Chapter 10

Question 1

Who is Responsible for creating the team and keeping team members motivated?

Answer 1

Project Manager

Question 2

Who is the project team kickoff meeting for?

Answer 2

The Project team. This doesn’t include the stakeholders or sponsors

Question 3

What should you discuss at the project team kickoff meeting?

Answer 3

• Project goals and deliverables
• Critical Success factors
• Deliverable due dates
• Activity Asignments
• Activity Due Dates
• Hot to alert the PM of problems or issues
• How and when to turn in status reports
• Dates of future team meetings.

Question 4

What are the 5 Stages of Team Development

Answer 4

1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning

Question 5

Forming

Answer 5

• Where the team members are brought together
• where the members are told about their roles and the expectations
• Make sure everyone understands their role clearly

Question 6

Storming

Answer 6

• Stage where the team starts to realize what the work of the project entails.
• Members become more comfortable around each other and start challenging one another for position and status within the team
• Make sure to remind the team of the project goals and keep everyone centred on those goals.
• Limit interventions. Let team members work it out unless absolutely necessary.

Question 7

Norming

Answer 7

• Stage where teams will start to calm down, settle in and start doing their work.
• Members are comfortable with each other and their own position.
• PM should be holding meetings because members can fall back into the storming stage if left to their own devices.
• Teams are functioning effectively.

Question 8

Performing

Answer 8

• Most mature stage of the development stages
• Most productive and effective
• Members support one another and monitor themselves.
• Not all members make it to this stage.
• PM should be more focused on the project management process than on the team/

Question 9

Adjourning

Answer 9

• The breakup of the team after the work of the project is completed.
• PM should guide members through a closure process

Question 10

How do PMs guide members through a closure process?

Answer 10

• Team celebrations
• Acknowledgment contributions
• Let them know you are grateful for their efforts and for any sacrifices they’ve made during the project.

Question 11

How do you progress to the performing stage?

Answer 11

• Communicating Effectively
• Solicit Input
• Resolve Conflict Effectively

Question 12

Communicating Effectively

Answer 12

• Schedule Regular meetings and individual meetings
• Encourage them to bring concerns and problems to the meetings
• Inform the team of anything that impacts them directly ASAP.

Question 13

Soliciting Input

Answer 13

• Ask members to participate and contribute
• Teams feel better when they feel like they have some control over the project.
• Give members decision-making authority over day-to-day activities

Question 14

Resolving Conflict Effectively

Answer 14

• Encourage the team to try and resolve their own problems as they arise
• Encourage the team to voice their concerns and reach a mutual agreement

Question 15

Effective Team Characteristics

Answer 15

• Good conflict resolution
• enthusiastic Commitment to the project
• Dedications to team members and PM
• Creative Problem Solving
• Decisions made jointly by all members
• High job satisfaction
• Productive Members with a sense of belonging
• Enhanced communication.

Question 16

What are the 5 approaches to Problem Resolution

Answer 16

1. Forcing/Directing
2. Smoothing/Accommodating
3. Compromise/Reconcile
4. Withdrawl/avoid
5. Collaboration / Problem-Solving

Question 17

Forcing or Directing

Answer 17

• One person says “This is the way it’s going to be”
• Forcing your opinion on others
• Usually someone of power
• Only use when absolutely necessary

Question 18

Smoothing / Accommodating

Answer 18

• Lessening the problem and pretending like it isn’t a big deal
• Someone needs to recognize this is happening in order to get to the problem-solving phase

Question 19

Compromise / Reconcile

Answer 19

• Both parties agree to give up something to reach a solution
• Not the greatest solution
• If neither party is enthusiastic about the decision, they may complain or change their mind later in the project.

Question 20

Withdraw/Avoid

Answer 20

• Physically leaving a meeting or checking out emotionally.
• Never results in a solution
• Not the same as walking away from a heated moment or conversation

Question 21

Collaborate / Problem-Solve

Answer 21

• One correct solution exists for the problem.

- Uncovering all the facts and present them to both parties to make the decision clear.

Question 22

Intrinsic Motivators

Answer 22

Motivators that are specific to an individual or are derived from within the individual t spur them to perform.
EXAMPLE: Some people are naturally driven and they gain personal satisfaction from doing their best

Question 23

Extrinsic Motivators

Answer 23

Incentives that are external to the individual.

EXAMPLE: money, gifts, bonuses, vacations

Question 24

What are rewards and recognitions used for

Answer 24

They are a way for Project Managers to encourage desirable behaviour nd performance from team members.

Question 25

What are some reward ideas?

Answer 25

- Paid time-off certificates - Leave early / arrive late passes - Handwritten thank-you notes - Printed and armed certificates - Email of congratulations - Catered Lunches.

Question 26

What is employees recognition?

Answer 26

Having employees recognize one another's accomplishments

Question 27

What are the types of Leadership power?

Answer 27

- Reward Power - Punishment Power - Expert power - Legitimate Power - Referent Power

Question 28

Reward Power

Answer 28

The ability to grant incentives or bonuses to team members who perform their job functions well. - Team members respond to this type of power by performing the desired behaviours for the reward IF THE REWARD IS REALISTIC.

Question 29

Punishment power

Answer 29

Using penalties or consequences as a threat for not performing up to expectations.

Question 30

Expert Power

Answer 30

Power that comes from personal knowledge.

Question 31

Legitimate Power

Answer 31

Powe that come from your position.

Question 32

Referent Power

Answer 32

The power team members give one another because of the respect they have for the individual.

Question 33

How do you gain trust and respect?

Answer 33

- Do what you say you will do - Lead by Example - Communicate - Maintain an open-door policy - Be honest - Be on time - Clearly define goals - Clearly Define Roles - Hold Team members accountable

Question 34

Personal Gain

Answer 34

- Should never be a factor in project decision or when working with customers or stakeholders on project issues

Question 35

Conflict of interest

Answer 35

Potential for personal gain where personal interest is at odds with the best interest of the project.

Question 36

Who is responsible for reporting progress?

Answer 36

The project Manager

Question 37

Who do you get information from the team?

Answer 37

Formally and informally

Question 38

What should be included in a status report?

Answer 38

- progress made since the last reporting period - Scheduled and actual completion dates - Progress expected next reporting period - Any issues

Question 39

Action item log

Answer 39

issues, problem or questions that need to be researched and resolved.

Question 40

What should you report on during a Stakeholder status meeting?

Answer 40

- Project status - Schedule updates, including changes - Milestone achievements - Budget expenditures and budget status - change requests this period - Major issues that could impede the progress of the project.

Question 41

Corrective Action

Answer 41

Any action taken to resolve an issue and ensure that the product of the project meets the requirements of the project as described in the project scope. - Occurs in the Executing process - outputs of the monitoring and controlling process.