Quiz, Ch. 9
What is the PMI talent triangle?
- Technical project management - Strategic and business management - Leadership
What are the nine influence bases that are available to project managers according to Thamhain and Wilemon?
1. Authority 2. Assignment 3. Budget 4. Promotion 5. Money 6. Penalty 7. Work challenge 8. Expertise 9. 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
According to Daniel Pink, which three motivators does he suggest that managers focus on?
1. Autonomy 2. Master 3. Purpose
What are Covey's seven habits to improve effectiveness on projects?
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 - empathic listening is a key skill of good PMs 6. Synergize 7. Sharpen the saw
What are the four dimensions of psychological type according to the MBTI?
1. Extrovert/Introvert (E/I) 2. Sensation/Intuition (S/N) - relates to manner in which you gather information - sensation/sensing type people take in facts, details, and reality and describes themselves as practical - intuitive type people are imaginative, ingenious, and attentive to hunches or intuition; describe themselves as innovative and conceptual 3. Thinking/Feeling (T/F): - thinking -> objective and logical - feeling -> subjective and personal 4. Judgement/Perception: - attitude towards structure - judgement people like closure and task completion, sticking to deadlines - perceiving types prefer to keep things open and flexible; do not feel that work must be done before play or rest begins
Which stakeholders does human resource management include?
All of the project stakeholders
What are the 5 types of power?
Coercive power: - involves using punishment, threats, or other negative approaches to get people to do things they do not want to do - similar to penalty influence Legitimate power: - getting people to do things based on a position of authority - similar to authority influence Expert power: - involves using personal knowledge and expertise to get people to change their behavior; people who perceive pms are experts in certain situations will follow their suggestions Reward power: - involves using incentives to induce people to do things - rewards can include money, status, recognition, promotions, and special work assignments - many motivation theorists suggest that only certain types of rewards, such as work challenge, achievement, and recognition, truly induce people to change their behavior or work hard Referent power: - based on person's own charisma - people with referent power are held in very high regard; others will do what they say based on that regard - very few people possess the natural charisma that underlies referent power
What is the Tuckman model?
Describes the five stages of development: 1. Forming - introductions to team members; either in initiation or as new members are introduced - necessary, but little work is done 2. Storming - often conflict, people have different opinions and test each other 3. Norming - when cooperation and collaboration replace the conflict and mistrust of storming; team has developed a common working method 4. Performing - relationships are settled, team members are likely to build loyalty to each other, be able to manage tasks that are more complex, and cope with greater change 5. Adjourning - break up of the team after it successfully reaches its goals and completes the work
What are the five (six) basic modes or strategies for handling conflict in the popular managerial grid by Blake and Mouton?
Each strategy has high, medium, or low importance on two levels: importance of the task or goal (concern for production), and importance of the relationship between conflicting parties (concern for people) 1. Confrontation - problem solving mode or win/win using Covey's terminology - facing a conflict directly using problem solving approach, allowing affected parties to work through their disagreements 2. Compromise - give-and-take approach to resolving conflicts - bargain and search for solutions that bring some degree of satisfaction to all parties - works best when task and relationship are of medium importance 3. Smoothing - emphasizes areas of agreement; also called accomodating - best used when relationship is of high importance and task is of low importance 4. Forcing - win/lose approach to conflict resolution - pms exert their viewpoint at potential expense of another - very effective is task is of high importance and relationship is of low importance 5. Withdrawal - retreat/withdraw from actual or potential disagreement; also called avoiding - normally least desirable conlflict-handling mode unless task and relationship are both of low importance 6. Collaborating - decision makers incorporate different viewpoints/insights to develop consensus and commitment - pms may not agree on a decision, but they commit to following it in the best interests of the org
As long as PMs apply one leadership style effectively, that is more than sufficient. T/F?
False. The best leaders understand and apply different leadership styles appropriate to the situation at hand
How did Herzberg distinguish 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. Achievement, recognition, the work itself, responsibility, and growth are factors that contribute to work satisfaction and motivating workers.
Why is acquiring the project team an important issue in today's IT market/environment?
It's competitive. Companies must use innovative approaches to find and retain good IT staff
What is theory y?
Managers who believe in Theory Y assume that employees do not inherently dislike work, but consider it as natural as play or rest. The most significant rewards are the satisfaction of esteem and self-actualization needs, as described by Maslow. McGregor urged managers to motivate people based on Theory Y notions. - research supports the use of theory Y
What is McClelland's Acquired Needs Theory?
McClelland proposed that a person's specific needs are acquired or learned over time and shaped by life experiences - the main categories of acquired needs include achievement, affiliation, and power; normally one or two of these needs are dominant in people
What is theory x?
People who believe in Theory X assume that workers dislike and avoid work if possible, so managers must use coercion, threats, and various control schemes to have workers make adequate efforts to meet objectives. - They assume that the average worker wants to be directed and prefers to avoid responsibility, has little ambition, and wants security above all else. Research clearly demonstrated that these assumptions were not valid
What are the most important assets in organizations and on projects?
People, therefor it is essential for pms to be good HR managers
What are the four processes of human resource management?
Planning: 1. Planning human resource management - involves identifying and documenting project roles, responsibilities, and reporting relationships - main outputs: HR plan Executing: 2. Acquiring the project team - involves assigning the needed personnel to work on the project - key outputs: staff assignments, resource calendars, and project management plan updates 3. Developing the project team - involves building individual and group skills to enhance project performance; team-building is often a challenge 4. Managing the project team - involves tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance - outputs include change requests, pm plan updates, project documents updates, enterprise environmental factors updates, and organizational process assets updates
What are the key tools for defining roles and responsibilities on projects?
RAM, staffing management plans, resource histograms, and RACI charts
What are two crucial skills of a good project manager?
Team development and team management
What is synergy?
The concept that the whole is equal to more than the sum of its parts
What makes good PMs great?
Their ability to enable project team members to deliver their best work on a project
What is theory z?
Theory Z is based on the Japanese approach to motivating workers, which emphasizes trust, quality, collective decision making, and cultural values. Whereas Theory X and Theory Y emphasize how management views employees, 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 wellbeing. Theory Z emphasizes job rotation, broadening of skills, generalization versus specialization, and the need for continuous training of workers.
What is the main goal of team development?
To help people work together more effectively to improve project performance
What is a resource histogram?
a column chart that shows the number of resources assigned to a project over time
What is the DISC profile?
a four-dimensional model of normal behavior: - dominance: I (red) ~~~ traits include being direct, decisive, assertive, outcome-oriented, competitive, self-assured, controlling, and wanting to win. - influence: we (yellow) ~~~ traits include being persuasive, optimistic, outgoing, verbal, enthusiastic, striving to win others over, and practicing leadership through acclimation. - steadiness: you (green) ~~~ traits include being calm, sincere, cautious, conflict averse, a good listener, and wanting to maintain stability. - compliance: it (blue) ~~~ traits include being data driven, risk averse, concerned, working well alone, preferring processes and procedures, and not being very communicative or social.
What is Myers-Briggs Type Indicator (MBTI)?
a popular tool for determining personality preferences developed during world war 2 based on Carl Jung's theory of psychological type
What is rapport?
a relation of harmony, conformity, accord, or affinity
What is an organization breakdown structure?
a specific type of organizational chart that shows which organizational units are responsible for which work items
What is resource leveling?
a technique for resolving resource conflicts by delaying tasks - a form of network analysis - leveled resources require less management, lower costs, produce fewer personnel and accounting problems, and often improve morale
2. ______________________ 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
4. 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
a. affiliation
9. 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
1. Which of the following is not part of project human resource management? a. resource estimating b. acquiring the project team c. developing the project team d. managing the project team
a. resource estimating
5. ______________________ power is based on a person's individual charisma. a. Affiliation b. Referent c. Personality d. Legitimate
b. Referent
8. 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
7. 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
What are RACI charts?
charts used to show four 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?
10. Which of the following is not a tool or technique for managing project teams? a. observation and conversation b. project performance appraisals c. conflict management d. Social Styles Profile
d. Social Styles Profile
3. At the bottom of Maslow's pyramid or hierarchy of needs are ______________________ needs. a. self-actualization b. esteem c. safety d. physiological
d. physiological
6. 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
What is a staffing management plan?
describes when and how people will be added to the project team and taken off it
What are deputy project managers?
fill in for project managers in their absence and assist them as needed
What does developing a human resource plan involve?
identifying, assigning, and documenting project roles, responsibilities, and reporting relationships - main output -> hr plan
What is extrinsic motivation?
it causes people to do something for a reward or to avoid a penalty
What is instrinsic motivation?
it causes people to participate in an activity for their own enjoyment
What is emotional intelligence?
knowing and managing one's own emotions and understanding the emotions of others for improved performance
What is empathic listening?
listening with the intent to understand
What is a responsibility assignment matrix?
maps the work of the project, as described in the WBS, to the people responsible for performing the work, as described in the performing organizations, teams, or individuals, depending on the desired level of detail
What is mirroring?
matching certain behaviors of the other person - must be used with caution
What pyschosocial issues affect how people work and how well they work?
motivation, influence and power, and effectiveness
What is overallocation?
not enough resources are available to perform the assigned work during a given time period
What are several tools and techniques PMs can use to effectively manage their teams?
observation and conversation, project performance appraisals, interpersonal skills, and conflict management
How can a PM improve teamwork of his team?
recommend individual training to improve skills related to teamwork, organize team-building activities for the entire project team and key stakeholders, and provide reward and recognition systems that encourage teamwork
What is resource loading?
refers to the amount of individual resources that an existing schedule requires during specific time periods - histograms show resource loading and identify overallocation of resources
What are subproject managers?
responsible for managing the subprojects into which a large project might be divided
What is Maslow's hierarchy of needs?
states that people's behaviors are guided or motivated by a sequence of needs - at the bottom are physiological needs - once physiological needs are satisfied, safety needs guide behavior - once safety needs are satisfied, social needs come to the forefront, and so up the hierarchy - the order of these needs and their relative sizes in the pyramid are significant - each level of the hierarchy is a prerequisite or the levels above 5. Self-actualization - challenging projects, opportunities for innovation and creativity 4. Esteem - recognition, prestige, status 3. Social - acceptance, love, affection, association with a team/group 2. Safety - physical safety, economic security 1. Physiological - food, water, etc. from low (1) to high (5)
What is power?
the ability to influence behavior to get people to do things they would not otherwise do - much stronger than influence because it is often used to force people to change their behavior
