s schedules. |
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Term
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Definition
| means more resources than are available are assigned to perform work at a given time. |
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Term
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Definition
Hierarchical
- Also called Organizational Breakdown Structure(OBS)
Responsibility Assignment Matrix and RACI (use RAIC for org chart)
- Used to document roles and responsibilities of team members |
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Term
| Organizational Charts: Responsible |
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Definition
| - The person or role who is assigned to achieve the task. There is only one resource given this category type. Others may be required to assist in the work but they are either given another participation code, such as Assist, or are not included as the RM may only list the key people for the activities. |
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Term
| Organizational Charts: Accountable |
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Definition
| – This person or role must sign off on work that Responsible provides. They are ultimately accountable for the correct and thorough completion of the deliverable or task, and the one to whom Responsible is accountable. There must be only one Accountable specified for each task or deliverable. |
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Term
| Organizational Charts: Consulted |
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Definition
| - Those whose opinions are sought and with whom there is two-way communication. |
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Term
| Organizational Charts: Informed |
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Definition
| - Those who are kept up-to-date on progress, often only on completion of the task or deliverable, and with whom there is just one-way communication (informational only). |
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Term
| Project Manager Influence on Project |
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Definition
- Authority: The legitimate hierarchical right to issue orders.
- Assignment: The project manager's perceived ability to influence a worker's later work assignments.
- Budget: The project manager's perceived ability to authorize others' use of discretionary funds.
- Promotion: The ability to improve a worker's position.
- Money: The ability to increase a worker's pay and benefits.
- Penalty: The project manager's ability to cause punishment.
- Work challenge: The ability to assign work that capitalizes on a worker's enjoyment of doing a particular task.
- Expertise: The project manager's perceived special knowledge that others deem important.
- Friendship: The ability to establish friendly personal -relationships between the project manager and others. |
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Term
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Definition
| People put in effort because they expect to be rewarded |
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Term
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Definition
- Workers are motivated by a sense of commitment, opportunity and advancement
- Usually refers to long-term or life-time employment |
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Term
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Definition
- Motivation stems from three needs
+ Achievement
+ Power
+ Affiliation |
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Term
| Maslow’s Hierarchy of Needs |
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Definition
Can only reach the next highest level when the lower level is met
- Physiologic Needs
- Safety Needs
- Love and Belonging Needs
- Esteem Needs
- Self Actualization |
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Term
| McGregor’s Theory: Theory X |
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Definition
| manager believes people are poorly motivated, need constant supervision, avoid work and responsibility |
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Term
| McGregor’s Theory: Theory Y |
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Definition
| manager believes people are self motivated and can work without supervision. They can work independently, be creative in solving problems |
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Term
| Tuckman’s stages of team development |
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Definition
- Forming-project team meets and learns about their roles and responsibilities
- Storming-works to develop vision, leadership, project positions and project direction
- Norming-Get project work, complete assignments
- Performing-trust one another, work done,
problems solved quickly |
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Term
| Characteristics Influencing Team Dynamics |
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Definition
1 .Size
2. Membership composition
3. Roles
4 Group Culture and Norms
5. Cohesiveness |
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Term
| Characteristics Influencing Team Dynamics: Task-oriented roles: |
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Definition
| focus on behaviors that directly related to establishing and achieving the goals and tasks of the group done. |
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Term
| Characteristics Influencing Team Dynamics: Relationship-oriented roles: |
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Definition
| they focus on the operation of the group and maintenance of good relationships among members |
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Term
| Characteristics Influencing Team Dynamics: Self-oriented roles: |
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Definition
| occur to meet some personal need or goal of an individual without regard for the group’s problems. They often have negative influence on a group’s effectiveness. |
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Term
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Definition
When handling conflict in a team environment , project managers should recognize the following
- Conflict is natural and forces a search for alternatives (said turns up on exams sometimes)
- Conflict is a team issue
- Openness resolves conflicts
- Conflict resolution should focus on issues , not personalities
- Conflict resolution should focus on the present , not the past |
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Term
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Definition
1. Develop a problem statement
2. Identify potential causes of the problem
3. Gather data and verify the most likely causes
4. Identify possible solutions
5. Evaluate the alternative solutions
6. Determine the best solution
7. Revise the project plan
8. Implement the solution
9. Determine whether the problem has been solved |
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Term
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Definition
Faulty decision making in a group
- Illusion of invulnerability –Creates excessive optimism that encourages taking extreme risks.
- Collective rationalization – Members discount warnings and do not reconsider their assumptions.
- Belief in inherent morality – Members believe in the rightness of their cause and therefore ignore the ethical or moral consequences of their decisions.
Stereotyped views of out-groups – Negative views of “enemy” make effective responses to conflict seem unnecessary.
- Direct pressure on dissenters – Members are under pressure not to express arguments against any of the group’s views.
- Self-censorship – Doubts and deviations from the perceived group consensus are not expressed.
- Illusion of unanimity – The majority view and judgments are assumed to be unanimous.
- Self-appointed ‘mindguards’ – Members protect the group and the leader from information that is problematic or contradictory to the group’s cohesiveness, view, and/or decisions |
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Term
| Possible solutions to Group Think |
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Definition
Possible solutions:
- Having leaders remain impartial
- Build safe environment to encourage discussion and dissent
- Dividing into groups and then discuss differences
- Using outside experts
- Appointing a Devil's advocate to question all the group's ideas (different for each meeting)
- Holding a "second-chance meeting" to offer one last opportunity to choose another course of action |
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