Project Management Ch 9

The major processes of Project Resource Management are:

• Leadership, Management, Team Building, and Negotiation.

• Develop Project Staffing Plan, Recruit Project Team, Administer Personnel Actions, and Manage Labor Relations.

• Plan Organizational Structure, Build Project Team, Develop Communications Plan, and Manage Team Conflicts.

• Plan Resource Management, Estimate Activity Resources, Acquire Resources, Develop Team, Manage Team, and Control Resources.

The Responsibility Assignment Matrix (RAM) is:

• Used for development of the project budget and network diagrams.

• Developed at the activity level and used to closely link project roles and responsibilities to project network activities.

• Used to illustrate the connections between work packages or activities and project team members. It ensures that there is only one person accountable for any one task to avoid confusion of responsibility.

• Used to identify accountabilities and responsibilities in individual performance appraisals of project team members.

Plan Resource Management should generally include all of the following EXCEPT:

• Roles and responsibilities.

• Identification of resources.

• Acquiring resources.

• Project interfaces.

Questions that arise when planning the acquisition of team members generally include all of the following EXCEPT:

• Whether the resources come from within the organization or from external, contracted sources.

• The costs associated with each level of expertise needed for the project.

• The compensation of senior executives.

• The level of assistance that the organization's human resource department and functional managers are able to provide to the project management team.

Acquire resources is the process of confirming resource availability and obtaining the team necessary to complete project activities. The enterprise environmental factors that can influence this process generally include all of the following EXCEPT:

• Organizational structure.

• Political philosophy.

• Competency levels, prior experience, and cost rate.

• Personnel administration policies, such as those that affect outsourcing.

It is important that the resource management plan addresses how team members will be released when they are no longer needed on the project for all of the following reasons EXCEPT:

• To reduce project costs.

• To improve morale when smooth transitions to upcoming projects are already planned.

• To optimize the utilization of human and material resources.

• To help mitigate resource risks that may occur during or at the end of a project

To be effective, recognition and rewards systems should have the following characteristics EXCEPT:

• Clear criteria for rewards and a planned system for their use to help promote and reinforce desired behaviors.

• Being based on activities and performance under a person's control.

• Cultural differences should be considered when determining recognition and rewards.

• The required performance for rewards should be made unachievable for most team members, to ensure that all team members strive for excellence throughout the project.

Tools and techniques to acquire resources include all of the following EXCEPT: t.

• Decision making.

• Acquisition.

• Interpersonal and team skills.

• Pre-assignmen

All of the following are true about conflict management EXCEPT:

• It is inevitable in a project environment and should be addressed early.

• It should usually be addressed in private.

• It should be addressed only when it becomes disruptive, and at an official team meeting.

• It should be addressed using a direct, collaborative approach.

Team building has all of the following characteristics EXCEPT:

• Team-building activities can vary from a five-minute agenda item in a status review meeting to an off-site, professionally facilitated experience designed to improve interpersonal relationships.

• Team building should be primarily considered after major conflicts within the project team, because they generally waste precious resource time and cause schedule delays.

• Team-building strategies are particularly valuable when team members operate from remote locations without the benefit of face-to-face contact.

• Team building is essential during the front end of a project and is an ongoing process. To effectively manage inevitable changes in the project environment, a continued or renewed team-building effort is required.