1
Q
What type of enviornment does the project operate in?
A
A matrix environment
2
Q
What does the project team consist of?
A
- PM
- PM team (those who help with PM activities)
- Other members who will be doing work on the project
3
Q
Who controls resources?
A
The sponsor and FM
4
Q
Who is the responsible party for project charter changes?
A
The sponsor
5
Q
Who is responsible for directing resources?
A
In a matrix environment, both the PM and FM share responsibility
6
Q
Who controls the project schedule?
A
PM
7
Q
When will the majority of resource management planning be done in plan-driven and change-driven approaches?
A
Plan-drive
Early
Change-driven
As a part of each iteration/release
8
Q
Lean
A
- To remove waste of time, effort and resources from a process
- Agile is a derivative of this approach
9
Q
Kaizen
A
- Synonomous with continuous improvement
- Literally means to alter (kai) and improve or make better (zen)
10
Q
Responsibility Assignment Matrix (RAM)
A
- A chart that cross-references team members with the activities or work packages they are to accomplish
- P = primary responsibility
- S = Secondary responsibility
- Does NOT show when people will do their jobs
11
Q
RACI Chart
A
- Type of RAM that defines role assignments in the form of R, A, C, and I
- R = Responsible
- A = Accountable
- C = Consulted
- I = Informed
- Multiple resources may be R, A, and C, but ONLY ONE person is held accountable
12
Q
Organizational breakdown structure
A
- Assigns project responsibilities to divisions or departments with the organization, such as marketing, IT, etc.
- PM will interface with managers of each department to coordinate availability and scheduling of human/physical resources
13
Q
Resource breakdown structure
A
Breaks the work down by type of resource (developer, PM, etc.)
14
Q
Why is a WBS used in resource management?
A
Helps to ensure that each work package has an owner
15
Q
Organizational theory
A
Org theory studies organizations to identify how they solve problems and ho they maximize efficiency and productivity and meet the expectations of stakeholders
16
Q
Team charter
A
- A working agreement developed by the project team
- Describes the approach the team will take regarding comms, decision-making, conflict resolution, and ground rules for team meetings
17
Q
When are ground rules especially important?
A
When teams are managed virtually
18
Q
Resource histogram
A
- Bar chart that shows the number fo resources needed per time period
- Illustrates where there is a spike in the need for resources
19
Q
What do resource histograms help?
A
Can help with resource leveling when resource are limited
20
Q
What is acquiring the planned resources as they are needed an example of?
A
Rolling wave planning
21
Q
Types of teams
A
- Dedicated
- Part-time
- Partnership
- Virtual
22
Q
Dedicated team
A
- Most members work full-time and exclusively on the project
- Easiest form of team to work with as a PM, as team members can dedicate most of their energy to the project and often report directly to the PM
- Most common in projectized organizations
- Least likely to exist in functional organizations
- PM has more control over team members
23
Q
Part-time team
A
- Team members and PM spend a portion of their time working on the project while also working on other projects or their usual work
- Common in functional and matrix organizations
- PM will have to negotiate with FM and leadership to acquire/retain team members
24
Q
Partnership
A
- When several organizations undertake a project
- Offers cost savings
- Can be difficult to manage
25
Halo effect
* **A tenedency to rate team members high or low on all factors due to the impression of a high or low rating on one specific factor**
* **E.g., XYZ is great at programming, so they must also be good at everything else**
26
Develop team
* **Ongoing throughout project work**
* Should result in **decreased turnover, enhanced individual knowledge and skills, and improved teamwork**
27
Motivation theories
* **McGregor's Theory of X and Y**
* **McClelland's Theory of Needs**
* **Maslow's Hierarchy of Needs**
* **Herzberg's Two-Factor Theory of Moivation**
28
McGregor's Theory of X and Y
**All workers fit into group X or group Y**
**_Group X_**
**People need to be watched every minute**
**Employees are incapable, avoid responsibility, and avoid work whenever possible**
**_Group Y_**
**People are willing to work without supervision and want to achieve**
**Employees can direct their own efforts**
**ASSUME THIS PERSPECTIVE FOR TEAMS**
29
Maslow's Hierarchy of Needs
* **People** are **NOT** most **motivated** by **work** **security or money**
* **Highest motivation is for people to contribute and to use their skills**
* **Pyramid (top to bottom) is SaESSP**
30
McClelland's Theory of Needs
* **People** are **most motivated** by 3 needs: **achievement, affiliation, or power**
* **Each category must be managed differently**
**_Achievement_**
* People like **recogntion**
* Should be given projects that are **challenging but reachable**
**_Affilitiation_**
People **seek approval**
Work best when **cooperating** with others
**_Power_**
People like to **organize** and **influence others**
**Need for power is socially oriented**, and should be **allowed to manage others**
31
Herzberg's Two-Factor Theory of Motivation
* Deals with **hygiene factors** and **motivating agents**
* **Hygiene factors, such as working conditions, salaries, work relationships, etc. are NOT sufficient to motivate people**
* **Motivating agents, such as responsibility, self-actualization, professional growth, and recognition DO motivate people**
* **Motivating people is best done by rewarding them and letting them grow**
32
How do you get people to cooperate if you don't have the ability to give them a raise or promotion?
* **Trust**
* **Recognition/reward system**
33
Tuckman Ladder Model
1. **Forming**
2. **Storming**
3. **Norming**
4. **Performing**
5. **Adjourning**
34
Forming
People are **brought together** as a team
35
Storming
**Disagreements** as people **learn to work together**
36
Norming
Team members begin to **build good working relationships** and learn to **trust the PM** and each other
37
Performing
* Team **becomes efficient** and **works effectively together**
* PM can **give the most attention to dveloping individual team members** in this stage
38
Adjourning
**Project ends**, and the **team is disbanded**
39
When will training be covered as an organizational cost? When will it be part of the project budget?
* If the training **will benefit the organization in the long run** and/or **can be used on future projects**, it can be **covered as an org cost**
* If it **cannot be used on future projects**, it's **paid for by the project**
40
Project performance appraisals
**Evaluations** of **individual team member performance**
41
When are project performance appraisals performed?
**Appraisals are performed** during the M**anage Team** **process**, and the rewards/additional training indicated by the **results of those appraisals are given** during the **Develop Team process**
42
Primary management and leadership styles
* **Directing**
* **Facilitating**
* **Coaching**
* **Supporting**
* **Influencing**
* **Delegating**
43
Directing
**PM uses their expertise** to **guide** team members in what to do
44
Facilitating
PM **enables communication** and helps **remove roadblocks**
45
Coaching
PM **advises and makes recommendations**, helping the team and other stakeholders **achieve their goals**
46
Supporting
PM **encourages and provides assistance** to team members and stakeholders in **working through situations**
47
Influencing
PM **emphasizes teamwork, team building, and team decision-making** and works with their team to **influence collaborative, successful project implementation**
48
Delegating
* PM **establishes goals,** and then gives the project team sufficient authority to complete work
* Manager **involves team in planning** and **assigns or delegates planning and executing to team members**
49
Management and leadership styles to use when resolving conflicts, negotiating, prioritizing, or other decision-making activities?
* **Consultative**
* **Consensus**
* **Democratic or participative**
* **Bureaucratic**
* **Analytical**
50
Management and leadrship styles that have potential to create challenges?
* **Charismatic**
* **Autocratic**
* **Consultative-autocratic**
* **Laissez-faire**
* **Driver**
51
Which management/leadership style should a PM utilize at the beginning of the project? What about during executing?
**_Beginning of Project_**
## Footnote
**Directing**
**_During Execution_**
**Coaching, facilitating, supporting, influencing and delegating**
52
Consultative
* **Bottom-up approach**
* **Uses influence to achieve results**
* **PM considers others' opinions and acts as the servant-leader for the team**
53
Consensus
PM **encourages problem solving** in a group and **makes decisions based on group agreement**
54
Democratic or participative
Involves **encouraging team particpiation** in the **decision making process**
Team members "**own**" decisions made by group, resulting in **improved teamwork and cooperation**
55
Bureaucratic
* Focuses on **following procedures exactly**
* May be appropriate for work in which **details are critical** or when **specific safety or regulations** must be **adhered to**
56
Analytical
* **Depends** on the **PM's own techincal knowledge and ability**
* **Analytical managers** often **make the technical decisions** and then **communicate** those **decisions to their team**
* **Interview style communication** (PM asks questions to get facts) **is common** with this style
57
Charismatic
**Project success** may be **dependent** on the **presence of the charismatic leader**, with the team **relying on the leader for motivation**
58
Autocratic
* **Top down approach**
* **Everyone does what the PM tells them to do**
59
Consultative-autocratic
**PM solicits input from team members, but retains decision-making authority**
60
Laissez-faire
* Means "**allow to act**" or "**leave alone**"
* PM is **not directly involved in the work** of the team, but **manages and consults as necessary**
* **Appropriate with a highly skilled team**
*
61
Driver
* **PM is constantly giving directions**
* **Competitve attitude drives the team to twin**
62
Powers of the PM
* **Formal (legitimate)**
* **Reward**
* **Penalty (coercive)**
* **Expert**
* **Referent**
63
Formal (legitimate)
Power based on your **position**
64
Reward
Stems from **the ability to give rewards**
65
Penalty (coercive)
Comes from **the ability to penalize**
66
Expert
Comes from **being the techincal or PM expert**
67
Referent
Comes from **another person liking, respecting, or wanting to be like you**
68
What are the most effective forms of power? Least effective?
**_Most Effective_**
## Footnote
**Expert**
**Reward**
**_Least Effective_**
**Penalty**
69
Sources of conflict
* **Schedules** are the **main source of conflict**
* **Personalities** are the **least frequent** **source of conflict**
70
Conflict resolution techniques
* **Collaborating (problem-solving)**
* **Compromising (reconciling)**
* **Withdrawal (avoidance)**
* **Smoothing (accomodating)**
* **Forcing (directing)**
71
Collaborating (problem-solving)
Parties **openly discuss differences** and try to incorporate **multiple viewpoints** to arrive at a **consensus**
Leads to a **win-win scenario**
72
Compromising (reconciling)
* Finding solutions that bring **some degree of satisfaction to both parties**
* **Lose-lose situation** (no party gets everything they want)
73
Withdrawal (avoidance)
Parties **retreat** **or postpone a decision** on a problem/issue
74
Smoothing (accomodating)
* **Making concessions, emphasizing agreement rather than differences of opinion**
* **Does not result in a permanent or complete resolution of conflict**
75
Forcing (directing)
* **Pushing one viewpoint** at the **expense of another**
* **Win-lose situation**
2 - RMC PMP Exam Prep
flashcards
Decks in class (14)
# Cards
-
Chapter 2 - Project Management Framework52
-
Chapter 3 - Project Management Processes39
-
Chapter 4 - Integration Management72
-
Chapter 5 - Scope Management46
-
Chapter 6 - Schedule Management79
-
Chapter 7 - Cost Management41
-
Chapter 8 - Quality Management57
-
Chapter 9 - Resource Management75
-
Chapter 10 - Communications Management13
-
Chapter 11 - Risk Management0
-
Chapter 12 - Procurement Management0
-
Chapter 13 - Stakeholder Management0
-
Chapter 14 - Professional and Social Responsibility0
-
Chapter 15 - The PMP Exam: Tips for Passing the Exam the First Time0
