Section 8 – Project Human Resource Management
a. Acquire the project team
b. Resource estimating
c. Developing the project team
d. Managing the project team
a. Intrinsic motivation
b. Extrinsic motivation
c. Self motivation
d. Social motivation
a. project organizational chart
b. work definition and assignment process
c. resource histogram
d. responsibility assignment matrix
a. resource leveling
b. resource loading
c. critical path analysis
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
a. observation and conversation
b. project performance appraisals
c. conflict management
d. Social Styles Profile
b. Smooth things out
c. Ignore it
d. Confront the problem
a. Personality, schedule, and cost
b. Procedures, personality, and technical opinions
c. Schedule, project priorities, and technical opinions
d. Project priorities, cost, and personality
a. Workers are lazy and do not want to work.
b. Authority and project management
c. Recognizing and rewarding
d. conflict management and meetings
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.
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.
a. the halo effect
b. the competence paradox
c. the Doppler effect
d. the Hawthorne effect
a. an organizational chart.
b. a responsibility assignment matrix.
c. a staffing plan.
d. a WBS.
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
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.
a. Coercive and legitimate
b. Referent and reward
c. Expert and referent
d. Legitimate and referent
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
a. legitimate power
b. project management skills
c. general management skills
d. organizational skills
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.
a. Technical, managerial and organizational
b. Organizational, structural and interpersonal
c. Organizational, technical and interpersonal
d. Technical, interpersonal and procedural
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