IT PM Chapter 9: Project Resource Management

Managing the Project Team is one of the 6 main processes of project resource management. State the 4 Outputs of Managing the Project Team

1. Change Requests 2. Updates to Project Management Plan 3. Updates to Project Documents 4. Updates to EEFs

List the 6 Main Processes of Project Resource Management

1. Planning Resources 2. Estimating Activity Resources 3. Acquiring Resources 4. Developing the Team 5. Managing the Team 6. Controlling Resources

Planning Resource Management is one of the 6 main processes of project resource management. State the 3 Outputs of Planning Resource Management

1. Resource Management Plan 2. Team Charter 3. Updates to Project Documents

Developing the Project Team is one of the 6 main processes of project resource management. State the 6 Outputs of Developing the Project Team

1. Team Performance Assessments 2. Change Requests 3. Updates to Project Management Plan 4. Updates to Project Documents 5. Updates to EEFs 6. Updates to OPAs

Developing the Project Team is one of the 6 main processes of project resource management. State the 3 systems project managers should implement for team development

1. Training 2. Team-building - Meyers-Briggs Type Indicator - Social Styles Profile - DISC Profile 3. Reward and Recognition

Controlling Resources is one of the 6 main processes of project resource management. State the 4 Outputs of Controlling Resources

1. Work Performance Information 2. Change Requests 3. Updates to Project Management Plan 4. Updates to Project Documents

Planning Resource Management is one of the 6 main processes of project resource management. Define RACI charts + state the 4 dimensions

A chart that shows 4 key roles for project stakeholders: Responsibility: Who does the task? Accountability; Who signs off on the task or has authority for it? Consultation: Who has information necessary to complete the task? Informed: Who needs to be notified of task status and results?

Developing the Project Team is one of the 6 main processes of project resource management. Describe the Meyers-Briggs Type indicator + how does this relate to project resource management?

A popular team-building tool for determining personality preferences and helping teammates understand each other. There are four dimensions: 1. Extrovert/Introvert (E/I) 2. Sensation/Intuition (S/N) 3. Thinking/Feeling (T/F) 4. Judgment/Perception (J/P) It relates to project resource management because it is a project team-building activity, and it allows project managers to know their team member's profiles so that they may adjust their management styles for each person.

Planning Resource Management is one of the 6 main processes of project resource management. Define organizational breakdown structure (OBS)

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

Managing the Project Team is one of the 6 main processes of project resource management. Complete the following 5 dysfunctions of teams: Absence of ___. Fear of ___. Lack of ___. Avoidance of ___. Inattention to ___.

Absence of trust. Fear of conflict. Lack of commitment. Avoidance of accountability. Inattention to results.

___ means assigning the appropriate physical resources and staff to work on the project.

Acquiring resources means assigning the appropriate physical resources and staff to work on the project.

Define Deputy Project Manager Define Subproject Manager

Deputy Project Manager An individual that fills in for project managers in their absence and assist them as needed. Subproject Manager An individual that is responsible for managing the subprojects into which a large project might be divided. - these roles may be shown in the Organizational Chart of the resource management plan in Planning Resource Management.

___ involves estimating the number of physical and human resources needed to complete the project.

Estimating activity resources involves estimating the number of physical and human resources needed to complete the project.

There are many Theories on Leadership that can be used for project resource management. True or False: The best leaders are the one able to pick a certain style and stick with it through any circumstance.

False - there is no one best way to be a leader. - the best leaders are able to adapt their style to the needs of the situation. "The goal for leaders should be to develop a solid understanding of the different styles of leadership and their implications, and reach the point where choosing the right one for the situation becomes second nature to them." - Daniel Goleman

Managing the Project Team is one of the 6 main processes of project resource management. True or False: Conflict is always bad.

False Conflict can be good. - conflict often produces important results, such as new ideas, better alternatives, and motivation to work harder and more collaboratively. - research suggests that task-related conflict often improves team performance, but emotional conflict often depresses team performance

Herzberg distinguished between ___ and ___ factors.

Herzberg distinguished between motivators and hygiene factors. - Hygiene factors such as larger salaries or a more attractive work environment will cause dissatisfaction if not present, but do not motivate workers to do more if present. - Motivators, such as achievement, recognition, the work itself, responsibility, and growth are factors that contribute to work satisfaction and motivating workers.

Psychosocial issues that affect how people work include Motivation. Describe the following concepts associated with Motivation Theory. intrinsic vs. extrinsic motivation

Intrinsic motivation causes people to participate in an activity for their own enjoyment. Extrinsic motivation causes people to do something for a reward or to avoid a penalty.

Maslow developed a hierarchy of ___ that suggests physiological, safety, social, esteem, and self-actualization needs motivate behavior. Once a need is satisfied, it no longer serves as a ___.

Maslow developed a hierarchy of needs that suggests physiological, safety, social, esteem, and self-actualization needs motivate behavior. Once a need is satisfied, it no longer serves as a motivator.

___ includes identifying physical resources as well as identifying, assigning, and documenting project roles, responsibilities, and reporting relationships

Planning resource management includes identifying physical resources as well as identifying, assigning, and documenting project roles, responsibilities, and reporting relationships

Project managers can use Stephen Covey's ___ to help themselves and project teams become more effective.

Project managers can use Stephen Covey's seven habits of highly effective people to help themselves and project teams become more effective. - The seven habits are: - being proactive - beginning with the end in mind - putting first things first - thinking win/win - seeking first to understand, then to be understood - achieving synergy - sharpening the saw.

___ is a technique for resolving resource conflicts, such as overallocated resources, by delaying tasks.

Resource leveling is a technique for resolving resource conflicts, such as overallocated resources, by delaying tasks. - leveled resources require less management, lower costs, produce fewer personnel and accounting problems, and often improve morale.

Developing the Project Team is one of the 6 main processes of project resource management. Describe Reward and Recognition Systems + how does this related to project resource management?

Team-based reward and recognition systems can promote teamwork. - focus on rewarding teams for achieving specific goals It relates to project resource management because project managers Project managers must find the best way to develop their people and improve performance through rewards and recognition.

The main outputs of planning resource management include a ___ and a ___.

The main outputs of planning resource management include a resource management plan and a team charter.

Managing the Project Team is one of the 6 main processes of project resource management. Define Managing the Project Team

The process of tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance. - Project managers must use their soft skills to find the best way to motivate and manage each team member. - After assessing team performance and related information, the project manager must make several decisions - Changes to be requested - Corrective or preventive actions - Updates needed

Define Project Resource Management

The processes involved in making the most effective use of the human and physical resources involved with a project. - Human resource management includes all project stakeholders - Physical resources include facilities, equipment, materials, and supplies.

What is a major problem inherent in scheduling processes?

They often do not address the issues of resource utilization and availability. - Schedules tend to focus primarily on time rather than both time and resources, which includes people

Which of the following is not part of project resource management? a. Duration estimating b. Acquiring resources c. Developing the project team d. Managing the project team

a. Duration estimating

What are the five stages in Tuckman's model of team development, in chronological order? a. Forming, storming, norming, performing, and adjourning b. Storming, forming, norming, performing, and adjourning c. Norming, forming, storming, performing, and adjourning d. Forming, storming, performing, norming, and adjourning

a. Forming, storming, norming, performing, and adjourning

___ causes people to participate in an activity for their own enjoyment. a. Intrinsic motivation b. Extrinsic motivation c. Self-motivation d. Social motivation

a. Intrinsic motivation

Which method for conflict management should be used when both the task and the relationship are of high importance? a. Compromise b. Confrontation c. Collaboration d. Smoothing

b. Confrontation

___ power is based on a person's individual charisma. a. Affiliation b. Referent c. Personality d. Legitimate

b. Referent

According to McClelland's acquired-needs theory, people who desire harmonious relations with other people and need to feel accepted have a high ___ need. a. social b. achievement c. affiliation d. extrinsic

c. affiliation

A staffing management plan often includes a resource ___, which is a column chart that shows the number of resources assigned to the project over time. a. chart b. graph c. histogram d. timeline

c. histogram

At the bottom of Maslow's pyramid or hierarchy of needs are ___ needs. a. self-actualization b. esteem c. safety d. physiological

d. physiological

A ___ maps the work of a project, as described in the WBS, to the people responsible for performing the work. a. project organizational chart b. work definition and assignment process c. resource histogram d. responsibility assignment matrix

d. responsibility assignment matrix

Project managers can use several tools and techniques, including conflict management, to effectively manage their teams. There are several conflict-handling modes, and they can be viewed based on two dimensions:

task importance and relationship importance.

There are many Theories on Improving Individual/Team Effectiveness that can be used for project resource management. Covey developed 7 Habits that can be used to improve effectiveness on projects. 1. Be ___ 2. Begin with the ___ in mind. 3. Put ___ things first. 4. Think ___. 5. Seek first to ___, then to be ___. 6. Achieving ___ 7. Sharpen the ___.

1. Be proactive 2. Begin with the end in mind. 3. Put first things first. 4. Think win/win 5. Seek first to understand, then to be understood. 6. Achieving synergy 7. Sharpen the saw. - take time to renew yourself physically, spiritually, mentally, and socially

Planning Resource Management is one of the 6 main processes of project resource management. In addition to defining an organization structure for a project, a resource management plan can also describe a work definition and assignment process. Complete the 4 steps for defining and assigning work: 1. Finalizing the project ___. 2. Defining how the work will ___. 3. Breaking down the work into ___. 4. Assigning work ___. + A ___ often provides the basis for defining and finalizing work requirements.

1. Finalizing the project requirements. 2. Defining how the work will be accomplished. - product-oriented approach or phase approach? - will the team outsource some of the work? 3. Breaking down the work into manageable elements. 4. Assigning work responsibilities. - Note that this process is iterative. A Request for Proposal (RFP) often provides the basis for defining and finalizing work requirements. - if the project does not require an RFP, then an internal project charter and scope statement would provide the basis for defining and finalizing work requirements.

How is project resource management different in agile/adaptive environments vs. traditional environments?

1. On agile projects, team members are usually fully dedicated to a single team. Relationships are based on trust, and collaboration is continuously improved using regular feedback loops. 2. Projects with high variability (such as those in agile/adaptive environments) benefit from team structures that maximize focus and collaboration, such as self-organizing teams with generalizing specialists. 3. Although the benefits of collaboration also apply to other project environments, collaborative teams are often critical to the success of projects with a high degree of variability and rapid changes, because there is less time for centralized tasking and decision making. 4. Planning for physical and human resources is much less predictable in projects with high variability. - in these environments, agreements for fast supply and lean methods are critical to controlling costs and achieving the schedule. 5. Another difference with agile teams is that some do not use project managers. They might be self-directing teams, or they might use a Scrum master. 6. Daily stand-up meetings are designed to increase the frequency of interaction among project team members, while making these frequent meetings as short as possible and focused on the topic at hand 7. In addition to human resources, physical resources should be managed in an adaptive way. - this approach requires organizing the work into chunks of work that can be identified with specific resources and costs and implementing them in an order that makes sense.

Acquiring Resources is one of the 6 main processes of project resource management. State the 8 Outputs of Acquiring Resources

1. Physical Resource Assignments 2. Project Team Assignments 3. Resource Calendars 4. Change Requests 5. Updates to Project Management Plan 6. Updates to Project Documents 7. Updates to EEFs 8. Updates to OPAs

State the 6 Main Processes of Project Resource Management

1. Planning Resource Management The process of deciding how to estimate, acquire, manage, and use project resources. 2. Estimating Activity Resources The process of estimating human and physical resources needed to complete project work. 3. Acquiring Resources The process of obtaining team members, facilities, equipment, materials, supplies and other resources as needed. 4. Developing the Project Team The process of building individual and group skills to enhance project performance. 5. Managing the Project Team The process of tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance. 6. Controlling Resources The process of ensuring that a project's physical resources are available as planned, monitoring the planned vs. actual resource utilization, and taking corrective action when needed.

Estimating Activity Resources is one of the 6 main processes of project resource management. State the 4 Outputs of Estimating Activity Resources

1. Resource Requirements 2. Basis of Estimates 3. Resource Breakdown Structure 4. Updates to Project Documents

PMI introduced the PMI Talent Triangle in 2015 to emphasize the need for more than technical skills for project managers. State the 3 components of the Talent Triangle

1. Technical project management - 10 knowledge areas, 5 process groups, tools/techniques, etc. 2. Strategic and business management - Knowledge of and expertise in the industry or organization that enhances performance and better delivers business outcomes 3. Leadership - Knowledge, skills, and behaviors specific to leadership-oriented

Planning Resource Management is one of the 6 main processes of project resource management. Define Resource Histogram

A column chart that shows the number of resources assigned to a project over time. - often included in the Staffing Management Plan

Planning Resource Management is one of the 6 main processes of project resource management. Define Resource Management Plan + can be separated into two plans: Contents may include: - project ___ charts - ___ assignment matrixes - staffing ___ plan and resource ___ - team ___

A component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled. - can be separated into a human resource management plan and a physical resource management plan Contents include: - project organizational charts (shown in image) - responsibility assignment matrixes (RAMs) - staffing management plan and resource histograms - team charters

Planning Resource Management is one of the 6 main processes of project resource management. Define Organizational Chart

A diagram included in the resource management plan (more specifically the human resources plan) that displays the project's internal structure of roles, responsibilities, and relationships. In Image: A sample organizational chart for a large IT project.

Planning Resource Management is one of the 6 main processes of project resource management. Define responsibility assignment matrix (RAM)

A diagram 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 (organizational breakdown structure) - The RAM allocates work to responsible and performing organizations, teams, or individuals, depending on the desired level of detail. - For smaller projects, it is best to assign individual people to WBS activities. - For very large projects, it is more effective to assign the work to organizational units or teams

Planning Resource Management is one of the 6 main processes of project resource management. Define Staffing Management Plan + the staffing management plan often includes what?

A document that describes when and how people will be added to the project team and taken off it. - the plan would also describe how these people would be trained, rewarded, and reassigned after the project The staffing management plan often includes a resource histogram, which is a column chart that shows the number of resources assigned to a project over time.

Planning Resource Management is one of the 6 main processes of project resource management. Define Team Charter

A document that guides how the project team will function. It is designed to help promote teamwork and clarify team communications. - team members share ideas on what the project charter should contain, and then work together to form one project team charter. - the project manager acts as a coach or facilitator. - may include: - Team values - Communication guidelines - Decision-making criteria and process - Conflict resolution process - Meeting guidelines - Team agreements

Define Resource Breakdown Structure + it is an output of which process of project resource management?

A hierarchical structure that identifies the project's resources by category and type. - e.g. resource categories could be analysts, programmers, and testers. It is an output of the Estimating Activity Resources process of project resource management.

There are many Theories on Leadership that can be used for project resource management. A leader focuses on ___ goals and ___ objectives while ___ people to reach those goals.

A leader focuses on long-term goals and big-picture objectives while inspiring people to reach those goals.

Psychosocial issues that affect how people work include Motivation. Describe the following concept associated with Motivation Theory. Maslow's Hierarchy of Needs + how does it relate to project resource management?

A motivation theory developed by Abraham Maslow that states people's behaviors are guided or motivated by a hierarchy of needs. It relates to project resource management because the project manager needs to understand each team member's motivation, especially with regard to social, esteem, and self-actualization or growth needs. - an individual cannot fully obtain the needs of a higher level (social needs) without first fully obtaining the needs of a lower level (e.g. physiological needs and safety needs). - the bottom four in Maslow's hierarchy (physiological, safety, social, and esteem) are referred to as deficiency needs - the highest level (self-actualization) is considered a growth need

Psychosocial issues that affect how people work include Motivation. Describe the following concepts associated with Motivation Theory. Describe Herzberg's Motivation-Hygiene Theory + how does it relate to project resource management?

A motivation theory developed by Frederick Herzberg that distinguished between motivational factors and hygiene factors. Motivational factors - factors that could cause job satisfaction. Hygiene factors - factors that could cause job dissatisfaction. It relates to project resource management because it shows that, instead of instilling motivation in workers through better wages or benefits, workers want to actualize themselves by being able to use their creativity and work on challenging projects.

Psychosocial issues that affect how people work include Motivation. Describe the following concepts associated with Motivation Theory. Describe McClelland's Acquired-Needs Theory + describe the 3 main categories of acquired needs + which tool is used to measure the individual needs of different people using McClelland's categories?

A motivation theory which states that specific needs are acquired or learned over time and shaped by life experiences. 3 main categories of acquired needs: Achievement: achievers like challenging projects with achievable goals and regular feedback. Affiliation: people with high affiliation desire harmonious relationships and need to feel accepted by others, so managers should try to create a cooperative work environment for them. Power: people with a need for power desire either personal power (not good) or institutional power (good for the organization) The Thematic Apperception Test (TAT) is a tool to measure the individual needs of different people using McClelland's categories. - it presents subjects with a series of ambiguous pictures and asks them to develop a spontaneous story for each picture

Developing the Project Team is one of the 6 main processes of project resource management. Describe DISC Profile + state the 4 dimensions

A team-building 4-dimensional model of normal behavior: 1. Dominance - represented by red, emphasizes "I" 2. Influence - represented by yellow, emphasizes "We" 3. Steadiness - represented by green, emphasizes "You" 4. Compliance - represented by blue, emphasizes "It" The DISC Profile reveals people's behavioral tendencies under certain situations. - e.g. it reveals how you tend to behave under stress, in conflict, when communicating, and when avoiding certain activities.

Developing the Project Team is one of the 6 main processes of project resource management. Describe the Social Styles Profile + state and describe the 4 zones

A team-building activity that describes people as falling into 4 approximate behavioral profiles, or zones, based on their assertiveness and responsiveness: 1. Drivers - proactive and task-oriented - firmly rooted in the present, and they strive for action. 2. Expressives - proactive and people-oriented - they are future-oriented and use their intuition to look for fresh perspectives on the world around them. 3. Analyticals - reactive and task-oriented. - they are past-oriented and strong thinkers. 4. Amiables - reactive and people-oriented - they think in terms of the present, past, or future depending on the situation, and they strongly value relationships

Acquiring Resources is one of the 6 main processes of project resource management. Define Resource Leveling

A technique for resolving resource conflicts by changing an activity's start or end times, or by changing the scope of the activity. - the main purpose is to create a smoother distribution of resource usage. E.g. it is much easier to manage someone who is scheduled to work 20 hours per week on a project for the next three months than it is to manage the same person for 10 hours one week, 40 the next, 5 the next, and so on. - e.g. you can sometimes remove overallocations by delaying noncritical tasks, which does not result in an overall schedule delay

Planning Resource Management is one of the 6 main processes of project resource management. After identifying important skills and the types of people needed to staff a project, the project manager should work with top management and project team members to create what?

An organizational chart for the project.

Psychosocial issues that affect how people work include Influence and Power. Describe the following concepts associated with Influence and Power Theory. Thamhain and Wilemon identified 9 influence bases that are available to project managers to influence their workers: Authority Assignment Budget Promotion Money Penalty Work Challenge Expertise Friendship + projects that used which 3 were likely to fail? + projects that used which 2 were likely to succeed?

Authority Hierarchical right to issue orders. Assignment Ability to influence a worker's later work assignments. Budget Ability to authorize others' use of discretionary funds. Promotion Ability to improve a worker's position. Money Ability to increase a worker's pay and benefits. Penalty Ability to cause punishment. Work Challenge Ability to assign work that capitalizes on a worker's enjoyment of doing a particular task. Expertise Perceived special knowledge that others deem important. Friendship Ability to establish friendly personal relationships between the project manager and others. Projects that used authority, money, or penalty to influence workers were likely to fail. Projects that used work challenge and expertise to influence workers were likely to succeed.

Psychosocial issues that affect how people work include Motivation. Describe the following concepts associated with Motivation Theory. Daniel Pink stated that managers should focus on three key motivators. Describe them: Autonomy Mastery Purpose

Autonomy People like to be self-directed and have freedom in their work. Mastery People like to improve their skills and master work-related activities. Purpose People want to work for a good purpose.

Managing the Project Team is one of the 6 main processes of project resource management. Define Groupthink

Conformance to the values or ethical standards of a group. May represent stagnation. - can develop if there are no conflicting viewpoints. - may result in fewer new ideas, fewer alternatives, and less motivation to work harder and more collaboratively because of the lack of productive conflict.

Managing the Project Team is one of the 6 main processes of project resource management. Blake and Mouton (1964) delineated five basic modes or strategies for handling conflicts in their popular managerial grid. It analyzes approaches based on the importance of the task and the relationship (between the conflicting parties). Describe the following conflict handling modes: Confrontation mode + works best under what conditions (what importance of task and what importance of relationship)? Compromise mode + works best under what conditions (what importance of task and what importance of relationship)? Smoothing mode + works best under what conditions (what importance of task and what importance of relationship)? Forcing mode + works best under what conditions (what importance of task and what importance of relationship)? Withdrawal mode + works best under what conditions (what importance of task and what importance of relationship)? Many students recognize a sixth conflict-handling mode: Collaborating mode

Confrontation mode Directly face a conflict using a problem-solving approach that allows affected parties to work through their disagreements. - also called problem-solving mode or win/win - works best when the task and relationship are both of high importance Compromise mode Use a give-and-take approach to resolving conflicts. - also called reconciliation - they bargain and search for solutions that bring some degree of satisfaction to all the parties in a dispute. - works best when both the task and the relationship are of medium importance. Smoothing mode De-emphasize areas of difference and emphasize areas of agreement. - also called accommodating - best used when the relationship is of high importance and the task is of low importance. Forcing mode Win-lose approach to conflict resolution. - also called directing - best used when the task is of high importance and the relationship is of low importance. Withdrawal mode Retreat or withdraw from an actual or potential disagreement. - also called avoiding - normally the lease desirable conflict-handling mode - best used when both the task and relationship is of low importance, Collaborating mode Decision makers incorporate different viewpoints and insights to develop consensus and commitment. - Even though managers might not agree on a decision, they commit to following it in the best interests of the organization.

___ involves ensuring that the physical resources assigned to the project are available as planned and monitoring the planned versus actual resources utilization, taking corrective actions as needed.

Controlling resources involves ensuring that the physical resources assigned to the project are available as planned and monitoring the planned versus actual resources utilization, taking corrective actions as needed.

___ involves knowing and managing one's own emotions and those of others for improved performance.

Emotional intelligence involves knowing and managing one's own emotions and those of others for improved performance.

Developing the Project Team is one of the 6 main processes of project resource management. The Tuckman model lists 5 Stages of team development. Describe each stage: Forming Storming Norming Performing Adjourning

Forming The introduction of team members, either at the initiation of the team or as new members are introduced. - this stage is necessary, but little work is actually achieved. Storming When team members have different opinions for how the team should operate. - People test each other, and there is often conflict within the team. Norming When team members have developed a common working method, and cooperation and collaboration replace the conflict and mistrust of the previous phase. Performing When the emphasis is on reaching the team's goals rather than working on team process. - Relationships are settled, and team members are likely to build loyalty toward each other. - At this stage, the team is able to manage tasks that are more complex and cope with greater change. Adjourning The break-up of the team after it successfully reaches its goals and completes the work.

There are many Theories on Improving Individual/Team Effectiveness that can be used for project resource management. Complete the following suggestions for improving effectiveness in projects: Good project managers are ___. - they listen with the intent to understand. Before you can communicate with others, you have to have ___. - relation of harmony, conformity, accord, or affinity. ___ is the matching of certain behaviors of the other person. - it is a technique to help establish ___.

Good project managers are empathic listeners. - they listen with the intent to understand. Before you can communicate with others, you have to have rapport. - relation of harmony, conformity, accord, or affinity. Mirroring is the matching of certain behaviors of the other person. - it is a technique to help establish rapport.

Complete the following ways that proactive organizations are addressing human resource needs: Improving ___. Redefining work ___ and incentives. Finding future ___.

Improving benefits. Redefining work hours and incentives. Finding future workers.

There are many Theories on Emotional Intelligence that can be used for project resource management. Define interpersonal intelligence vs. intrapersonal intelligence Define emotional intelligence (EI) + how is emotional intelligence related to project resource management?

Interpersonal intelligence The capacity to understand the motivations, intentions, and desires of others. Intrapersonal intelligence The capacity to understand oneself, one's feelings, and motivations. Emotional intelligence (EI) The knowing and managing of one's own emotions and understanding the emotions of others for improved performance. Emotional intelligence is related to project resource management because project managers need to develop their emotional intelligence.

McClelland proposed the ___ theory, suggesting that a person's needs are acquired or learned over time and shaped by their life experiences. The three types of acquired needs are:

McClelland proposed the acquired-needs theory, suggesting that a person's needs are acquired or learned over time and shaped by their life experiences. The three types of acquired needs are a need for achievement, a need for affiliation, and a need for power

McGregor developed ___ and ___ to describe different approaches to managing workers, based on assumptions of worker motivation. According to Ouchi's ___, workers can be trusted to do their jobs to their utmost ability as long as management supports them and looks out for their well-being.

McGregor developed Theory X and Theory Y to describe different approaches to managing workers, based on assumptions of worker motivation. - Research supports the use of Theory Y, which assumes that people see work as natural and indicates that the most significant rewards are the satisfaction of esteem and self-actualization needs that work can provide. According to Ouchi's Theory Z, workers can be trusted to do their jobs to their utmost ability as long as management supports them and looks out for their well-being.

Psychosocial issues that affect how people work include Motivation. Describe the following concepts associated with Motivation Theory. McGregor's Theory X and Theory Y Ouchi's Theory Z

Motivational theories that popularized the human relations approach to management. - Douglas McGregor developed Theory X and Theory Y. - William Ouchi developed Theory Z. Theory X Assumes workers dislike and avoid work, so managers must use coercion, threats, and various control schemes to get workers to meet objectives. - McGregor found that many managers followed this set of assumptions. - research demonstrated that these assumptions were not valid. Theory Y Assumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needs. - McGregor urged managers to motivate people based on this theory Theory Z Based on the Japanese approach to motivating workers, emphasizing trust, quality, collective decision making, and cultural values. - Theory Z also describes how workers perceive management - Theory Z workers, it is assumed, can be trusted to do their jobs to their utmost ability, as long as management can be trusted to support them and look out for their well-being

Thamhain and Wilemon identified what? Their research found that project success is associated with project managers who use ___ and ___ to influence workers. Project failure is associated with placing too much emphasis on ___, ___, or ___.

Nine influence bases available to project managers - These influence bases are: - authority - assignment - budget - promotion - money - penalty - work challenge - expertise - friendship Their research found that project success is associated with project managers who use work challenge and expertise to influence workers. Project failure is associated with placing too much emphasis on authority, money, or penalty.

What ultimately determines the success and failure of organizations and projects?

People - most project managers agree that managing human resources effectively is one of the toughest challenges they face.

___ are the most important assets in organizations and on projects.

People are the most important assets in organizations and on projects.

___ is the ability to influence behavior to get people to do things they would not otherwise do. List the 5 main types

Power is the ability to influence behavior to get people to do things they would not otherwise do. 5 main types of power: - coercive - legitimate - expert - reward - referent

Psychosocial issues that affect how people work include Influence and Power. Describe the following concepts associated with Influence and Power Theory. Define Power vs. Influence Describe the 5 main types of power according to French and Raven's study "The Bases of Social Power": Coercive Legitimate Expert Reward Referent + how is this relevant to project resource management?

Power is the potential ability to influence behavior to get people to do things they would not otherwise do. - power is much stronger than influence because it is often used to force people to change their behavior.. - Influence over someone means you have potential to change their behaviors, but they still have control. Coercive power Using punishment, threats, or other negative approaches to get people to do things they do not want to do. Legitimate power Getting people to do things based on a position of authority Expert power Using personal knowledge and expertise to get people to change their behavior. Reward power Using incentives to induce people to do things. - Rewards can include money, status, recognition, promotions, and special work assignments. Referent power Based on a person's own charisma. - People who have referent power are held in very high regard; others will do what they say based on that regard. This is relevant to project resource management because project managers should understand what types of influence and power they can use in different situations.

Psychosocial issues that affect how people work include Influence and Power. Describe the following concepts associated with Influence and Power Theory. Project managers who use ___ and ___ to influence people projects are more likely to succeed. Projects are more likely to fail when project managers rely too heavily on ___, ___, or ___.

Project managers who use work challenges and expertise to influence people projects are more likely to succeed. Projects are more likely to fail when project managers rely too heavily on authority, money, or penalty.

Psychosocial issues that affect how people work and how well they work include ___, ___, and ___.

Psychosocial issues that affect how people work and how well they work include motivation, influence and power, and effectiveness.

___ shows the amount of individual resources that an existing schedule requires during specific time frames. ___ show resource loading and identify overallocation of resources.

Resource loading shows the amount of individual resources that an existing schedule requires during specific time frames. Histograms show resource loading and identify overallocation of resources.

Acquiring Resources is one of the 6 main processes of project resource management. Define Resource Assignment

The assignment of resources to projects. - after developing resource requirements, project managers must work with other people in their organizations to assign them to their projects - the organization must ensure that resources are assigned to the projects that best fit the needs of the organization

Developing the Project Team is one of the 6 main processes of project resource management. Define Developing the Project Team

The process of building individual and group skills to enhance project performance. - the main goal of team development is to help people work together more effectively to improve project performance.

Controlling Resources is one of the 6 main processes of project resource management. Define Controlling Resources

The process of ensuring physical resources assigned to the project are available as planned, and monitoring the planned vs. actual resource utilization and taking corrective actions as needed.

Estimating Activity Resources is one of the 6 main processes of project resource management. Define Estimating Activity Resources

The process of estimating human and physical resources needed to complete project work.

Planning Resource Management is one of the 6 main processes of project resource management. Define Planning Resource Management.

The process of identifying and documenting project resources, roles, responsibilities, skills, and reporting relationships in order to create a resource management plan.

Acquiring Resources is one of the 6 main processes of project resource management. Define Resource Loading Define Overallocation

The process of identifying the amount of individual resources an existing schedule requires during specific time periods. - it helps project managers develop a general understanding of the demands a project will make on the organization's resources and individual people's schedules. Overallocation is a situation that occurs when more resources than available are assigned to perform work at a given time.

Acquiring Resources is one of the 6 main processes of project resource management. Define Acquiring Resources

The process of obtaining team members, facilities, equipment, materials, supplies and other resources as needed.

Planning Resource Management is one of the 6 main processes of project resource management. Before creating any part of human resource plan (part of the resource management plan), top management and project managers must identify what?

The types of people the project needs to ensure success. - If the key to success lies in having the best Java programmers you can find, planning should reflect that need. - If the real key to success is having a top-notch project manager and respected team leaders, that need should drive human resource planning

Researchers have devoted extensive research and thought to the field of managing and leading people at work. Describe the following theories: Theories of Motivation Theories of Influence and Power Theories of People/Team Effectiveness Theories of Emotional intelligence Theories of Leadership

Theories of Motivation What motivates people to do what they do. Theories of Influence and Power What influences people, and the different types of power that can be used in different situations. Theories of People/Team Effectiveness Helping people and teams become more effective. - First 3 principles: 1. be proactive 2. begin with the end in mind 3. put first things first. Theories of Emotional intelligence Emotional Intelligence - The knowing and managing of one's own emotions and understanding the emotions of others for improved performance. Theories of Leadership How to be an effective leader. Leaders should develop a solid understanding of the different styles of leadership, and know when to apply different styles in different situations.

What technique can you use to resolve resource conflicts by delaying tasks? a. Resource loading b. Resource leveling c. Critical path analysis d. Overallocation

b. Resource leveling