Study Cards - Chapter 9

Question 1

Project sponsor

Answer 1

• Protects the team from external influences
• Provides funding
• Approves charter and PM plan
• Sets priorities
• Identifies PM and authority level
• Approves and rejects changes
• Formally accepts deliverables

Question 2

Stakeholders

Answer 2

• May have PM signoff
• Verify scope and deliverables
• Provide requirements
• May be part of change control

Question 3

Functional Manager

Answer 3

• Provides resources
• Participates in initial planning
• Addresses team member performance

Question 4

Project Manager

Answer 4

• May contribute to charter
• Responsible for all aspects of the project
• Ultimately responsible for success or failure

Question 5

Portfolio Manager

Answer 5

• Responsible for portfolio governance
• Ensure that projects meet strategic goals
• Engages senior executives
• Drives highest ROI

Question 6

Program Manager

Answer 6

• Offers guidance

- Oversight capacity over projects

Question 7

Project Team

Answer 7

• Translates requirements into technical specs
• Defines WBS
• Identifies dependencies
• Provide estimates
• Resolve disputes
• Complies with standards
• Recommends improvements

Question 8

Roles and responsibilities

Answer 8

• assigned to people or groups
• roles can be documented in a Responsibility Assignment Matrix
• RACI chart (Responsible, Accountable, Consult, Inform)

Question 9

Org Charts

Answer 9

• Organizational breakdown chart

- critical for identifying management hierarchies and potential escalation paths

Question 10

Staffing Management Plan

Answer 10

• describes how human resource requirements will be met
• staff acquisition
• Resource calendars
• staff release plan
• training
• recognition and rewards
• compilance
• safety

Question 11

HR EEFs

Answer 11

• need to be addressed thoroughly to identify negatively impacted stakeholders

Question 12

HR OPAs

Answer 12

• standardized matrices

Question 13

RACI

Answer 13

• Roles and responsibilities matrix

- Responsible, Accountable, Consult, Inform

Question 14

Staffing management plan

Answer 14

• All needed resources
• When they are needed
• When they roll-off the project
• Any gaps
• Training needs
• contains resource histogram and staffing release plan

Question 15

Halo effect

Answer 15

• cognitive bias
• because a resource is good at one thing, they are good at another
• Edward Thorndike

Question 16

Team performance assessments

Answer 16

• evaluate the entire team for the project as a whole

- primary output of the Develop Project Team process

Question 17

Project performance appraisals

Answer 17

• an evaluation of individual performance

- tool and technique of Manage Project Team

Question 18

Legitimate authority

Answer 18

• assigned by senior management

- outlined in charter

Question 19

Reward authority

Answer 19

• PM can issue rewards for exceptional job performance

- one of the best types of authority

Question 20

Penalty authority

Answer 20

• PM can issue penalties for poor performance

Question 21

Expert authority

Answer 21

• you are an expert in your area

- one of the best types of authority

Question 22

Referent authority

Answer 22

• charisma, personality and leadership

Question 23

Representative authority

Answer 23

• elected by the team to serve their needs and interests

Question 24

Tuckman Model

Answer 24

• Forming, Storming, Norming, Performing, Adjourning

Question 25

Maslow's Hierarchy of Needs

Answer 25

- People are motivated to fulfill basic needs first

Question 26

Herzberg's Hygiene Theory

Answer 26

- Looks at motivators and hygiene factos - motivators cause satisfaction - hygiene factors cause dissatisfaction - KITA factors (Kick, In, The, Ass)

Question 27

Expectancy Theory

Answer 27

- performance and motivation must be linked - Expectancy: leads to specific outcome - Instrumentality: leads to valued outcomes - Valence: the importance placed on outcomes - Vroom

Question 28

Achievement Theory

Answer 28

- Most people possess and exhibit a combination of all three motivational characteristics - Achievement, Power and Affiliation - David McClelland

Question 29

nAffil

Answer 29

- Friendship - Cooperation - Mutual understanding

Question 30

nPow

Answer 30

- In charge - Competition - Status

Question 31

nAch

Answer 31

- Personal Responsibility - Feedback - Moderat risk - Make the best leaders

Question 32

Theory X

Answer 32

- assumes employees are inherently lazy | - Douglas McGregor

Question 33

Theory Y

Answer 33

- assumes employees may be ambitous and self-motivated | - Douglas McGregor

Question 34

Theory Z

Answer 34

- promotes stable employment, high productivity and high employee morale and satisfaction - job for life - Ouchi

Question 35

Situational Leadership

Answer 35

- Situational continuum (immature to mature) - Directing/Telling - Coaching/Selling - Supporting/Participating - Delegating - Paul Hersey and Ken Blanchard

Question 36

Conflict

Answer 36

- forces a serch for alternative solutions - is a team issue - is resolved by openness - resolution focuses on issues not personalities - resolution focuses on present, not the past

Question 37

Causes of Conflict

Answer 37

- Schedule - Project priority - Resources - Technical opinions - Admnistrative overhead - Cost - Personality

Question 38

Conflict resolution methods

Answer 38

- Confrontation (best) - Collaboration (next best) - Compromise - Smoothing - Withdrawing - Forcing (worst) - Decided by the PM

Question 39

Key conflict resolution skills

Answer 39

- Leadership - Influencing - Effective decision making