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.
