Chapter 9 T/F
A RAM is used only to assign detailed work activities.
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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.
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According to Covey, project managers must use a win/lose approach in making decisions.
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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.
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Assignment, budget, promotion, money, and penalty influence bases are automatically available to project managers as part of their position.
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Extrinsic motivation causes people to participate in an activity for their own enjoyment.
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In the Social Styles Profile team building activity, drivers are reactive and people-oriented.
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Legitimate power involves using personal knowledge and expertise to get people to change their behavior.
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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.
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Maslow suggests that each level of the hierarchy of needs is not necessarily a prerequisite for the levels above.
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Microsoft Project 2010 does not lend itself to project human resource management.
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Project managers must try to avoid conflict at all costs as all conflict within groups is bad.
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The forcing mode is one in which the project manager deemphasizes or avoids areas of differences and emphasizes areas of agreement.
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A staffing management plan describes when and how people will be added to and taken off the project team.
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In the Tuckman model, storming occurs when team members have different opinions for how the team should operate.
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Maslow's hierarchy of needs states that people's behaviors are guided or motivated by a sequence of needs.
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People who need institutional power or social power want to organize others to further the goals of the organization.
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Resource leveling results in fewer problems for project personnel and accounting departments.
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Thamhain and Wilemon found that when project managers used work challenge and expertise to influence people, projects were more likely to succeed.
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The first dimension of psychological type in the MBTI signifies whether people draw their energy from other people (extroverts) or from inside themselves (introverts).
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