Project Management Professional (PMP) Exam Prep Chapter 09 - Project Human Resource Management

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1 Project Management Professional (PMP) Exam Prep Chapter 09 - Project Human Resource Management

2 Slide 1 Looking Glass Development, LLC (303) / (888) S. Ulster St. #150 Denver, CO information@lookingglassdev.com

3 Slide 2 The Processes that Organize and Manage the Project Team Project team (staff) are the people who have assigned roles and responsibilities for completing the project They should be involved in planning as soon as possible Executing Process Group 9. Project Human Resources Management 9.2 Acquire Project Team 9.3 Develop Project Team Planning Process Group 9. Project Human Resources Management 9.1 Plan Human Resource Mgmt 9.4 Manage Project Team v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

4 Slide Develop Human Resource Plan Determine project roles, responsibilities and reporting relationships Create the Human Resource Plan Planning Process Group 9. Project Human Resources Management 9.1 Develop Human Resources Plan v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

5 Slide Develop Human Resource Plan Inputs.1 Project management plan.2 Activity resource requirements.3 Enterprise environmental factors.4 Organizational process assets Tools & Techniques.1 Organization charts & position descriptions.2 Networking.3 Organizational theory.4 Expert judgment.5 Meetings Outputs.1 Human resource management plan v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

6 Slide 5 Organization Chart Helps in identifying communication/ information channels v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

7 Slide 6 Responsibility Assignment Matrix helps define roles and responsibilities Deliverables Person A B C D E F Requirements S R A P P Functional S A P P Design S R A I P Development R S A P P Testing S P I A P P = Participant A = Accountable R = Review Req d I = Input Req d S = Sign-off Req d RACI = Responsible, Accountable, Consult, Inform v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

8 Slide 7 Common Theories Maslow s Hierarchy of Needs Self- Actualization Esteem Social Safety Physiological Self-fulfillment, growth, learning Accomplishment, respect, attention, appreciation Love, affection, approval, friends, association Security, stability, and freedom from harm Need for air, water, food, housing & clothing v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

9 Slide 8 Common Theories McGregor s Theory of X and Y all workers fit into one of two groups, X and Y. Theory X Suggests that people need to be watched every minute and that they are incapable, avoid responsibility and avoid work X X whenever possible. X v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

10 Slide 9 McGregor s Theory of X and Y Theory Y Suggests that people are willing to work without supervision and want to achieve. People can direct their own efforts Y Y Y v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

11 Slide 10 Common Theories Hertzberg s Theory Deals with hygiene factors and motivating agents. Poor hygiene factors may destroy motivation but improving them, under most circumstances, will not improve motivation. Motivator Factors Achievement Recognition Work Itself Responsibility Promotion Growth H ygiene Factors Pay and Benefits Company Policy and Administration Relationships with co-workers Supervision Status Job Security Working Conditions Personal life v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

12 Slide 11 Theory Z Theory Z is often referred to as the Japanese management style. It places a large amount of freedom and trust with workers, & assumes workers have a strong loyalty & interest in the organization. Workers become generalists, rather than specialists to increase their knowledge of the company & its processes through job rotations & continual training. v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

13 Slide 12 Human Resource Plan Acquisition of team (staff) Criteria for release from project Training needs Compliance and safety Recognition and reward plans Impact of staffing on the organization v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

14 Slide Acquire Project Team Obtaining the human resources needed to complete the project The project team may or may not have control over these people Halo Effect Rating someone high or low based on a single driver Executing Process Group 9. Project Human Resources Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

15 Slide Acquire Project Team Inputs.1 Human resource management plan.2 Enterprise environmental factors.3 Organizational process assets Tools & Techniques.1 Pre-assignment.2 Negotiation.3 Acquisition.4 Virtual teams.5 Multi-criteria decision analysis Outputs.1 Project staff assignments.2 Resource calendars.3 Project management plan updates v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

16 Slide Develop Project Team Goal is to improve skills, team interaction & overall team environment. Teamwork is a critical factor to any successful project. Team development is a PM s responsibility. Executing Process Group 9. Project Human Resources Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

17 Slide Develop Project Team Inputs.1 Human resource management plan.2 Project staff assignments.3 Resource calendars Tools & Techniques.1 Interpersonal skills.2 Training.3 Team-building activities.4 Ground rules.5 Colocation.6 Recognition and rewards.7 Personnel assessment tools Outputs.1 Team performance assessments.2 Enterprise environmental factors updates v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

18 Slide Manage Project Team Tracking team member performance Providing feedback Resolving issues Coordinating changes to enhance project performance Executing Process Group 9. Project Human Resources Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

19 Slide Manage Project Team Inputs.1 Human resource management plan.2 Project staff assignments.3 Team performance assessments.4 Issue log.5 Work performance reports.6 Organizational process assets Tools & Techniques.1 Observation & conversation.2 Project performance appraisals.3 Conflict management.4 Interpersonal skills Outputs.1 Change requests.2 Project management plan updates.3 Project documents updates.4 Enterprise environmental factors updates.5 Organizational process assets updates v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

20 Slide 19 Mode Resolution Style Personal Goals Concern Relationships Withdrawal Lose - Leave Low Low Smoothing Yield Lose Low High Compromising Compromise Medium Medium Forcing Win Lose High Low Problem Solving (Confronting) Integrative High High v Copyright and all rights reserved 9 / 1 2 / Looking Glass Development, LLC. 19

21 Slide 20 Leadership Styles Autocratic They solicit little or no informational input from their group and make managerial decisions solely by themselves. Consultative Autocratic Intensive information input is solicited, but these leaders keep all substantive decision-making authority to themselves. Consensus Manager They throw open the problem to the group and encourage the entire team to make the relevant decision. Shareholder Manager (Poor Management) little or no information input and exchange takes place within the group context, yet the group is provided the authority for the final decision. v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

22 Slide 21 Theories of Management Style The Leadership Contingency Model (Fielder) Holds that there is no best overall style. Style is contingent on the situation. Variables affecting the situation. Team Leader Team Member relations Degree of task structure Position of power v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

23 Slide 22 Theories of Management Style The Situational Leadership Theory (Hersey and Blanchard) Identifies four (4) leadership styles Delegating Participating Selling Telling v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9 / 1 2 /

24 Slide 23 Sources of Power Power Source Power Base Commitment Compliance Resistance Meaning Position Legitimate Possible Likely Possible Formal authority to direct, a boss Position Reward Possible Likely Possible The ability to give value like raises Position Coercive Possible Possible Likely The right to punish, reprimand or fire Personal Informatio nal Possible Possible Possible Ability to give facts, reasoning or logic Personal Expert Likely Possible Possible Personal Referent Likely Possible Possible Seen as having superior knowledge or experience Goodwill, team members admire the person Total Power = Positional + Personal Power v Copyright and all rights reserved 9 / 1 2 / Looking Glass Development, LLC. 23

25 Slide 24 Human Resources Management Summary Four (4) processes Sources of power Types of conflict & conflict resolution Purpose & value of team building Organizational theories Theories of management style v Copyright and all rights reserved 2013 Looking Glass Development, LLC. 9/18/

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27 Review Questions: 1. Which of the following is the last process in project human resources management? A. Develop human resources plan B. Acquire project team C. Develop project team D. Manage project team 2. Which of the following is not a process found in the human resources management knowledge area? A. Plan human resource management B. Acquire project team C. Train project team D. Manage project team 3. Which of the following is the first process found in the human resources management knowledge area? A. Plan human resource management B. Develop human resource plan C. Develop project team D. Manage project team 4. Which of the following is not an input to the plan human resource management process? A. Enterprise environmental factors B. Current organizational charts C. Organizational process assets D. Activity resource requirements 5. Which of the following is not a tool or technique used in the plan human resource management process? A. Organization charts and position descriptions B. Networking C. Virtual teaming D. Organizational theory

28 6. Which of the following is a tool or technique used in the plan human resource management process? A. Team building activities B. Co-location C. Resource availability determination D. Organizational theory 7. Which of the following is a tool or technique used in the plan human resource management process? A. Networking B. Role and responsibility definition C. Staffing management planning D. Team performance assessment 8. Which of the following is an output to the plan human resource management process? A. Roles and responsibilities B. Human resource management plan C. Project organization charts D. Staffing management plan 9. Which of the following is not a process in the human resource management knowledge area? A. Plan human resource management B. Acquire project team C. Train project team D. Manage project team 10. Which of the following is not an input to the acquire project team process? A. Human resource management plan B. Organizational process assets C. Enterprise environmental factors D. Position descriptions 11. Which of the following is an input to the acquire project team process? A. Enterprise environmental factors B. Position descriptions C. Resource availability D. Team performance assessments from previous teams

29 12. Which of the following is not a tool or technique used in the acquire project team process? A. Pre-assignment B. Pre-staffing evaluation C. Acquisition D. Virtual teams 13. Which of the following is not a tool or technique used in the acquire project team process? A. Multi-criteria decision analysis B. Negotiations C. Contracting D. Virtual teams 14. Which of the following is not a tool or technique used in the acquire project team process? A. Pre-assignment B. Negotiations C. Acquisition D. Post-assignment 15. Which of the following is not an output of the acquire project team process? A. Staffing roles and responsibilities B. Project staff assignments C. Resource calendars D. Project management plan updates 16. Which of the following is not an input to the develop project team process? A. Project staff assignments B. Enterprise environmental factors C. Human resource management plan D. Resource calendars 17. Which of the following is an input to the develop project team process? A. Organizational process assets B. Project organizational charts C. Resource calendars D. Staffing observations

30 18. Which of the following is an input to the develop project team process? A. Human resource management plan B. Enterprise environmental factors C. Organizational process assets D. Project organization charts 19. Which of the following is not a tool or technique used in the develop project team process? A. Interpersonal skills B. Training C. Ground rules D. Organizational theory 20. Which of the following is not a tool or technique used in the develop project team process? A. Team-building activities B. Team performance assessments C. Co-location D. Recognition & rewards 21. Which of the following is a tool or technique used in the develop project team process? A. Observation and conversation B. Project performance appraisals C. Personal assessment tools D. Networking 22. Which of the following is an output to the develop project team process? A. Staffing management plan updates B. Organizational process assets updates C. Recommended corrective actions D. Team performance assessments 23. Which of the following is not an input to the manage project team process? A. Enterprise environmental factors B. Organizational process assets C. Project staff assignments D. Performance reports

31 24. Which of the following is an input to the manage project team process? A. Resource availability B. Work performance reports C. Enterprise environmental factors D. Observation and conversations 25. Which of the following is a tool and technique used in the manage project team process? A. General management skills B. Ground rules C. Observation and conversation D. Organizational theory 26. Which of the following is not a tool and technique used in the manage project team process? A. Observation and conversation B. Project performance appraisals C. Conflict management D. Recognition and rewards 27. Which of the following is not an output of the management project team process? A. Staffing management plan updates B. Change requests C. Enterprise environmental factors updates D. Project management plan updates 28. Which of the following is not a form of positional power for a new project manager? A. Legitimate B. Expert C. Reward D. Coercive 29. Which of the following sources of power would likely cause the project resource to be committed to the effort? A. Legitimate B. Reward C. Referent D. Informational

32 30. Which of the following sources of power would most likely cause your resources to comply with your wishes? A. Coercive B. Informational C. Expert D. Reward 31. Which of the following sources of power would most likely cause resistance from your resources? A. Coercive B. Legitimate C. Informational D. Referent 32. Which of the following needs from Maslow's Hierarchy of needs must best dealt with first? A. Self-actualization B. Social C. Physiological D. Safety 33. You are a project manager managing a resource who has been an outstanding performer in the past. On your project she has repeatedly missed deadlines. You discover she is going through a difficult divorce. According to Maslow which of the following needs is most likely not being met for this resource? A. Self-actualization B. Physiological C. Safety D. Social 34. Which of the following is the ultimate goal in Maslow's Hierarchy of needs? A. Self-actualization B. Esteem C. Social D. Physiological

33 35. Sally has been a senior technical resource with her company. She is considered the best technical resource in her organization. One day she is told she is being promoted to be the project manager on a large complex project. Which of the following best describes Sally's situation? A. Promoting within B. The halo effect C. Ensuring technical competence D. A good general business practice is to move people from technical fields to project management because they will best understand the project needs. 36. Which of the following is not one of the terms represented by the acronym RACI? A. Responsible B. Accountable C. Consult D. Initiates 37. Which of the following is not a primary need in McClelland's Theory of Needs or the Acquired Needs Theory? A. Need for achievement B. Need for affiliation C. Need for esteem D. Need for power 38. Which of the following is not a hygiene factor in Hertzberg's theory? A. Responsibility B. Personal life C. Relationships at work D. Status 39. Which of the following is not a motivating agent according to Hertzberg's theory? A. Responsibility B. Self-actualization C. Status D. Recognition

34 40. According to McClelland's Theory of Needs, which of the following is not a behavioral style associated with the primary need for affiliation? A. People working best when cooperating with others B. People seeking approval rather than recognition C. People seeking to organize and influence others D. All of the above 41. Which of the following is the lowest point on Maslow's hierarchy of needs? A. Safety B. Physiological C. Social D. Physical 42. Which project role is best described as helping to prevent unnecessary changes to project objectives? A. Stakeholders B. Customers C. Sponsor D. Project manager 43. Which of the following conflict resolution modes is most likely to be permanent? A. Confronting B. Smoothing C. Compromising D. Forcing 44. The most common causes of conflict on a project are schedules, project priorities and: A. Personalities B. Resources C. Cost D. Management 45. You are a project manager leading a bridge construction project. One day you are meeting with one of your resources when they exclaim, "I cannot deal with this right now!" What conflict resolution technique are they using? A. Confronting B. Smoothing C. Forcing D. Withdrawal

35 46. What does a resource histogram show that a RAM does not? A. Reporting relationships B. The person responsible for each activity C. Work D. Time 47. You have just taken over a specialty food development project that is approximately 40% complete and is expected to take another seven (7) months to complete. There are 15 people working on the project. You need to determine who is responsible for doing the specific activities on the project. Where would you find this information? A. RAM B. Resource histogram C. Control chart D. Project organization chart 48. You are the new project manager on a project that is significantly behind schedule. The organization uses a matrix structure. You determine that three additional resources are required. From whom would you request these resources? A. Project team B. Project manager C. Functional manager D. Project sponsor 49. As the project you are leading progresses you notice that the length of the team meetings is constantly increasing. You use these meetings to track progress, assign new activities to team members, and there are a large number of activities to assign. This could be happening for the following reasons except: A. A poorly formed RAM B. The project team was not involved in the planning of the project C. Resource leveling was not completed D. A poorly formed WBS

36 50. You have a resource on a project you are leading that is not performing well because she lacks the specific experience to perform the required work. Unfortunately, you do not have another resource that is better qualified. What is the best solution for this situation? A. Provide the resource with greater time reserves to complete the work. B. Hire a new resource to complete the work. C. Go to the resource's functional manager to determine how to best motivate the resource. D. Arrange for the team member to obtain the necessary training to perform the task. 51. You are leading one of five sub-teams for a large project. One of the sub-teams is consistently late with their deliverables forcing your sub-team to have to crash the critical path repeatedly. What should you do? A. Meet with the project manager and the leader of the consistently tardy team together. B. Meeting with the project manager alone. C. Meet with the leader of the consistently tardy team alone D. Meet with the leader of all the sub-teams together. 52. You are leading your first project with a very experienced team. The team has 25 resources fully dedicated to the effort. Approximately 35% through the execution of the project one of the stakeholders requests a major change to the scope of the project. Unfortunately, two of your most senior resources have very different opinions on how the changes should be accomplished. How should you deal with this conflict? A. Listen to the different opinions, determine the best choice and implement that choice. B. Postpone further discussions, meet with each team member, and determine the best approach. C. Listen to the different opinions, encourage logical discussions, and facilitate an agreement. D. Help the team focus on the agreeable aspects of their opinions and build unity by using team building exercises.

37 53. Today is your first day with XYZ Company. You have been hired to lead a new project with 8 different departments, 45 different resources, and a single project sponsor. You must maintain less than a 10% variance on both schedule and cost. What type of management power will best help you gain the cooperation of others? A. Referent B. Expert C. Fear D. Formal 54. Today is your first day with XYZ Company. You have been hired to lead a new project with 8 different departments, 45 different resources, and a single project sponsor. Unfortunately, two of your most senior resources have very different opinions on how the project testing should be accomplished. One says the systems should be integrated before testing and the other maintains each system should be tested before integration. The sponsor is demanding the project is completed on time. What is the best statement you could make to resolve the conflict? A. Do it my way. B. Let's calm down and get the job done. C. Let's deal with this again next week after we all calm down. D. Let's do limited testing before integration and finish testing after integration. 55. A project is nearing the end of the execution process group when a major scope change request is received. This change represents the fourth major overhaul of the project. Additionally, the project manager discovers that a completed key deliverable did not meet the quality standards because a resource was moved off of the project by the resource's functional manager because of another troubled project. With whom should the project manager address these issues? A. Senior management B. Project sponsor C. The customer D. The team

38 56. What theory proposes that employees' efforts will lead to effective performance and the employees will be rewarded for accomplishments? A. McGregor's theory of X & Y B. Conditional reinforcement C. Expectancy theory D. Maslow's hierarchy of needs 57. The project you are leading has been going very well. You are more than 50% through the execution phase and have an SPI of 1.02 and a CPI of The customer has accepted all presented deliverables and your sponsor just told you they were very pleased with the results to-date. Unfortunately, you have one team member who is not happy. They are always complaining about how much time it takes to complete their deliverables. Which of the following would be the best thing for the project manager to do? A. Show the resource the formal, written acceptance from the customer. B. Review the reward system for the project. C. Show the resource the SPI performance. D. Obtain a schedule exception from the sponsor. 58. You are leading a project that contains a great deal of stress. The entire team has been on edge due to a very tight deadline. This tension has grown to the point that many team meeting end in shouting matches with little work being accomplished. Several key stakeholders have asked that scope be added to the project to better meet their needs. The sponsor has heard rumors that the project might be having difficulties and wants to attend a team meeting to get a better sense of how the project is doing and any issues involved with achieving the desired targets. In this situation, it would be best for the project manager to: A. Hold a team-building session that involves all team members. B. Meet with each resource individually to determine the real issues. C. Create and implement new ground rules for the team. D. Ask the sponsor if you can send a written report instead how wasting their time in the meeting. 59. Which of the following describe how an individual team member is performing on the project? A. Project performance appraisals B. Team performance appraisals C. Annual performance reviews D. Project performance plans

39 60. In January you make a decision as the project manager on a complex issue facing your project. Everything goes smoothly until July when the same issue reappears. What did you most likely not do? A. Proper risk analysis B. Quantify the risk C. Have the project sponsor validate the solution D. Confirm the solution solved the problem

40 Answer Key: 1. D A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., Manage project team is the last sub-section for human resources management. 2. C PMBOK Guide - Train project team is a made up term. The correct process is develop project team. 3. A PMBOK Guide - Plan human resource management is the first process in human resources management knowledge area. All the other items are part of HR management as well except develop human resource plan. 4. B PMBOK Guide - The inputs to the plan human resource management process include: - Project management plan - Activity resource requirements - Enterprise environmental factors - Organizational process assets 5. C PMBOK Guide - The tools and techniques used in the plan human resource management process include: - Organizational charts and position descriptions - Networking - Organizational theory - Expert judgment Meetings

41 6. D PMBOK Guide- The tools and techniques used in the plan human resource management process include: - Organizational charts and position descriptions - Networking - Organizational theory - Expert judgment Meetings 7. A PMBOK Guide - The tools and techniques used in the human resource planning process include: - Organizational charts and position descriptions - Networking - Organizational theory - Expert judgment Meetings 8. B PMBOK Guide - The output from the plan human resource management process is the human resource management plan. 9. C PMBOK Guide - The processes in the human resource management knowledge area include: - Plan human resource management - Acquire project team - Develop project team - Manage project team 10. D PMBOK Guide - The inputs for the acquire team process include: - Human resource management plan - Enterprise environmental factors - Organizational process assets

42 11. A PMBOK Guide - The inputs for the acquire team process include: - Human resource management plan - Enterprise environmental factors - Organizational process assets 12. B PMBOK Guide- The tools and techniques for the acquire project team process include: - Pre-assignment - Negotiation - Acquisition - Virtual teams - Multi-criteria decision analysis 13. C PMBOK Guide - The tools and techniques for the acquire project team process include: - Pre-assignment - Negotiation - Acquisition - Virtual teams - Multi-criteria decision analysis 14. D PMBOK Guide - The tools and techniques for the acquire project team process include: - Pre-assignment - Negotiation - Acquisition - Virtual teams - Multi-criteria decision analysis 15. A PMBOK Guide - The outputs for the acquire project team process include: - Project staff assignments - Resource calendars - Project management plan updates

43 16. B PMBOK Guide - The inputs to the develop project team process include: - Human resource management plan - Project staff assignments - Resource calendars 17. C PMBOK Guide - The inputs to the develop project team process include: - Human resource management plan - Project staff assignments - Resource calendars 18. A PMBOK Guide - The inputs to the develop project team process include: - Human resource management plan - Project staff assignments - Resource calendars 19. D PMBOK Guide - The tools and techniques used in the develop project teams process includes: - Interpersonal skills - Training - Team-building activities - Ground rules - Co-location - Recognition and rewards - Personal assessment tools 20. B PMBOK Guide - The tools and techniques used in the develop project teams process includes: - Interpersonal skills - Training - Team-building activities - Ground rules - Co-location - Recognition and rewards - Personal assessment tools

44 21. C PMBOK Guide- The tools and techniques used in the develop project teams process includes: - Interpersonal skills - Training - Team-building activities - Ground rules - Co-location - Recognition and rewards - Personal assessment tools 22. D PMBOK Guide - The outputs from the develop project team process include: - Team performance assessments - Enterprise environmental factors updates 23. A PMBOK Guide - The inputs to the manage project team process include: - Project staff assignments - Project management plan - Team performance assessments - Performance reports - Organizational process assets 24. B PMBOK Guide - The inputs to the manage project team process include: - Human resource management plan - Project staff assignments - Team performance assessments - Issue log - Work performance reports - Organizational process assets 25. C PMBOK Guide - The tools and techniques used in the manage project team process include: - Observation and conversation - Project performance appraisals - Conflict management - Interpersonal skills

45 26. D PMBOK Guide - The tools and techniques used in the manage project team process include: - Observation and conversation - Project performance appraisals - Conflict management - Interpersonal skills 27. A PMBOK Guide - The outputs from the manage project team process include: - Change requests - Project management plan updates - Enterprise environmental factors updates - Organizational process assets updates 28. B Expert power is not provided formally. It occurs when one complies with instructions because they believe the person providing the instruction is a subject matter expert. 29. C Referent power is the only of the choices to likely get commitment as it focuses on the resource having goodwill towards the PM because of who the PM knows or is associated with. 30. D Reward work will cause likely compliance. All the other choices would cause possible compliance. 31. A Coercive power is predicated on fear and often causes resistance from your resources. 32. C Maslow's Hierarchy of needs goes from physiological, safety, social, esteem, and ends with self-actualization at the top as the ultimate goal. However, one cannot achieve the top level until achieving the levels beneath it.

46 33. D Maslow's Hierarchy of needs goes from physiological, safety, social, esteem, and ends with self-actualization at the top as the ultimate goal. However, one cannot achieve the top level until achieving the levels beneath it. In this case the social need is most likely not being met as it is the one focused on love, affection, approval, friends and association. 34. A Maslow's Hierarchy of needs goes from physiological, safety, social, esteem, and ends with self-actualization at the top as the ultimate goal. However, one cannot achieve the top level until achieving the levels beneath it. 35. B The halo effect refers to tendency of moving technical people into project management because of their technical successes. These people might or might not be successful as project managers. 36. D The RACI matrix is a tool used to show the role each resource will play on the project. The acronym stands for Responsible, Accountable, Consult and Inform. 37. C McClelland's Theory of Needs states that people are most motivated by one of three needs: - The need for achievement - The need for affiliation - The need for power 38. A According to Hertzberg's theory the following are examples of hygiene factors: - Working conditions - Salary - Personal life - Relationships at work - Security Status

47 39. C According to Hertzberg's theory the following are examples of motivating agents: - Responsibility - Self-actualization - Professional growth Recognition 40. C According to McClelland's Theory of Needs the following behavioral styles are associated with primary need for affiliation: - People working best when cooperating with others - People seeking approval rather than recognition 41. B Maslow's hierarchy of needs argues that people are not most motivated to work by security or money. Instead, the highest motivation is to contribute and use one's skills or self-actualization. The hierarchy from top to bottom is: - Self-actualization - Esteem - Social - Safety Physiological 42. C The sponsor is responsible for issuing the project charter and the charter contains the project objectives. Therefore, it is the role of the sponsor to help prevent unnecessary changes to project objectives. 43. A Confronting is the preferred conflict resolution method as it requires the parties to both present their solutions and value the other party's ideas as it is the method most focused on finding the right solution. 44. B This is a simple memorization question. The four most common causes of conflict on a project are: - Schedule - Project priorities - Resources - Technical opinions

48 45. D The failure of the person to engage with the issue is a perfect example of withdrawal. 46. D Time is shown on a schedule or bar chart. The RAM or responsibility assignment matrix explains the role each party will take against the specific deliverables or activities. A resource histogram shows the resources or groups of resources over time. 47. A The RAM or responsibility assignment matrix explains the role each party will take against the specific deliverables or activities. 48. C If the question asked whom would you see to get permission for more resources the answer would be the project sponsor. However, in this case the question is asking from whom do you have to get the resources? In a matrix organization the functional manager controls the resources. 49. C Resource leveling is the process whereby the work assigned to each resource is reduced to a point where no resource is assigned more work than they can reasonably complete in a day. 50. D One of the four processes in the human resources management area is develop project team. This highlights the importance Project Management Institute (PMI) places on training. 51. A The best way to resolve a problem is through problem solving or confronting. This requires you to meet with all the interested parties. Therefore, you should meet with the leader of the tardy team and the project manager. 52. C This question is big, but don't get lazy and not read all the choices. The key to this question is remembering the best problem solving technique, confronting. In this case, it is important that you act as the facilitator allowing the team to resolve the issue in a timely manner.

49 53. D In most cases expert power is best. However, in this case you have not had the time to establish yourself as a subject matter expert. Therefore, Formal authority is the best you can hope for. 54. D Confronting is not offered in this question as a potential answer. This leaves you with the next best option which is compromise. Therefore, D is the correct answer. 55. B It is the project sponsor's job to prevent unnecessary changes and set priorities for all the different projects. 56. C This is the definition of expectancy theory - Employees who believe that their efforts will lead to effective performance and who expect to be rewarded for their accomplishments will stay productive as rewards meet their expectations. 57. B This question is more about answers that are wrong than one that is correct. First, it is important that you recognized there is nothing wrong with this project. It is on time and under budget. The only real problem you have is a resource that is always complaining. The only option that has a chance of addressing that issue is the one attempting to deal with the reward system. 58. C This is an example of a question requiring you to remember to ask yourself what would you do first. You might want to do several items on the list, but you must first deal with the tension in the meeting requiring new ground rules be established. 59. A Project performance appraisals examine how well a specific resource is performing on the project. Team performance appraisals address how well the team is functioning together. Annual performance reviews are for individuals across all their projects and other work and project performance plans represents a made up term.

50 60. D Sometimes we read too much into a question. In this case, it is actually a very easy question. Often when a problem reappears it is because we treated the symptoms and not the root cause. In this case it is best to make sure the solution actually solved the problem.

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