Project Management Chapter 9

resource histogram

A column chart that shows the number of resources assigned to a project over time

Myers-Briggs type indicator (MBTI)

A popular tool for determining personality preferences

rapport

A relation of harmony, conformity, accord, or affinity

Organizational breakdown structure (OBS)

A specific type of organizational chart that shows which organizational units are responsible for which work items

resource leveling

A technique for resolving resource conflicts by delaying tasks

Covey seven habits

Be proactive begin with the end in mind Put first things first Think win/win seek first to understand, then to be understood synergize sharpen the saw

intrinsic motivation

Causes people to participate in an activity for their own enjoyment

groupthink

Conformance to the values or ethical standards of a group

Collaborating mode

Decision makers incorporate different viewpoints and insights to develop consensus and commitment

tuckman model

Describes 5 stages of team development: Forming Storming Norming Performing Adjourning

Deputy project managers

Fill in for project managers in their absence and assist them as needed

legitimate power

Getting people to do things based on a position of authority

expert power

Involves using personal knowledge and expertise to get people to change their behavior

Coercive power

Involves using punishment, threats, or other negative approaches to get people to do things they do not want to do

Empathetic listening

Listening with the intent to understand

mirroring

Matching certain behaviors of the other person

The processes of Project resource management

Planning Resource Management Estimating activity resources Acquiring resources Developing the project team Managing the project team Controlling resources

Compromise Mode

Project managers use a give-and-take approach to resolving conflicts. Task & relationship = medium

hierarchy of needs

States that people's behaviors are guided or motivated by a sequence of needs. from bottom to top: physiological -> safety -> social ->esteem -> self actualization

resource breakdown structure

a hierarchical structure that identifies the project's resources by category and type

referent power

based on a person's own charisma

forcing mode

can be viewed as the win/lose approach to conflict resolution. task = high relationship = low

extrinsic motivation

causes people to do something for a reward or to avoid a penalty

staffing management plan

describes when and how people will be added to the project team and taken off it

RACI charts

four key roles of project managers: Responsibility Accountability Consultation Informed

Emotional intelligence

knowing and managing one's own emotions and understanding the emotions of others for improved performance

responsibility assignment matrix (RAM)

maps the work of the project, as described in the WBS, to the people responsible for performing the work as described in the OBS

Overallocation

means more resources than are available are assigned to perform work at a given time

team charter

outlines how a team will manage teamwork activities

smoothing mode

project manager deemphasizes or avoids areas of differences and emphasizes areas of agreement. Relationship = high. task = low

Confrontation mode

project managers face a conflict directly using a problem-solving approach that allows affected parties to work through their disagreements. Task and relationship = high

withdrawal mode

project managers retreat or withdraw from an actual or potential disagreement. task and relationship = low

subproject managers

responsible for managing the subprojects into which a large project might be divided

power

the ability to influence behavior to get people to do things they would not otherwise do

resource loading

the amount of individual resources that an existing schedule requires during specific time periods

synergy

the concept that the whole is equal to more than the sum of its parts

team development

to help people work together more effectively to improve project performance

reward power

using incentives to induce people to do things.