Project Management Professional (PMP)® Exam Prep Chapter...

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Project Management Professional (PMP)®

Exam Prep

Chapter 09 - Project Human Resource

Management



Slide 1

Looking Glass Development, LLC

(303) 663-5402 / (888) 338-7447

4610 S. Ulster St. #150 Denver, CO 80237

[email protected]

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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

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Planning Process Group

9. Project Human

ResourcesManagement

9.1Plan Human

Resource Mgmt

Executing Process Group

9. Project Human

Resources Management

9.2Acquire

Project Team

9.3Develop

Project Team

9.4Manage

Project Team

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Slide 3

9.1 Develop Human Resource Plan

Determine project roles, responsibilities and reporting relationships

Create the Human Resource Plan


Planning Process Group

9. Project Human

ResourcesManagement

9.1Develop HumanResources Plan

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Slide 4

9.1 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

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Slide 5

Organization Chart – Helps in

identifying communication/ information channels


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Slide 6

Responsibility Assignment Matrix –

helps define roles and responsibilities


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

Deliverables

Person

P = Participant A = Accountable R = Review Req’d I = Input Req’d S = Sign-off Req’d

RACI = Responsible, Accountable, Consult, Inform

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Slide 7

Common TheoriesMaslow’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

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Slide 8

Common TheoriesMcGregor’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 whenever possible.


XXX

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Slide 9

McGregor’s Theory of X and YTheory Y – Suggests that people are

willing to work without supervision and want to achieve. People can direct

their own efforts


YYY

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Slide 10

Common TheoriesHertzberg’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 Hygiene Factors

•Achievement•Recognition•Work Itself•Responsibility•Promotion•Growth

•Pay and Benefits•Company Policy and Administration•Relationships with co-workers•Supervision•Status•Job Security•Working Conditions•Personal life

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Slide 11

Theory ZTheory 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.


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Slide 12

Human Resource PlanAcquisition of team (staff)

Criteria for release from project

Training needs

Compliance and safety

Recognition and reward plans

Impact of staffing on the

organization


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Slide 13

9.2 Acquire Project TeamObtaining 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



9. Project Human


9.2Acquire

Project Team

9.3Develop

Project Team

9.4Manage

Project Team

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Slide 14

9.2 Acquire Project Team


Inputs.1 Human resource

management plan

.2 Enterprise environmental

factors


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

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Slide 15

9.3 Develop Project TeamGoal 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.



9. Project Human


9.2Acquire

Project Team

9.3Develop

Project Team

9.4Manage

Project Team

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Slide 16

9.3 Develop Project Team



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

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Slide 17

9.4 Manage Project TeamTracking team member performance

Providing feedback

Resolving issues

Coordinating changes to

enhance project performance



9. Project Human


9.2Acquire

Project Team

9.3Develop

Project Team

9.4Manage

Project Team

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Slide 18

9.4 Manage Project Team



management plan

.2 Project staff assignments

.3 Team performance

assessments

.4 Issue log

.5 Work performance reports


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


assets updates

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Slide 19

Resolution Concern

Mode StylePersonal

Goals 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

9 / 1 2 /20 13v. 7.0 - © Copyright and all rights reserved –2013 Looking Glass Development, LLC. 19

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Slide 20

Leadership StylesAutocratic – 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.


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Slide 21

Theories of Management StyleThe 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


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Slide 22

Theories of Management StyleThe Situational Leadership Theory (Hersey and Blanchard)◦ Identifies four (4) leadership styles

Delegating

Participating

Selling

Telling


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Slide 23

9 / 1 2 /20 13v. 7.0 - © Copyright and all rights reserved –2013 Looking Glass Development, LLC. 23

Sources of Power

Total Power = Positional + Personal 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

Seen as having superior knowledge or

experience

Personal Referent Likely Possible Possible

Goodwill, team members admire the

person

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Slide 24

Human Resources Management – Summary

Four (4) processesSources of powerTypes of conflict & conflict resolutionPurpose & value of team buildingOrganizational theoriesTheories of management style

9/18/2013 24v. 7.0 - © Copyright and all rights reserved –2013 Looking Glass Development, LLC.

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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


C. Train project team


3. Which of the following is the first process found in the human resources

management knowledge area?


B. Develop human resource plan

C. Develop 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


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


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?



C. Train 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?


B. Position descriptions

C. Resource availability

D. Team performance assessments from previous teams


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


process?

A. Multi-criteria decision analysis

B. Negotiations

C. Contracting

D. Virtual teams


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


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


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?


B. Organizational process assets

C. Project staff assignments

D. Performance reports


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


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


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?


B. Physiological

C. Safety

D. Social

34. Which of the following is the ultimate goal in Maslow's Hierarchy of needs?


B. Esteem

C. Social

D. Physiological


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


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


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


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.


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


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 0.99. 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


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


Answer Key:

1. D

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth

Edition, Project Management Institute, Inc., 2013 - 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


6. D

PMBOK© Guide- The tools and techniques used in the plan human resource

management process include:


- Networking


- Expert judgment

– Meetings

7. A

PMBOK© Guide - The tools and techniques used in the human resource planning

process include:


- Networking


- 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




11. A

PMBOK© Guide - The inputs for the acquire team process include:




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


14. D

PMBOK© Guide - The tools and techniques for the acquire project team process

include:

- Pre-assignment

- Negotiation

- Acquisition

- Virtual teams


15. A

PMBOK© Guide - The outputs for the acquire project team process include:

- Project staff assignments

- Resource calendars

- Project management plan updates


16. B

PMBOK© Guide - The inputs to the develop project team process include:




17. C





18. A





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:


- Training


- Ground rules

- Co-location




21. C

PMBOK© Guide- The tools and techniques used in the develop project teams

process includes:


- Training


- Ground rules

- Co-location



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 management plan


- Performance reports


24. B

PMBOK© Guide - The inputs to the manage project team process include:




- Issue log

- Work performance reports


25. C

PMBOK© Guide - The tools and techniques used in the manage project team

process include:

- Observation and conversation

- Project performance appraisals

- Conflict management



26. D

PMBOK© Guide - The tools and techniques used in the manage project team

process include:

- Observation and conversation

- Project performance appraisals

- Conflict management


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.


33. D



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



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


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


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.


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.


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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