Chapter 9
Ram
A matrix that maps the work of the project, as described in the WBS, to the people responsible for performing the work, as described in the OBS
Hierarchy of Needs
A pyramid structure illustrating Maslow's theory that people's behaviors are guided or motivated by a sequence of needs
Rapport
A relation of harmony, conformity, accord, or affinity
OBS
A specific type of organizational chart that shows which organizational units are responsible for which work items
Mirroring
A technique that involves matching certain behaviors of the other person; it help establish rapport
Issue Log
A tool for managing the project team where the project manager documents, monitors and tracks issues that need to be resolved in order for the project to run smoothly
Extrinsic
A type of motivation that causes people to do something for a reward or to avoid a penalty
Synergy
An approach where the whole is greater than the sum of its parts
Team Development
Building individual and group skills to enhance group performance
Legitimate
Getting people to do things based on a position of authority
Referent
Getting people to do things based on an individual's personal charisma
Empathic
Good project managers are________ listeners, meaning they listen with the intent to understand
Sub project
Managers that are responsible for managing the subprojects that a large project might be broken into
Loading
Resource ______ refers to the amount of individual resources an existing schedule requires during specific time periods
Leveling
Resource _______ is a technique for resolving resource conflicts by delaying tasks
Power
The potential ability to influence people to get them to do things they would not otherwise do
RACI
These charts show Responsibility, Accountability, Consultation and Informed roles for stakeholders
MBTI
This is a popular tool for determining personality preferences and helping teammates understand each other
Staffing
This management plan describes when and how people will be added to and taken off the project team
Tuck man
This model describes five stages of team development: forming, storming, norming, performing, and adjourning
Over Allocation
This occurs when more resources than are available are assigned to perform work at a given time
Resource
This type of histogram is a column chart that shows the number of resources assigned to a project over time
Expert
This type of power is characterized by using personal knowledge and expertise to get people to change their behavior
Intrinsic
This type of power uses incentives to induce people to do things
Reward
This type of power uses incentives to induce people to do things
Coercive
This type of power uses punishment, threats and other negative approaches to get people to do things they do not want to do
Deputy
This type of project manager fills in when the project manager is absent and fills a role similar to that of a vice president