Chapter 9: Project Human Resource Management

Microsoft Project 2010 does not lend itself to project human resource management.

false

The first dimension of psychological type in the MBTI signifies whether people draw their energy from other people (extroverts) or from inside themselves (introverts).

true

According to Covey, project managers must use a win/lose approach in making decisions.

False

According to Herzberg, hygiene factors such as larger salaries, more supervision, or a more attractive work environment would motivate workers to do more if present.

False

In the Social Styles Profile team building activity, drivers are reactive and people-oriented.

False

Legitimate power involves using personal knowledge and expertise to get people to change their behavior.

False

Project managers must try to avoid conflict at all costs as all conflict within groups is bad.

False

Project managers should always reward people who work overtime.

False

A staffing management plan describes when and how people will be added to and taken off the project team.

True

Maslow's hierarchy of needs states that people's behaviors are guided or motivated by a sequence of needs.

True

Resource leveling results in fewer problems for project personnel and accounting departments.

True

A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the OBS to the people responsible for performing the work as described in the WBS.

False

Assignment, budget, promotion, money, and penalty influence bases are automatically available to project managers as part of their position

False

A RAM is used only to assign detailed work activities.

False

Extrinsic motivation causes people to participate in an activity for their own enjoyment.

False

Managers who believe in Theory Y assume that workers dislike and avoid work if possible, so managers must use coercion, threats, and various control schemes to get workers to make adequate efforts to meet objectives.

False

Maslow suggests that each level of the hierarchy of needs is not necessarily a prerequisite for the levels above.

False

In the Tuckman model, storming occurs when team members have different opinions for how the team should operate.

True

People who need institutional power or social power want to organize others to further the goals of the organization.

True

Thamhain and Wilemon found that when project managers used work challenge and expertise to influence people, projects were more likely to succeed

True

The forcing mode is one in which the project manager deemphasizes or avoids areas of differences and emphasizes areas of agreement.

false