Chapter 9 HR Mgmt Key Terms

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Chapter 9 HR Mgmt Key Terms
2010-11-23 14:08:15
PMP DePaul

Human Resource Management Key Terms
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  1. The role of the Project Sponsor / Initiator
    One who provides the financial resources for the project.
  2. Role of the team
    A group of people who will complete work on the project. The team members can change throughout the project as people are added and removed from the project
  3. Role of the Stakeholders
    Anyone who can positively or negatively influence the project, including the customer or users, the project manager and team, the projects sponsor, program and portfolio managers, the PMO, functional and operations managers within the organization, and external sellers that provide services or materials for the project
  4. The role of the Functional Manager
    This individual manages and "owns" the resources in a specific department, such as IT, engineering , public relations, or marketing, and generally directs the technical work of individuals from the functional area working on the project
  5. The role of the Project Manager
    The project manager is responsible for managing the project to meet project objectives
  6. The role of the Portfolio Manager
    The portfolio manager is responsible for governance at an executive level of the projects or programs that make up a portfolio
  7. The Role of the Program Manager
    The program manager is responsible for managing a group of related projects
  8. Enterprise Environmental Factors
    Company culture and existing systems that the project will have to deal with or can make us of. Company culture relates to such issues as : What organizations will be involved in the project? Are there hidden agendas? Is there anyone who does not want the project?
  9. Organizational Process Assets
    Processes procedures and historical information in developing the human resource plan
  10. Responsibility Assignment Matrix
    Chart which cross references team members with the activities or work packages they are to accomplish. DOES NOT SHOW TIME
  11. RACI Chart / Matrix
    This chart is a type of RESPONSIBILITY ASSIGNMENT MATRIX that defines role assignemnts more clearly. Instead of using P & S (primary and secondary responsibiliuty) the letters R for responsible, A for accountable, C for consult, and I for inform are used
  12. Organizattional Breakdown Structure
    This chart shows responsibilities by department
  13. Resource breakdown structure
    This resource breakdown structure breaks the work down by type of resource
  14. Human Resource Plan includes
    • Roles and responsibilities
    • Project organization charts
    • Staffing management plan
  15. Staffing Management Plan
    • Your plan for staff acquisition
    • Resource calendars
    • Staff release plan
    • Staff training needs
    • Recognition and rewards
    • Compliance
    • Safety
  16. Resource Histogram
    This bar chart shows the number of resources used per time period and where there is a spike in the need for resources.
  17. Pre-assignment
    Sometimes resources are assigned in advance and the project manager has to work with the resources he is given as pert of the team
  18. Halo Effect
    "You are a great programmer. Therefore, we will make you a project manager and expect you to be great at that as well" Since these people may not in fact be qualified for the new position, such actions can have a negative impact on the project schedule, cost, quality and should be avoided
  19. Forming
    People are brought together as a team
  20. Storming
    There are disagreements as people learn to work together
  21. Norming
    Team members begin to build good working relationships
  22. Performing
    The team becomes efficient and works effectively together. This is the point when the project manager can give the most attention to developing individual team members
  23. Adjourning
    The project ends, and the team is disbanded
  24. Co-location
    AKA War Room - having offices together in one place or one room. Helps improve communication, decreases the impact of conflict and improves project identity for the project team and for management in a matrix organization
  25. Issue Log
    A log of the issues to be resolved on the project
  26. Project Manager - Formal Power
    Power is based on your position "You need to listen to me when I tell you to do this work, because I have been put in charge!"
  27. Project Manager - Reward Power
    This power stems from giving rewards "I understand that you want to participate in the acceptance testing of this project. Because of your performance, I will assign you as part of that team"
  28. Project Manager - Penalty Power
    Coercive - This power comes from the ability to penalize team members. "If this does not get done on time, I will remove you from the group going to Hawaii for the customer meeting
  29. Project Manager - Expert Power
    Power comes from being the technical or project management expert "I hear the project manager has been very successful on other projects. Lets give her a chance"
  30. Project Manager - Referent Power
    This power comes from another person liking you, respecting you, or wanting to be like you. It is the power of charisma and fame. The most respected project manager in the organization says "I think we should change the content of our standard project charter:
  31. Directing Mgmt Style
    Mgmt style involves telling others what to do
  32. Facilitating Mgmt Style
    Mgmt style involves coordinating the input of others
  33. Coaching Mgmt Style
    Mgmt style - the manager helps others achieve their goals
  34. Supporting Mgmt Style
    Mgmt style involves assistance along the way
  35. Autocratic Mgmt Style
    Mgmt style - a top down approach where the manager has power to do whatever he wants. The manager may coach or delegate but everyone is doing what the manager wants them to do
  36. ConsultativeMgmt Style
    Mgmt style - bottom up approach uses influence to achieve results. The manager obtains others opinions and acts as the servant for the team
  37. Consultative - Autocratic Mgmt Style
    Mgmt style - the manager solicits input from team members, but retains decision making authority for himself
  38. Consensus Mgmt Style
    Mgmt style - involves problem solving in a group and making decisions based on group agreement
  39. Delegating Mgmt Style
    Mgmt style - the manager establishes goals and then gives the project team sufficient authority to complete the work
  40. Bureaucratic Mgmt Style
    Mgmt style - focuses on following procedures exactly. May be appropriate for work in which detail is critical or in which specific safety or other regulations must be strictly adhered to
  41. Charismatic Mgmt Style
    Mgmt style- charismatic managers energize and encourage their team in performing project work
  42. Democratic or Participative Mgmt Style
    Mgmt style involves encouraging team participation in the decision making process. Team members "own" the decisions made by the group which results in improved teamwork and cooperation
  43. Laissez faire Mgmt Style
    Mgmt style - is not directly involved in the work of the team but manages and consults as necessary.
  44. Analytical Mgmt Style
    Mgmt style depends on the managers own technical knowledge and ability. Analytical managers often make the technical decisions for the project which they communicate to their teams. Interview style communication in which the project manager asks questions to get the facts is common with his management style
  45. Driver Mgmt Style
    Mgmt style is constantly giving directions. His competitive attitude drives the team to win
  46. Influencing Mgmt Style
    This style emphasizes teamwork, team building, and team decision making
  47. Main source of conflicts
    • Schedules
    • Project Priorities
    • Resources
    • Technical Opinions
  48. Confronting conflict resolution
    AKA problem solving, solving the real problem so that the problem goes away
  49. Compromising conflict resolution
    Involves finding solutions that bring some degree of satisfaction to both parties. This is a lose-lose situation since no party gets everything
  50. Withdrawal conflict resolution
    AKA Avoidance - the parties retreat or postpone a decision on a problem. Not usually the best choice for resolving conflict
  51. Smoothing conflict resolution
    AKA Accommodating - This technique emphasizes agreement rather than differences of opinion
  52. Collaborating conflict resolution
    the parties try to incorporate multiple viewpoints in order to lead consensus
  53. Forcing resolution techniques
    involves pushing one viewpoint at the expense of another
  54. Problem Solving Method
    • Define what is the real or root problem, not what is presented to you or what appears to be the problem
    • Analyze the problem
    • Identify solutions
    • Pick a solution
    • Implement a solution
    • Review the solution and confirm that the solution solved the problem
  55. Expectancy Theory
    Employees who believe their efforts will lead to effective performance and who expect to be rewarded for their accomplishments will remain productive as rewards meet their expectations
  56. Perquisites
    aka Perks Some employees receive special rewards such as assigned parking spaces, corner offices, executive dining
  57. Mc Gregors Theory of X & Y
    All workers fit into one of two groups X & Y. X people need to be watched every minute. People are incapable, avoid responsibility and avoid work whenever possible

    Y people are willing to work without supervision and want to achieve
  58. Maslows Hierarchy of Needs
    People are not most motivated to work by security or money. Instead the highest motivation is to contribute and to use their skills Maslow calls this "self actualization"

    • Self Actualization - sulf fulfillment, growth, learning
    • Esteem - Accomplishment, respect, attention
    • Social - Love, affection, approval, friends
    • Safety - Security stability freedom from harm
    • Physiological - Need for air, water food housing
  59. David McClellands Theory of Needs
    people are most motivated by one of three needs (Achievement, Affiliation, Power) and should be managed differently than a person falling into another category.
  60. Hygiene Factors
    Poor hygiene factors may destroy motivation but improving them under most circumstances will not improve motivation

    • Working conditions
    • Salary
    • Personal life
    • Relationships at work
    • Security
    • Status
  61. Motivating Agents
    What motivates people is the work itself, including such things as

    • Responsibility
    • Self actualization
    • Professional growth
    • Recognition