Human Resource Management

1. What are five general techniques for resolving conflict?

1. Withdraw/ Avoid2. Smooth/ Accommodate3. Compromise/ Reconcile4. Force/ Direct5. Collaborate/ Problem Solve

1. Control/Manipulate 2. Blame/Accuse 3. Gossip/Backstab

1. Ignore/Minimize 2. Intimidate/Threaten 3. Compete/Win

1. Ignore/Dismiss 2. Argue/Debate 3. Retreat/Escape

The correct answers provided are effective techniques for resolving conflicts, while the incorrect answers are counterproductive actions that may escalate conflicts or cause further tension.

Explanation

The correct answers provided are effective techniques for resolving conflicts, while the incorrect answers are counterproductive actions that may escalate conflicts or cause further tension.

2. What are the four main Resource Management Processes as per PMBOK Guide?

9.1 Plan Human Resource Management9.2 Acquire Project Team9.3 Develop Project Team9.4 Manage Project Team

9.1 Organize Human Resource Structure9.2 Recruit Project Team9.3 Retain Project Team9.4 Discipline Project Team

9.1 Establish Human Resource Requirements9.2 Select Project Team9.3 Train Project Team9.4 Supervise Project Team

9.1 Define Human Resource Roles9.2 Assign Project Team9.3 Motivate Project Team9.4 Evaluate Project Team

The correct Resource Management Processes in project management include planning, acquiring, developing, and managing the project team. These processes ensure that the right resources are in place and effectively utilized throughout the project lifecycle.

Explanation

The correct Resource Management Processes in project management include planning, acquiring, developing, and managing the project team. These processes ensure that the right resources are in place and effectively utilized throughout the project lifecycle.

3. RACI is an example of a Responsibility Assignment Matrix chart. What does RACI stand for?

Risk - R, Authorization - A, Coordinator - C, Informed - I

Responsible - RAccountable - AConsultant - CInformed - I

Receive - R, Approve - A, Collaborate - C, Inform - I

Responsible - R, Advisory - A, Communication - C, Informed - I

In a Responsibility Assignment Matrix chart, RACI stands for Responsible, Accountable, Consultant, and Informed. Each letter represents a role in the matrix to ensure clarity on who is responsible, accountable, consulted, and informed for each task or decision in a project.

Explanation

In a Responsibility Assignment Matrix chart, RACI stands for Responsible, Accountable, Consultant, and Informed. Each letter represents a role in the matrix to ensure clarity on who is responsible, accountable, consulted, and informed for each task or decision in a project.

4. What key aspects should be addressed when defining Roles and Responsibilities in the Resource Management Plan?

Age - how old the person is

Salary - how much the person is paid

Location - where the person is based

Role - function assumed by a personAuthority - what rights to make approvals or spend resources is allowedResponsibility - duties and work assignedCompetency - skill and ability to perform activities within the project

When defining Roles and Responsibilities in the Resource Management Plan, it is essential to focus on aspects such as role, authority, responsibility, and competency. Location, salary, and age are not relevant factors to consider in this context.

Explanation

When defining Roles and Responsibilities in the Resource Management Plan, it is essential to focus on aspects such as role, authority, responsibility, and competency. Location, salary, and age are not relevant factors to consider in this context.

5. What is the illustration an example of?

Network Diagram - used to show the logical relationships between project activities.

Resource Histogram - can be used in the development of the Staffing Management Plan during the creation of the Human Resource Management Plan

Gantt Chart - used for scheduling tasks and tracking progress.

Pareto Chart - used to show the distribution of issues or causes.

The illustration mentioned is an example of a Resource Histogram, which is specifically used in the development of the Staffing Management Plan during the creation of the Human Resource Management Plan. The other options, though commonly used in project management, do not directly correspond to the purpose of the given illustration.

Explanation

The illustration mentioned is an example of a Resource Histogram, which is specifically used in the development of the Staffing Management Plan during the creation of the Human Resource Management Plan. The other options, though commonly used in project management, do not directly correspond to the purpose of the given illustration.

6. What are some enterprise environment factors that could influence the Acquire Project Team process?

Number of social media followers of the project manager

Information on availability, competency levels, prior experience, and cost rate for projectPersonnel administration policiesOrganizational structure as described in Organizational influences and project life cycle moduleColocation or multiple locations

Weather patterns in the project area

Budget allocation for office supplies

The correct answer includes factors related to project personnel, administration policies, organizational structure, and location, all of which can influence how project teams are acquired and managed for a project.

Explanation

The correct answer includes factors related to project personnel, administration policies, organizational structure, and location, all of which can influence how project teams are acquired and managed for a project.

7. The Tuckman ladder model to describe team development includes these 5 stages.

Developing - team creates a plan for project execution

Forming - team meets and learns about projectStorming - team has different ideas and approaches; can become counterproductiveNorming - team learns each others' styles and learns to trustPerforming - team functions as an organized unitAdjourning - team completes the work on the project and is released to other projects

Collaborating - team members work independently without interaction

Coordinating - team members continuously argue and don't progress

The Tuckman ladder model consists of Forming, Storming, Norming, Performing, and Adjourning stages to describe team development dynamics.

Explanation

The Tuckman ladder model consists of Forming, Storming, Norming, Performing, and Adjourning stages to describe team development dynamics.

8. What is meant by colocation or tight matrix in terms of a project team?

The team is spread out geographically across different time zones.

The team is placed in close proximity together to work cohesively on a project. Sometimes called the war room.

Each team member works remotely from different locations.

The team members are not required to interact with each other physically.

Colocation or tight matrix involves physically positioning team members in close proximity to enhance collaboration and communication, fostering a synergistic working environment.

Explanation

Colocation or tight matrix involves physically positioning team members in close proximity to enhance collaboration and communication, fostering a synergistic working environment.

9. What interpersonal skills can a project manager use to manage a project?

Communication skills, budgeting, task delegation

Conflict resolution, negotiation, stress management

Leadership - leadership is needed for high performance. Leadership styles change dependent upon the situation.Influencing -be persuasive and articulate pointsactive and effective listening skillsawareness of different perspectivesgathering relevant and critical informationEffective decision makingfocus on goalsfollow a decision processstudy the environmental factorsanalyze informationdevelop team membersstimulate team creativitymanage risk

Technical skills, problem-solving, time management

Interpersonal skills are essential for project managers to effectively lead a team and ensure project success. The correct answer includes a range of skills such as leadership, active listening, decision making, team development, and risk management. Technical skills and time management, while important, are not solely interpersonal skills. Conflict resolution and negotiation are also crucial, but not listed among the main skills mentioned in the correct answer. Likewise, communication skills and budgeting are important, but task delegation alone does not encapsulate the full spectrum of interpersonal skills required for effective project management.

Explanation

Interpersonal skills are essential for project managers to effectively lead a team and ensure project success. The correct answer includes a range of skills such as leadership, active listening, decision making, team development, and risk management. Technical skills and time management, while important, are not solely interpersonal skills. Conflict resolution and negotiation are also crucial, but not listed among the main skills mentioned in the correct answer. Likewise, communication skills and budgeting are important, but task delegation alone does not encapsulate the full spectrum of interpersonal skills required for effective project management.

10. How do McGregor's Theory X and Y differ?

Theory X assumes employees prefer teamwork, Theory Y assumes people prefer to work independently.

Theory X assumes employees are creative, Theory Y assumes people are unproductive.

Theory X assumes employees need constant supervisionTheory Y assumes people can be trusted to do their work

Theory X assumes employees are self-motivated, Theory Y assumes people are lazy.

McGregor's Theory X and Y are contrasting views on employee motivation and management styles.

Explanation

McGregor's Theory X and Y are contrasting views on employee motivation and management styles.