Human Resources

Card Set Information

Author:
Miminolas
ID:
312298
Filename:
Human Resources
Updated:
2015-11-30 23:45:30
Tags:
PMBOK5
Folders:
project,management
Description:
Knowledge Areas
Show Answers:

Home > Flashcards > Print Preview

The flashcards below were created by user Miminolas on FreezingBlue Flashcards. What would you like to do?


  1. Maslow's Hierarchy of Needs
    1 of 6 theories of motivation related to the tool of Recognition and Rewards.

    Abraham Maslow grouped human needs into a hierarchy of 5 categories - 3 lower and 2 higher groups of needs.

    Big Idea: Lower needs must be met in order for the higher needs to motivate.

  2. 6 Theories of Motivation
    • 1. Maslow's Hierarchy of Needs
    • 2. Herzberg's Motivation-Hygiene Theory
    • 3. McGregor's Theory X and Y
    • 4. Contingency Theory
    • 5. McClelland's Three-Need Theory
    • 6. Expectancy Theory
  3. Contingency Theory
    1 of 6 theories of motivation related to the tool of Recognition and Rewards.

    Fiedler states that the effectiveness of a leader is contingent on 2 factors: leadership style and the situation or environment.

    Big Idea: Task-oriented leaders are more effective in stressful environments, whereas, relationship-oriented leaders are more effective in relatively calm environments.
  4. Resource Calendars
    This output of Acquire Project Team lists when resources are assigned to a project so that the performing organization knows who is available for work and when. Project managers share this information of pooled staff for planning purposes.
  5. Training
    Tool for providing instruction, direction or education to staff to improve their ability to perform project tasks.

    This tool is used in the Develop Project Team process.
  6. Team Building Activities
    Tool or activity designed to foster team cohesiveness by sharing in a common experience. The goal is to develop deeper relationships or bonds among team members; most effective when performed early and often over life of the project.

    This tool is used in the Develop Project Team process.
  7. Ground Rules
    Tool that defines formal and informal guidelines for acceptable team behavior.

    These rules may apply to several topics, such as communicaton with the customer, care of sensitive data, protection of trade secrets, dress codes, hours of work, use of e-mail or other office equipment, to name a few.

    This tool is used in the Develop Project Team process.
  8. Co-Location
    This tool involves bringing team members together to one location in order to reach a deadline, milestone, or other significant event.

    This tool is used in the Develop Project Team process.
  9. Recognition & Rewards
    Tool aimed at boosting morale of the team. Used to develop the project team. Most effective when these are considered "win-win" systems or programs.
  10. Pre-Assignment
    With some projects, this tool of pre-assignment comes into play. Specific human resources may be requested by the customer, sponsor, or management based on prior knowledge, familiarity, or expertise. These resources are "pre-assigned" to the project team.
  11. Human Resource Plan
    The major output of Develop Human Resources Plan.

    • Three components:
    • 1. Roles and responsibilities
    • 2. Organization charts
    • 3. Staffing management plan

    Includes resources histogram, showing use of resources during a time period.

    The staffing management plan details how project will be staffed, and how the team will be trained, reviewed, and released.

    Addresses safety, compliance, and other human resource needs.
  12. RAM or RACI Chart
    An example of a matrix organizational chart.

    RAM stands for Responsibility Assignment Matrix.

    Lists work packages in the rows and roles in the columns.

    RACI Chart is a type of RAM.

    RACI stands for Responsible, Accountable, Consult, Inform.
  13. Organizational Charts & Position Descriptions
    Tool of the Develop Human Resource Plan process, representing who will be working on the project and what they will be responsible for doing.

    • Three formats:
    • 1. Hierarchical
    • 2. Matrix
    • 3. Text
  14. Manage Project Team
    Final executing process of Human Resource area focuses on proactive management of the staff to ensure that the team is performing according to the plan.

    • Key Inputs
    • (none)

    • Key Tools
    • Project Performance Appraisals
    • Conflict Management
    • Issue Log
    • Interpersonal Skills

    • Key Outputs
    • (none)
  15. Acquire Project Team
    This executing process of human resources management is all about getting the right people on the team. Here, the PM is staffing the project.

    • Key Inputs
    • (none)

    • Key Tools
    • Pre-Assignment

    • Key Outputs
    • Project Staff Assignments
    • Resource Calendars
  16. Develop Project Team
    Important executing process of human resource management. The goal of this process is to build a better team that will result in superior project performance.

    • Key Inputs
    • (none)

    • Key Tools
    • Interpersonal Skills
    • Training
    • Team-Building Activities
    • Ground Rules
    • Co-Location
    • Recognition and Rewards

    • Key Outputs
    • Team Performance Assessments
  17. Human Resource Management
    Knowledge area that covers a total of 4 processes. Most of this material deals with soft skills, such as management theory, organizational behavior, psychology, and the field of human resources.

    • Processes:
    • 1. Develop Human Resource Plan (planning)
    • 2. Acquire Project Team (executing)
    • 3. Develop Project Team (executing)
    • 4. Manage Project Team (executing)
  18. Destructive Team Roles
    • Aggressor
    • Blocker
    • Withdrawer
    • Recognition Seeker
    • Topic Jumper
    • Dominator
    • Devil's Advocate
  19. Constructive Team Roles
    • Initiator
    • Information Seeker
    • Information Giver
    • Encourager
    • Clarifier
    • Harmonizer
    • Summarizer
    • Gate Keeper
  20. Forms of Power
    • Reward (preferred)
    • Expert (preferred)
    • Legitimate
    • Referent
    • Punishment (lease effective)
  21. Methods of Conflict Management
    • Problem-Solving or Confrontation (preferred - most effective)
    • Collaboration (also effective)
    • Compromise
    • Forcing
    • Smoothing
    • Withdrawal
  22. Develop Human Resource Plan
    This planning process results in the human resource plan which is executed or carried out by the 3 remaining human resources management processes. The HR plan and roles and responsibilities provide guidance for other HR processes.

    • Key Inputs
    • (none)

    • Key Tools
    • Org Charts & Position
    • Descriptions

    • Key Outputs
    • Human Resource Plan
  23. McGregor's Theory X & Y
    1 of 6 theories of motivation related to the tool of Recognition and Rewards.

    McGregor's theory states that managers fall into 2 categories: X and Y.

    • Big Idea:
    • - Theory X managers do not trust people and believe in the needs for constant supervision.

    - Theory Y managers believe people will perform well with little supervision and can be trusted.
  24. Project Staff Assignments
    The primary output of Acquire Project Team. This is the list of human resources that have been signed up to contribute to the project (the project team).
  25. Herzberg's Motivation Hygiene Theory
    1 of 6 theories of motivation related to the tool of Recognition and Rewards.

    Examples of hygiene factors include adequate pay, security, work conditions.

    Examples of motivational factors include opportunity for promotion, growth, and recognition.

    Big Idea: Hygiene factors must be in place before motivational factors will work.
  26. Expectancy Theory
    1 of 6 theories of motivation related to the tool of Recognition and Rewards.

    Theory states that employees or team member can be motivated if they believe more effort will yield better results, and better results will be rewarded.

    Big Idea: To be motivated employees must believe that performance will be rewarded.
  27. McClelland's Three-Need Theory
    1 of 6 theories of motivation related to the tool of Recognition and Rewards.

    Team members have 3 needs: Achievements, Power, and Affiliation.

    Big Idea: to successfully motivate the team, a manager should know the primary need of each team member... the need to stand out, to have some control, and to belong to a team.

    Also called Achievement Theory or McClelland's Theory of Needs.

What would you like to do?

Home > Flashcards > Print Preview