Managing Project Human Resources Quiz

Management is requesting a chart that shows the project resource needs and the associated activities. This type of chart is commonly known as a roles and responsibilities matrix. It provides a visual representation of the different roles and responsibilities within the project, allowing management to easily see which resources are needed for each activity. A roles chart or a roles matrix may not provide the same level of detail and clarity as a roles and responsibilities matrix. A Gantt chart, on the other hand, is a different type of chart that is used to show the project schedule and timeline, not specifically the resource needs and activities.

This scenario describes an autocratic management style where the project manager, Susan, makes all decisions on the project team without considering their objections. In an autocratic management style, the leader has complete control and authority over decision-making, with little or no input from team members. This style can be effective in certain situations where quick decisions need to be made, but it can also lead to low team morale and lack of creativity and innovation.

The given scenario states that the project requires an electrician at month eight. This indicates that there is a need for a specific resource, in this case, an electrician, to be available at a specific time during the project. Therefore, the scenario exemplifies resource requirements, as it highlights the necessity of having the right resources in place at the right time to successfully complete the project.

The union is considered a project stakeholder because they have a vested interest in the project and can influence its outcome. As a stakeholder, the union will need to be involved in coordinating and approving human resource issues related to the project. They may have specific requirements or concerns that need to be addressed, and their input and approval will be necessary for the project to proceed smoothly.

Confronting is the best problem-solving technique for most project management situations because it involves directly addressing and resolving the issue at hand. It encourages open communication, collaboration, and finding a mutually beneficial solution. This approach ensures that problems are not ignored or avoided, but rather dealt with head-on, leading to more effective project management and successful outcomes.

By using the roles and responsibilities definitions of the ACT Project on the PLY Project, the project manager can expedite the process of organization planning. This is because the ACT Project has already defined the roles and responsibilities of team members, which can be directly applied to the PLY Project. This saves time and effort in creating new role definitions and ensures consistency in the project team structure.

Theory X is a management theory that assumes employees are inherently lazy and need to be closely supervised and controlled. Micromanagement, which involves excessive control and oversight of employees' work, is an example of Theory X because it reflects the belief that employees cannot be trusted to work independently and need constant direction and monitoring. Self-led project teams and team members able to work on their own accord are examples of Theory Y, which assumes that employees are self-motivated and can be trusted to work independently. EVM (Earned Value Management) is a project management technique and is not related to Theory X or Theory Y.

Coercive power refers to the ability to force someone to comply with one's demands through fear of punishment or negative consequences. In this scenario, the project manager's open punishment of team members who are late with an activity exemplifies coercive power. By openly punishing late team members, the project manager is using their authority and control to enforce compliance and ensure that the team members adhere to deadlines. This demonstrates the use of coercive power as a means of influencing behavior within the project team.

This question is asking about the type of input to organizational planning that is required for the JHG Project. The question mentions that coordination is needed with the directors of manufacturing, human resources, IT department, and the CIO. This coordination with various departments and individuals within the organization is an example of organizational interfaces, which involve communication and collaboration between different parts of the organization to achieve project goals.

The customer's top concerns are likely related to the success of the project and its impact on their business. Project priorities, schedule, and cost are all directly related to the project's success and its ability to meet the customer's needs. Personality conflicts, on the other hand, are more of an internal issue within the project team and may not be a top concern for the customer as long as it does not impact the project's progress and results.

The project manager's vast experience with the technology and projects of this nature gives them expert power on the Industrial Lights Project. Expert power is derived from a person's knowledge, skills, and expertise in a particular area. In this case, the project team is aware of the project manager's experience, which gives them the power to influence and make decisions based on their expertise.

The human resource document should cover how a coach is supposed to complete his job. This would include the specific responsibilities and tasks that a project coach should fulfill in order to effectively manage a project. It may outline the expected leadership style, communication methods, decision-making processes, and overall approach that a coach should adopt in their role. This document would provide guidance and clarity to project managers on their responsibilities and expectations as coaches within the organization.

The project manager in this scenario has formal power. This is evident from the fact that the president of the company has expressed confidence and respect in the project manager's ability to lead the project to a successful completion. Formal power is derived from an individual's position or role within an organization, and in this case, the project manager holds the formal authority to make decisions and direct the project team.

As a project manager in a projectized organization, your job is to oversee and manage the entire project from start to finish. This requires a full-time commitment as you are responsible for planning, organizing, executing, and controlling all project activities. Being a full-time project manager allows you to dedicate your time and resources to ensure the project's success and meet the project's objectives within the given constraints.

Using a collocated team, where the project team is in the same physical location, enhances their ability to work as a team. Being in close proximity allows for easy and frequent face-to-face communication, which promotes better collaboration, coordination, and problem-solving. It also fosters a sense of camaraderie and trust among team members, leading to increased productivity and efficiency. Additionally, being in the same location enables quick decision-making and reduces the need for extensive travel or remote communication, saving time and resources.

This scenario exemplifies resource requirements because it highlights the need for a specific skill set, in this case, a chemical engineer, for the duration of the project. The project manager is unable to fulfill this requirement internally and must seek resources externally. This demonstrates the project's need for specific resources to successfully execute the project.

In a weak matrix organization, the authority lies with the functional management. This means that the project manager has limited authority and the functional managers have more control over the project. The functional managers have the power to make decisions and allocate resources, while the project manager's role is more focused on coordinating and managing the project within the constraints set by the functional managers. Therefore, in this type of organization, the functional management will have the authority on the project.

The given scenario describes the halo effect. The halo effect is a cognitive bias where a person's positive qualities or reputation in one area influence the perception of their abilities in other unrelated areas. In this case, Tyler's reputation as a reliable and skilled database administrator has influenced management's decision to promote him to a project manager role, assuming that he will excel in this new position as well.

The given scenario describes coercive power. Coercive power is based on fear and the ability to punish or take away rewards. In this case, the team members are afraid of the project manager because they know that a negative review from them can impact their yearly bonus. The project manager has the power to coerce the team members into performing well by using the potential negative consequences as leverage.

Mike's decision to go with the team member with the largest amount of seniority indicates that he is using his authority to make a decision and force a solution. He is not considering all possible solutions or compromising between the two team members. Instead, he is imposing his decision based on seniority, which is an example of forcing.

Based on the information provided, the project manager likely has referent power on this project. Referent power is based on the personal relationships and respect that others have for an individual. In this case, the project team has worked with the project manager in the past and considers them to be an expert and enjoyable to work with. This indicates that the project manager has built strong relationships and has gained the respect and admiration of the team members, which gives them referent power.

In this scenario, the project team member reluctantly agrees to do things Harold's way, indicating a yield or surrender to Harold's preferences. However, this decision is accompanied by a sense of loss or dissatisfaction, as expressed by the team member throwing up her arms. Therefore, this situation is an example of a yield-lose solution, where one party yields their preferences or desires, resulting in a negative outcome for them.

The Expectancy Theory states that as long as workers are rewarded, they will remain productive. This theory suggests that individuals are motivated to work when they believe that their efforts will lead to desirable outcomes or rewards. It emphasizes the importance of linking performance to rewards and creating a positive expectancy that effort will result in desired outcomes. This theory aligns with the idea that motivation and productivity are influenced by the expectation of rewards.

Ouchi's Theory Z believes that workers need to be involved with the management process. This theory emphasizes the importance of employee participation, teamwork, and collaboration in decision-making. It suggests that involving workers in the decision-making process leads to increased job satisfaction, motivation, and productivity. This theory promotes a more participative and inclusive management style, where employees are given opportunities to contribute their ideas, opinions, and expertise to the organization's decision-making processes.

Charles deciding to split the difference between what the customer and project team member want is an example of a lose-lose solution. This is because neither stakeholder is fully satisfied with the outcome. A win-win solution would involve finding a compromise that satisfies both parties, while a win-lose solution would prioritize one stakeholder's needs over the other. A leave-lose solution is not a recognized term in this context.