Information Technology Project Management CH 9 6th ed Key Terms

coercive power
using punishment, threats, or other negative approaches to get people to do things they do not want to do
deputy project managers
people who fill in for project managers in their absence and assist them as needed, similar to the role of a vice president
empathic listening
listening with the intent to understand
expert power
using ones personal knowledge and expertise to get people to change their behavior
extrinsic motivation
causes people to do something for a reward or to avoid a penalty
hierarchy of needs
a pyramid structure illustrating Maslows theory that peoples behaviors
intrinsic motivation
causes people to participate in an activity for their own enjoyment
issue log
a tool for managing project teams where the project manager documents, monitors, and tracks issues that need to be resolved in order for the project to run smoothly
legitimate power
getting people to do things based on a position of authority
matching certain behaviors of the other person
Myers-Briggs Type Indicator (MBTI)
a popular tool for determining personality preferences
organizational breakdown structure (OBS)
a specific type of organizational chart that shows which organizational units are responsible for which work items
when more resources than are available are assigned to perform work at a given time
the potential ability to influence behavior to get people to do things they would not otherwise do
RACI charts
charts that show Responsibility, Accountability, Consultation, and Informed roles for project stakeholders
a relation of harmony, conformity, accord, or affinity
referent power
getting people to do things based on an individuals personal charisma
resource histogram
a column chart that shows the number of resources assigned to a project over time
resource leveling
a technique for resolving resource conflicts by delaying tasks
resource loading
the amount of individual resources an existing schedule requires during specific time periods
responsibility assignment matrix (RAM)
a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the organizational breakdown structure (OBS
reward power
using incentives to induce people to do things
staffing management plan
a document that describes when and how people will be added to and taken off a project team
subproject managers
people responsible for managing the subprojects that a large project might be broken into
an approach where the whole is greater than the sum of the parts
team development
building individual and group skills to enhance project performance
Tuckman model
describes five stages of team development: forming, storming, norming, performing, and adjourning

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