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