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222 Project Execution – PMP Question Bank Free On Project Resource Management

04/02/2015 Marie Hall 0 Comment

222 Project Execution – PMP Question Bank Free On Project Resource Management

Elevate your understanding of project human resource management and develop critical thinking with 222 project execution – PMP question bank free on project resource management. This free PMP sample exam includes terms and concepts of project team, project human resource management processes, project management team, project sponsor, managing and leading the project team, influencing the project team, professional and ethical behavior, and others. Here you’re asked to click on the best answer for each question, and by hitting submit at the end of the test, you can check answers and score. Don’t miss it to make most of your exam study, define strengths and weaknesses, and better prepare for project execution.

More project execution test banks are accessible here:
222 Project Execution – PMP Question Bank Free On Project Risk Management
22 Free Sample PMP Questions On Execution Of The Project

222 Project Execution – PMP Question Bank Free On Project Resource Management - Page 1

the ability to bring about change in one's psychological environment
• Form teams of people from the same company who live in widespread geographic areas,• Add special expertise to a project team even though the expert is not in the same geographic area,• Incorporate employees who work from home offices,• Form teams of people who work different shifts or hours,• Include people with mobility limitations or disabilities, and• Move forward with projects that would have been ignored due to travel expenses
• hierarchical,• matrix, and• text-oriented• subsidiary project management plans such as the risk, quality, or communication plans
Establish clear expectations regarding acceptable behavior by project team members.
• Range is specified along with the designation• Culturally derived LP frequently has broad range.• Organizationally derived LP has a specific narrowly defined range
• Withdrawing/Avoiding• Smoothing/Accomodating• Compromising• Forcing• Collaborating• Confronting/Problem Solving
1 Human resource management plan2 Project staff assignments3 Team performance assessments4 Issue log5 Work performance reports6 Organizational process assets
Herzberg's findings revealed that certain characteristics of a job are consistently related to job satisfaction (motivators), while different factors are associated with job dissatisfaction (hygiene factors).
• Collaborating• Conflicting parties meet face to face and try to work out their disagreements• Both parties win - lasting resolution to a conflict
• moving people to different assignments,• outsourcing some of the work, and• replacing team members who leave
In the adjourning phase, the team completes the work and moves on from the project
• Early commitment to clear guidelines decreases misunderstandings and increases productivity.• Discussing ground rules allows team members to discover values that are important to one another.• All project team members share responsibility for enforcing the rules once they are established
Various formats exist to document team member roles and responsibilities.
• EP based on the credibility of the leader• Informational influence based on the characteristics of the stimulus
- Is used to develop the human resource management plan.The information used for the development of the human resource management plan includes:• The project life cycle and the processes that will be applied to each phase,• How work will be executed to accomplish the project objectives,• A change management plan that documents how changes will be monitored and controlled,• A configuration management plan that documents how configuration management will be performed,• How integrity of the project baselines will be maintained, and• Needs and methods of communication among stakeholders.
1. Confrontation2. Compromise3. Smoothing4. Forcing5. Withdrawal
Contains the human resource plan which has the following information that is used to provide guidance on how project human resources should be identified, staffed, managed, controlled, and eventually released
Emphasizing areas of agreement rather than areas of difference
The skill and capacity required to complete project activities. If project team members do not possess required competencies, performance can be jeopardized. When such mismatches are identified, proactive responses such as training, hiring, schedule changes, or scope changes are initiated
The n-ach person is 'achievement motivated' and therefore seeks achievement, attainment of realistic but challenging goals, and advancement in the job. There is a strong need for feedback as to achievement and progress, and a need for a sense of accomplishment
1 Project staff assignments2 Resource calendars3 Project management plan updates
• Strength based on the probability of punishment for non conformity minus the probability of punishment for conformity.• Sometimes difficult to determine the difference between reward and coercive power.• Is conformity to group norms in order to gain acceptance (reward power) different from conformity as a means of forestalling rejection (coercive power)?• The relationship that develops between the leader and the follower is different• Reward power brings leaders and follower together. We will accept you if you conform• Coercive power decreased the attraction. We will reject you if you don't conform but if you do we will not accept you.• Leader must induce restraining forces to keep the follower in the field of play in order to make coercive power work.• Otherwise, the follower, under threat of punishment, leaves, making the probability of receiving punishment too low to be effective.
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• Autocratic• Laissez Faire• Democratic• Discussing• Directing• Delegating• Coaching• Facilitating• Participatory• Supportive• Task-oriented• Team-based• Assertive
• Improvements in skills that allow individuals to perform assignments more effectively,• Improvements in competencies that help the team perform better as a team,• Reduced staff turnover rate, and• Increased team cohesiveness where team members share information and experiences openly and help each other to improve the overall project performance.
Pushing one's viewpoint at the expense of others; offers only win-lose solutions
• can be formal or informal, highly detailed or broadly framed, depending upon the needs of the project.• The plan is updated continually during the project to direct ongoing team member acquisition and development actions
• The perception by the follower that the leader has some special knowledge or expertness• Strength of power depends on how much the leader knows or the perception of how much he knows
Based on the follower's identification with the leaderThe ability to gain support, because project personnel feel personally attracted to the project manager or her project
Involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team
- The label describing the function of a project for which a person is accountable. - Examples of project roles are civil engineer, court liaison, business analyst, and testing coordinator. - Role clarity concerning authority, responsibilities, and boundaries should be documented.
1 Interpersonal skills2 Training3 Team-building activities4 Ground rules5 Colocation6 Recognition and rewards7 Personnel assessment tools
• The project management team observes team behavior, manages conflict, resolves issues, and appraises team member performance.• As a result of managing the project team, change requests are submitted, the human resource plan is updated, issues are resolved, input is provided for performance appraisals, and lessons learned are added to the organization's database.• Project managers should provide challenging assignments to team members and provide recognition for high performance
• Team member responsibilities that require detailed descriptions can be specified in text-oriented formats.• Usually in outline form, the documents provide information such as responsibilities, authority, competencies, and qualifications.• The documents are known by various names including position descriptions and role-responsibility-authority forms.• These documents can be used as templates for future projects, especially when the information is updated throughout the current project by applying lessons learned.
• Document the time periods that each project team member can work on the project.• Creating a reliable schedule depends on having a good understanding of each person's schedule conflicts, including vacation time and commitments to other projects, to accurately document team member availability
• Historical information and lessons learned documentation,• Templates, and• Organizational standard processes
Theory Y. The average worker finds physical and mental effort on the job satisfying and likes his work
This involves the ability to negotiate and influence the organization and the project management team
• Determines the human resource needs for the project• The preliminary requirements regarding the required people and competencies for the project team members are progressively elaborated as part of the Plan Human Resource Management process.
1 Change requests2 Project management plan updates3 Project documents updates4 Enterprise environmental factors updates5 Organizational process assets updates
• Achievement• Recognitiojn• The work itself• Responsibility• Advancement• Growth
Networking is the formal and informal interaction with others in an organization, industry, or professional environment.
• Can be temporary, such as at strategically important times during the project, or for the entire project.• Colocation strategies can include a team meeting room, places to post schedules, and other conveniences that enhance communication and a sense of community.• While co-location is considered a good strategy, the use of virtual teams is sometimes unavoidable
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takes place as stated in the human resource plan.
• Love• Belonging• Togetherness• Approval• Group Membersip
• Roles and responsibilities defining the positions, skills, and competencies that the project demands,• Project organization charts indicating the number of people needed for the project, and• Staffing management plan delineating the time periods each project team member will be needed and other information important to acquiring the project team
Being aware of, and influencing when possible, those human resource factors that may impact the project. This includes team environment, geographical locations of team members, communications among stakeholders, internal and external politics, cultural issues, organizational uniqueness, and other such people factors that may alter the project performance.
• Existing information for human resources including who is available, their competency levels,their prior experience, their interest in working on the project and their cost rate;• Personnel administration policies such as those that affect outsourcing;• Organizational structure as described;• Location or multiple locations
It is a hierarchical list of resources related by category and resource type that is used to facilitate planning and controlling of project work. Each descending (lower) level represents an increasingly detailed description of the resource until small enough to be used in conjunction with the work breakdown structure (WBS) to allow the work to be planned, monitored and controlled.• The resource breakdown structure is helpful in tracking project costs and can be aligned with the organization's accounting system.• It can contain resource categories other than human resources.
• WBS (Work Breakdown Structure)• OBS (Organizational Breakdown Structure)• RBS (Resource Breakdown Structure)
The team begins to address the project work, technical decisions, and the project management approach. If team members are not collaborative and open to differing ideas and perspectives the environment can become destructive
• A tool for charting human resources.• This bar chart illustrates the number of hours a person, department, or entire project team will be needed each week or month over the course of the project.• The chart can include a horizontal line that represents the maximum number of hours available from a particular resource.• Bars that extend beyond the maximum available hours identify the need for a resource leveling strategy, such as adding more resources or modifying the schedule
Team members begin to work together and adjust work habits and behaviors that support the team. The team begins to trust each other
long term positive effects in job performance
- A project organization chart is a graphic display of project team members and their reporting relationships.
• Role• Authority• Responsibility• Competency
• Personnel administration, including updates for employee training records and skill assessments
The human resource management plan, a part of the project management plan, provides guidance on how project human resources should be defined, staffed, managed, controlled, and eventually released.
• results-driven and deadline-driven, to the exclusion of everything else• intolerant• issues deadlines and ultimatums• distant and detached• aloof and arrogant• elitist• short temper• shouts• issues instructions, directions, edicts• issues threats to make people follow instructions• demands, never asks• does not participate• does not team-build• unconcerned about staff welfare, or morale• proud, sometimes to the point of self-destruction• one-way communicator• poor listener• fundamentally insecure and possibly neurotic• anti-social• vengeful and recriminatory• does not thank or praise• withholds rewards, and suppresses pay and remunerations levels• scrutinises expenditure to the point of false economy• seeks culprits for failures or shortfalls• seeks to apportion blame instead of focusing on learning from the experience and preventing recurrence• does not invite or welcome suggestions• takes criticism badly and likely to retaliate if from below or peer group• poor at proper delegating - but believes they del
• Organizational standard processes, policies, and role descriptions;• Templates for organizational charts and position descriptions;• Lessons learned on organizational structures that have worked in previous projects; and• Escalation procedures for handling issues within the team and within the performing organization.
• Project managers use a combination of technical, human, and conceptual skills to analyze situations and interact appropriately with team members.• Using appropriate interpersonal skills aids project managers in capitalizing on the strengths of all team members.• There is a wide body of knowledge about interpersonal skills that is appropriate to project work and non-project work.
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1 Human resource management plan2 Project staff assignments3 Resource calendars
• Contains the human resource plan, which identifies training strategies and plans for developing the project team.• Items such as rewards, feedback, additional training, and disciplinary actions can be added to the plan as a result of ongoing team performance assessments and other forms of project team management
• Creates new possibilities when acquiring project team members.• Can be defined as groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face.• The availability of electronic communication such as e-mail, audio conferencing, web-based meetings and video conferencing has made such teams feasible.• Communication planning becomes increasingly important in a virtual team environment.• Additional time may be needed to set clear expectations, facilitate communications, develop protocols for resolving conflict, include people in decision-making, and share credit in successes
• The project manager or project management team should effectively negotiate and influence others who are in a position to provide the required human resources for the project.• Failure to acquire the necessary human resources for the project may affect project schedules, budgets, customer satisfaction, quality, and risks. It could decrease the probability of success and ultimately result in project cancellation.• If the human resources are not available due to constraints, economic factors, or previous assignments to other projects, the project manager or project team may be required to assign alternative resources, perhaps with lower competencies, provided there is no violation of legal, regulatory, mandatory, or other specific criteria.• These factors should be considered and planned for in the planning stages of the project.
• Bargain or search for solutions so both parties leave with some satisfaction• Give and take approach
Manager coordinates inputs from several sources before taking a decision
• It is a constructive way to understand political and interpersonal factors that will impact the effectiveness of various staffing management options.• Networking can be a useful technique at the beginning of a project.• It can also be an effective way to enhance project management professional development during the project and after the project ends
• The strength of the power increases with the size of the perceived reward.• Based on the perception that the leader can deliver
- The process of identifying and documenting project roles, responsibilities and required skills, reporting relationships and creating a staffing management plan.- The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.
• Are used to stay in touch with the work and attitudes of project team members.• The project management team monitors progress toward project deliverables, accomplishments that are a source of pride for team members, and interpersonal issues
1 Human resource management plan2 Enterprise environmental factors3 Organizational process assets
1 Human resource management plan
The staffing management plan, a part of the human resources management plan within the project management plan, describes when and how human resource requirements will be met
• Criticizes everybody and everything on project management• Deflates the status and ego of other team members• Always acts aggressively
• After initial team members create a work breakdown structure, additional team members may need to be acquired.• As additional team members are acquired, their experience levels, or lack thereof, could increase or decrease project risk, creating the need for additional risk planning updates.• When activity durations are estimated, budgeted, scoped, or planned prior to identifying all project team members and their competency levels, the activity durations may be subject to change.
• he project management team may or may not have direct control over team member selection because of collective bargaining agreements, use of subcontractor personnel, matrix project environment, internal or external reporting relationships, or other various reasons.• It is important that the following factors are considered during the process of acquiring the project team:• The project manager or project management team will be required to reflect the impact of any availability of required human resources in the project schedule, project budget, project risks, project quality, training plans, and the other project management plans as required.
• Competing, Assertive• One party trys to force a resolution on another• Usually done if conflict is escalated• Win-lose situation, one party wins at the expense of another
Since project managers often have little or no direct authority over their team members in a matrix environment, their ability to influence stakeholders on a timely basis is critical to project success
• The project management team makes ongoing formal or informal assessments of the project team's performance.• By continually assessing the project team's performance, actions can be taken to resolve issues, modify communication, address conflict, and improve team interaction
• Team-building strategies are particularly valuable when team members operate from remote locations without the benefit of face-to-face contact.• Informal communication and activities can help in building trust and establishing good working relationships.• One of the most important skills in developing a team environment involves handling project team problems and discussing these as team issues.• The entire team should be encouraged to work collaboratively to resolve these issues.• To build effective project teams, project managers should obtain top management support, obtain commitment of team members, introduce appropriate rewards and recognition, create a team identity, manage conflicts effectively, promote trust and open communication among team members, and, above all, provide good team leadership.• As an ongoing process, team building is crucial to project success.• While team building is essential during the front end of a project, it is a never-ending process.• Changes in a project environment are i
The process of confirming human resource availability and obtaining the team necessary to complete project assignments.
Successful projects require strong leadership skills. Leadership is important through all phases of the project life cycle. It is especially important to communicate the vision and inspire the project team to achieve high performance
• Leadership• Influencing• Effective Decision Making
the situation in which a person does what he or she does
• Organizational standard policies, processes and procedures
• Temporary solution - problem not solved but avoided• Problem and resulting conflict can come up again and again
• The average person dislikes work and will avoid it he/she can.• Therefore most people must be forced with the threat of punishment to work towards organisational objectives.• The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else
The project sponsor works with the project management team, typically assisting with matters such as project funding, clarifying scope, monitoring progress, and influencing others in order to benefit the project.
• The project team is comprised of the people with assigned roles and responsibilities for completing the project. • The type and number of project team members can change frequently as the project progresses.• Project team members may also be referred to as the project's staff. • While the specific roles and responsibilities for the project team members are assigned, the involvement of all team members in project planning and decision making can be beneficial. • Early involvement and participation of team members adds their expertise during the planning process and strengthens their commitment to the project.
1 Team performance assessments2 Enterprise environmental factors updates
As project team development efforts such as training, team building, and co-location are implemented, the project management team makes formal or informal assessments of the project team's effectiveness
• Economic Security• Protection from harm• Disease and violence
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• Usually these stages occur in order. However, it's not uncommon for a team to get stuck in a particular stage or slip to an earlier stage.• projects with team members who have worked together in the past could skip a stage.• The duration of a particular stage depends upon team dynamics, team size, and team leadership.• Project managers should have a good understanding of team dynamics in order to move their team members through all stages in an effective manner
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To ensure that each work package has an unambiguous owner and that all team members have a clear understanding of their roles and responsibilities.
Positional Power1. Reward2. Coercive3. LegitimatePersonal Power4. Referent5. Expert
takes place as a result of observation, conversation, and project performance appraisals conducted during the controlling process of managing the project team
Is arranged according to an organization's existing departments, units, or teams with the project activities or work packages listed under each department. An operational department such as information technology or purchasing can see all of its project responsibilities by looking at its portion of the OBS.
• Finds fault in all areas of project management• Refuses to support project management unless threatened• Acts more of a devil than an advocate
• The Aggressor• The Dominator• The Devil's Advocator
• The project management team can greatly reduce problems and increase cooperation by understanding the sentiments of project team members, anticipating their actions, acknowledging their concerns, and following up on their issues.• Skills such as empathy, influence, creativity, and group facilitation are valuable assets when managing the project team
Retreating from an actual or potential conflict situation
• Relative importance and intensity of the conflict,• Time pressure for resolving the conflict,• Position taken by players involved, and• Motivation to resolve Conflict on a long-term or a short-term basis
• a subset of the project team and is responsible for the project management and leadership activities such as initiating, planning, executing, monitoring, controlling, and closing the various project phases.• This group can also be referred to as the core, executive, or leadership team.• For smaller projects, the project management responsibilities can be shared by the entire team or administered solely by the project manager
A responsibility assignment matrix (RAM) is a grid that shows the project resources assigned to each work package.
Achievement Motivation Theory. States managers are motivated by:• Need for achievement• Need for authority and power• Need for affiliation
1 Pre-assignment2 Negotiation3 Acquisition4 Virtual teams5 Multi-criteria decision analysis

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