Project Human Resource Management Practice Questions!

The given scenario states that the project requires an electrician at month eight. This indicates a need for a specific resource, in this case, an electrician. Therefore, the scenario exemplifies resource requirements, as it highlights the specific resources needed for the project at a certain time.

This scenario describes an autocratic management style, where the project manager makes all decisions without considering the objections of the project team. In an autocratic style, the manager has complete control and authority over decision-making, with little to no input from team members.

Coercive power refers to the ability to punish or impose negative consequences on others. In this case, the project manager openly punishing any team member who is late with an activity demonstrates coercive power. This power is based on fear and the threat of punishment, which can motivate team members to comply with deadlines and expectations. The other options do not involve the use of punishment or negative consequences to exert power over others.

Based on the given information, the project manager is hired specifically for their vast experience with the technology and projects of this nature. This indicates that the project manager possesses expert knowledge and skills in the field, which gives them the ability to influence and guide the project team based on their expertise. Therefore, the project manager likely has expert power on this project.

Management is looking for a chart that depicts all of the project resource needs and the associated activities. This suggests that they want a chart that shows the roles and responsibilities of each resource involved in the project. A roles and responsibilities matrix would be the most appropriate chart for this purpose as it would clearly outline the specific roles and responsibilities of each resource in relation to the project activities.

This question is asking for the type of input to organizational planning that is required for the JHG Project. The project manager needs to coordinate with the directors of manufacturing, human resources, IT department, and the CIO. This coordination with different departments and individuals within the organization is an example of organizational interfaces, as it involves interactions and coordination between different parts of the organization.

Using a collocated team, where the project team is in the same physical location, enhances their ability to work as a team. When team members are located in close proximity, it becomes easier for them to collaborate, communicate, and coordinate their efforts. They can have face-to-face interactions, which can foster better understanding, build trust, and improve problem-solving. Being physically present in the same location also allows for spontaneous discussions and quick decision-making, leading to increased efficiency and productivity.

In a weak matrix organization, the authority on the project lies with the functional management. In this type of organization, the project manager's role is limited, and they have less authority and control over the project. The functional management, on the other hand, holds the power and authority to make decisions and allocate resources for the project. They have control over the project team members and their tasks. Therefore, in a weak matrix organization, the functional management has the ultimate authority on the project.

The union is considered a project stakeholder because they have an interest in the project and can influence its outcome. As a project manager, you would need to coordinate and seek approval from the union for any human resource issues related to the project. While the union may impose constraints on the project, such as certain labor regulations or work conditions, they are not considered a resource constraint or a management constraint. The union is not a project team member as they are an external entity involved in the project.

The customer's top concern is likely to be the success of the project, which includes factors such as meeting project priorities, staying on schedule, and managing costs effectively. Personality conflicts, while important, may not be the customer's top concern as long as the project is delivered successfully.

The given scenario describes a situation where the team members are afraid of the project manager because they believe that a negative review from the manager will impact their yearly bonus. This fear is based on the manager's ability to punish or impose negative consequences on the team members. Coercive power is the ability to influence others through the use of threats, punishments, or negative consequences. In this case, the project manager's ability to affect the team members' bonuses is an example of coercive power.

Confronting is the best problem-solving technique for most project management situations because it involves directly addressing the issue at hand and finding a solution through open communication and collaboration. It allows for the identification and resolution of problems in a timely and efficient manner, ensuring that the project stays on track and objectives are met. By confronting the problem, project managers can encourage team members to share their perspectives and ideas, fostering a more innovative and effective approach to problem-solving.

Theory X is a management theory that assumes employees are inherently lazy and need to be closely monitored and controlled in order to be productive. Micromanagement, which involves excessive control and supervision of employees, aligns with this theory as it reflects a lack of trust in employees' abilities to work independently. Self-led project teams and team members able to work on their own accord are examples of Theory Y, which assumes that employees are motivated and capable of taking responsibility for their work. EVM (Earned Value Management) is a project management technique and is not directly related to either Theory X or Theory Y.

As a project manager in a projectized organization, your job is to oversee and manage the entire project from start to finish. This requires your full-time commitment and dedication to ensure the project's success. You will be responsible for planning, organizing, and controlling all aspects of the project, including managing resources, budget, and timeline. Being a full-time project manager allows you to give your undivided attention and focus to the project, ensuring that it is completed efficiently and effectively.

To expedite the process of organization planning for the PLY Project, the project manager can use the roles and responsibilities definitions of the ACT Project. Since the two projects are similar, the roles and responsibilities defined in the ACT Project can be applied to the PLY Project, saving time and effort in defining new roles and responsibilities. This allows for a more efficient and streamlined planning process.

Based on the information provided, the project manager likely has referent power on this project. Referent power is based on the personal characteristics and charisma of an individual, which leads others to admire and respect them. In this case, the project team has worked with the project manager in the past and considers them to be an expert project manager. They also enjoy working with them. This indicates that the project manager has built a strong rapport and influence over the team, which is a characteristic of referent power.

The given scenario describes the halo effect. The halo effect refers to the tendency to judge someone's skills or abilities based on one positive characteristic or trait they possess. In this case, management is assuming that Tyler's success as a database administrator and developer will translate into success as a project manager. They are overlooking the fact that project management requires a different set of skills and may not necessarily be related to Tyler's technical expertise.

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 authority and responsibility to make decisions and direct the project team.

The given scenario states that the project requires a chemical engineer for a specific duration, but there are no chemical engineers available within the department. This indicates that the project has a need for a specific resource, in this case, a chemical engineer. Therefore, the situation described can be categorized as a "resource requirement," as the project manager needs to find and acquire the necessary resource to fulfill the project's needs.

The human resource document should cover how a coach is to complete his job. This would include the specific responsibilities and tasks that a project coach is expected to fulfill in the organization. It would outline the role of the project coach in managing and overseeing projects, providing guidance and support to the project team, and ensuring the successful completion of project objectives. The document would also outline any specific skills or qualifications required for the role of a project coach and provide guidelines on how to effectively carry out the responsibilities of the position.

This scenario is an example of a yield-lose solution. The project team member who throws up her arms and says, "Fine, Harold, do it your way," is yielding to Harold's approach even though she may not agree with it. This implies that she is losing the opportunity to have her own input or to contribute to the decision-making process.

In this scenario, Mike is using his authority as the project manager to make a decision without considering all possible solutions. He is prioritizing the opinion of the team member with the most seniority, disregarding the disagreement between the two team members. This approach is an example of forcing, where a decision is imposed without taking into account the input or concerns of others.

The Expectancy Theory states that as long as workers believe that their efforts will lead to desirable outcomes and rewards, they will remain productive. This theory suggests that individuals are motivated by their expectations of achieving certain outcomes and rewards based on their efforts and performance. It emphasizes the importance of linking effort, performance, and rewards in order to motivate employees and increase their productivity.

Ouchi's Theory Z believes that workers need to be involved with the management process. This theory emphasizes on creating a collaborative and participative work environment where employees are given a sense of ownership and involvement in decision-making. It promotes a strong bond between management and employees and values long-term employment, job security, and teamwork. This theory recognizes the importance of employee involvement in decision-making and the positive impact it can have on motivation, job satisfaction, and overall organizational performance.

Charles's decision to split the difference between what the customer and the project team member want is an example of a lose-lose solution. This is because neither stakeholder is fully satisfied with the outcome. In a win-win solution, both parties would have their needs and concerns addressed and would be satisfied with the result. In a win-lose solution, one party would be satisfied while the other would not. A leave-lose solution is not a recognized term in conflict resolution.