Project Human Resource Management III

57. In the Tuckman model, _____ occurs when the emphasis is on reaching the team goals, rather than working on team process. a. performing b. norming c. forming d. stormin g ANSWER: a 58. In the MBTI, the _____ dimension relates to the manner in which you gather information. a. Extrovert/Introvert b. Thinking/Feeling c. Judgment/Perceptio d. Sensation/Intuitio n n ANSWER: d 59. Psychologist David Merril describes _____ as reactive and task-oriented. a. “Expressives b. “Drivers” c. “Analyticals” ANSWER: c d. “Amiables” 60. According to Blake and Mouton, project managers who use the _____ method use a give-and take-approach to resolving conflicts. a. smoothing b. forcing c. confrontatio d. compromise n ANSWER: d 61. According to Lencioni, which of the following qualities is present in organizations that succeed? a. Commitment b. Autonomy c. Accountabilit d. Teamwork y ANSWER: d 62. _____ issues that affect how people work and how well they work include motivation, influence and power, and effectiveness. ANSWER: Psychosocial 63. _____ causes people to do something for a reward or to avoid a penalty. ANSWER: Extrinsic motivation 64. According to Maslow, only after meeting _____ needs can individuals act upon growth needs. ANSWER: deficiency 65. Herzberg called factors that cause job satisfaction _____. ANSWER: motivators 66. _____ should receive frequent performance feedback, and although money is not an important motivator to them, it is an effective form of feedback. ANSWER: Achievers 67. The _____ is a tool to measure the individual needs of different people using McClelland’s categories. ANSWER: TAT Thematic Apperception Test Thematic Apperception Test (TAT) (TAT) Thematic Apperception Test 68. Managers who believe in McGregor’s _____ assume that individuals do not inherently dislike work, but consider it as natural as play or rest. ANSWER: Theory Y 69. _____ is the potential ability to influence behavior to get people to do things they would not otherwise do. ANSWER: Power 70. _____ power is getting people to do things based on a position of authority. ANSWER: Legitimate 71. _____ is the concept that the whole is equal to more than the sum of its parts. ANSWER: Synergy 72. Covey, like Maslow, believes that people have the ability to be _____ and choose their responses to different situations. ANSWER: proactive 73. _____ is listening with the intent to understand. ANSWER: Empathic listening 74. _____ is a relation of harmony, conformity, accord, or affinity and is important for communication. ANSWER: Rapport 75. _____ fill in for project managers in their absence and assist them as needed. ANSWER: Deputy project managers 76. A(n) _____ or draft contract often provides the basis for defining and finalizing work requirements. ANSWER: RFP Request for Proposal Request for Proposal (RFP) RFP (Request for Proposal) 77. The _____ allocates work to responsible and performing organizations, teams, or individuals, depending on the desired level of detail. ANSWER: RAM responsibility assignment matrix responsibility assignment matrix (RAM) RAM (responsibility assignment matrix) 78. A(n) _____ is a specific type of or ganizational chart that shows which organizational units are responsible for which work items. ANSWER: OBS organizational breakdown structure organizational breakdown structure (OBS) OBS (organizational breakdown structure) 79. _____ means more resources than are available are assigned to perform work at a given time. ANSWER: Overallocation 80. Resource _____ aims to minimize period-by-period variations in resource loading by shifting tasks within their slack allowances. ANSWER: leveling 81. The main goal of _______ is to help people work together more effectively to improve project performance. ANSWER: team development 82. In the Tuckman model, _____ involves the break-up of the team after it successfully reaches its goals and completes the work. ANSWER: adjourning 83. In the DISC profile, the letter “S” represents _____. ANSWER: steadiness 84. According to Blake and Mouton, project managers who use the _____ mode retreat from an actual or potential disagreement. ANSWER: withdrawal 85. Briefly describe the four processes involved in human resource management. ANSWER: Planning human resource management involves identifying and documenting project roles, responsibilities, and reporting relationships. The main output of this process is a human resource plan. Acquiring the project team involves assigning the needed personnel to work on the project. Key outputs of this process are project staff assignments, resource calendars, and project management plan updates. Developing the project team involves building individual and group skills to enhance project performance. Team-building skills are often a challenge for many project managers. The main outputs of this process are team performance assessments and enterprise environmental factors updates. 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 of this process include change requests, project management plan updates, project documents updates, enterprise environmental factors updates, and organizational process assets updates. 86. Describe Maslow’s hierarchy of needs. How does it relate to information technology projects? ANSWER: Maslow’s hierarchy of needs states that people’s behaviors are guided or motivated by a sequence of needs. At the bottom of the hierarchy 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 on up the hierarchy. The order of these needs and their relative sizes in the pyramid are significant. Maslow suggests that each level of the hierarchy is a prerequisite for the levels above. For example, it is not possible for a person to consider self-actualization if he or she has not addressed basic needs concerning security and safety. Once a particular need is satisfied, however, it no longer serves as a potent motivator of behavior. The bottom four needs in Maslow’s hierarchy—physiological, safety, social, and esteem needs—are referred to as deficiency needs, and the highest level, selfactualization, is considered a growth need. Only after meeting deficiency needs can individuals act upon growth needs. Self-actualized people are problemfocused, have an appreciation for life, are concerned about personal growth, and have the ability to have peak experience. Most people working on an information technology project will probably have their basic physiological and safety needs met. If someone has a sudden medical emergency or is laid off from work, however, physiological and safety needs will move to the forefront. To motivate project team members, the project manager needs to understand each person’s motivation, especially with regard to social, esteem, and self-actualization or growth needs. Team members new to a company and city might be motivated by social needs. To address social needs, some companies organize gatherings and social events for new workers. Other project members may find these events to be an invasion of personal time they would rather spend with their friends and family or working on an advanced degree. 87. What are the five main types of power? Briefly describe each type. ANSWER: Coercive power involves using punishment, threats, or other negative approaches to get people to do things they do not want to do. This type of power is similar to Thamhain’s and Wilemon’s influence category called penalty. For example, a project manager can threaten to fire workers or subcontractors to try to get them to change their behavior. If the project manager really has the power to fire people, he or she could follow through on the threat. Recall, however, that influencing using penalties is correlated with unsuccessful projects. Still, coercive power can be very effective in stopping negative behavior. Legitimate power is getting people to do things based on a position of authority. This type of power is similar to the authority basis of influence. If top management gives project managers organizational authority, project managers can use legitimate power in several situations. They can make key decisions without involving the project team, for example. Overemphasis of legitimate power or authority also correlates with project failure. Expert power involves using personal knowledge and expertise to get people to change their behavior. If people perceive that project managers are experts in certain situations, they will follow their suggestions. For example, if a project manager has expertise in working with a particular information technology supplier and their products, the project team will be more likely to follow the project manager’s suggestions on how to work with that vendor and its products. Reward power involves using incentives to induce people to do things. Rewards can include money, status, recognition, promotions, special work assignments, or other means of rewarding someone for desired behavior. 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 is based on an individual’s personal charisma. People hold someone with referent power in very high regard and will do what they say based on their regard for the person. People such as Martin Luther King, Jr., John F. Kennedy, and Bill Clinton had referent power. Very few people possess the natural charisma that underlies referent power. 88. What is a staffing management plan? ANSWER: A staffing management plan describes when and how people will be added to the project team and taken off it. The level of detail may vary based on the type of project. For example, if an IT project is expected to need 100 people on average over a year, the staffing management plan would describe the types of people needed to work on the project, such as Java programmers, business analysts, and technical writers, and the number of each type of person needed each month. The plan would also describe how these resources would be acquired, trained, rewarded, and reassigned after the project. All of these issues are important to meeting the needs of the project, the employees, and the organization. 89. What are the five stages of team development according to the Tuckman model? Briefly describe each stage. ANSWER: (1) Forming involves the introduction of team members, either at the initiation of the team, or as new members are introduced. This stage is necessary, but little work is actually achieved. (2) Storming occurs as team members have different opinions as to how the team should operate. People test each other, and there is often conflict within the team. (3) Norming is achieved when team members have developed a common working method, and cooperation and collaboration replace the conflict and mistrust of the previous phase. (4) Performing occurs when the emphasis is on reaching the team goals, rather than working on team process. Relationships are settled, and team members are likely to build loyalty towards each other. At this stage, the team is able to manage tasks that are more complex and cope with greater change. (5) Adjourning involves the break-up of the team after they successfully reach their goals and complete the work.