Section 8 – Project Human Resource Management – Flashcards
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b. Resource estimating
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Which of the following is not part of project human resource management? a. Acquire the project team b. Resource estimating c. Developing the project team d. Managing the project team
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a. Intrinsic motivation
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_____ causes people to participate in an activity for their own enjoyment. a. Intrinsic motivation b. Extrinsic motivation c. Self motivation d. Social motivation
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b. Norming
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What is the 3rd stage of the Tuckman ladder - the 5 stages of team development? a. Forming b. Norming c. Storming d. Performing
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b. affiliation
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According to McClelland's acquired-needs theory, people who desire harmonious relations with other people and need to feel accepted have a high ____ need. a. social b. affiliation c. achievement d. extrinsic
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b. Referent
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_____ power is based on a person's individual charisma. a. Affiliation b. Referent c. Personality d. Legitimate
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d. responsibility assignment matrix
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A ______ maps the work of a project, as described in the WBS, to the people responsible for performing the work. a. project organizational chart b. work definition and assignment process c. resource histogram d. responsibility assignment matrix
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d. histogram
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A staffing management plan often includes a resource _____ , which is a column chart that shows the number of resources assigned to the project over time. a. chart b. graph c. timeline d. histogram
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a. resource leveling
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What technique can you use to resolve resource conflicts by delaying tasks? a. resource leveling b. resource loading c. critical path analysis d. overallocation
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b. forming, storming, norming, performing, and adjourning
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What are the five stages in Tuckman's model of team development, in chronological order? a. storming, forming, norming, performing, an adjourning b. forming, storming, norming, performing, and adjourning c. norming, forming, storming, performing and adjourning d. forming, storming, performing, norming an adjourning
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d. Social Styles Profile
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Which of the following is not a tool or technique for managing project teams? a. observation and conversation b. project performance appraisals c. conflict management d. Social Styles Profile
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d. Confront the problem
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What is the most effective way to deal with conflict? a. Coercing b. Smooth things out c. Ignore it d. Confront the problem
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c. Schedule, project priorities, and technical opinions
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The top three sources of conflict are ___, ____, and ___. a. Personality, schedule, and cost b. Procedures, personality, and technical opinions c. Schedule, project priorities, and technical opinions d. Project priorities, cost, and personality
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c. Recognizing and rewarding
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Part of the team development process involves _____ and _____ desirable behavior. a. Workers are lazy and do not want to work. b. Authority and project management c. Recognizing and rewarding d. conflict management and meetings
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d. All of the above are constraints.
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What are constraints? a. Restrictions place on you by management. b. Restrictions placed on you by other stakeholders. c. Restrictions placed on you by law and government policies. d. All of the above are constraints.
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a. You cannot concentrate on higher-level needs until you have satisfied lower-level needs.
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What did Maslow conclude in his study of motivation? a. You cannot concentrate on higher-level needs until you have satisfied lower-level needs. b. People are motivated by money. c. People are inherently trustworthy and want to do a good job. d. Information control is a source of power.
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a. the halo effect
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Assuming that a person can do other things well because he or she is currently exhibiting excellent performance is an example of _____. a. the halo effect b. the competence paradox c. the Doppler effect d. the Hawthorne effect
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b. a responsibility assignment matrix.
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A document that details who has responsibility for various aspects of a project is called ______. a. an organizational chart. b. a responsibility assignment matrix. c. a staffing plan. d. a WBS.
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a. An alignment session
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Which of the following would be a highly effective method of team development? a. An alignment session b. Dinner and speeches c. A series of meetings between the project manager and the individual staff members d. A teleconference with senior management
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d. referent
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Wanting approval from someone well respected in the organization is an example of which type of power? a. expert b. legitimate c. reward d. referent
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a. A bar chart showing the amounts of resources needed by time period.
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What is a resource histogram? a. A bar chart showing the amounts of resources needed by time period. b. An organizational chart. c. The same thing as an OBS. d. A chart showing responsibility.
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c. Expert and referent
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Which of the following types of power is not bestowed upon an individual by the organization? a. Coercive and legitimate b. Referent and reward c. Expert and referent d. Legitimate and referent
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d. Roles are what people do while responsibilities indicate their decision-making authority
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Which of the following statements represents how the PMBOK differentiates between roles and responsibilities? a. Roles represent decision-making authority while responsibilities are what people do b. Roles represent reporting relationships while responsibilities are what people do c. Responsibilities and roles are interchangeable d. Roles are what people do while responsibilities indicate their decision-making authority
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c. general management skills
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When you have certain skills, such as communicating, coaching, and negotiating, you have _____. a. legitimate power b. project management skills c. general management skills d. organizational skills
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b. Worrying about inadequate facilities distracts the team from concentrating on good performance.
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Which of the following statements is most pertinent with regard to facilities (work environment)? a. Fancy offers are a sign of prestige. b. Worrying about inadequate facilities distracts the team from concentrating on good performance. c. Elaborate facilities are the only way to get staff to go to remote locations. d. Really dedicated staff won't care about facilities, just the project.
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c. Organizational, technical and interpersonal
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According to the PMBoK, what are the 3 primary interfaces that occur during organizational planning? a. Technical, managerial and organizational b. Organizational, structural and interpersonal c. Organizational, technical and interpersonal d. Technical, interpersonal and procedural
