Human Resources Knowledge Area

  1. Accommodation
    involves one party attempts to meet the other?s needs at the expense of their own. It is a lose/win approach that can be seen as a good will gesture at times, however the accommodating party may be at risk of losing credibility and influence in the future. It is also known as Smoothing
  2. Acquire Project Team
    is the process of ensuring resources are available for your project and determining the overall project team that will work to complete project activities. This process assists with the overall project team selection
  3. acquisition
    is a technique used when the organization or project team is unable to sources resources needed to complete a project
  4. Activity Resource Requirements
    are the types and quantities of resources required for each project activity work package are identified by the output of the Estimate Activity Resources process. Once in place, requirements can be aggregated for an overall view
  5. All For One & One For All
    this management style is likely found in microbial community project management. People are encouraged to work at their own pace and use individual creativity. Managers of Gen X and Y often fall into this category because of the way they define how work and projects balance within their lifestyle, a strong trait of Gen Y and X. Too little guidance or supervision, however, can deter or lengthen the project and its goals
  6. artifacts
    are previous project documents that were archived for future reference. Documents include contracts, invoices, bills, project plans, meeting minutes, lessons learned, peer reviews and all organizational process assets pertaining to the project
  7. Authoritative
    describes individuals who have a vision and are happy to share it with their team. They encourage and allow staff and team members to collaborate on project. An authoritative manager is project-knowledge-full and their teams notice and respect that knowledge. They recognize individual contributions and encourage strengths
  8. change requests
    are part of the formal written process of making a minor or major change to project areas. Without these documents, a change cannot be implemented to any part of the project
  9. classic functional organization
    is a hierarchy where each employee has a direct superior and staff is typically grouped by specialty, such as Marketing, Accounting, HR, et cetera
  10. Coercive
    typically used by managers who work with junior teams use the coercive style. Some team members often view this as a dictator type style. Project managers who use this style should be careful only to use it when team members have inadequate knowledge, education, or drive to complete projects collaboratively
  11. Collaboration
    or Problem Solving; is based on reaching consensus, the parties in the conflict collaborate upon multiple solutions and agree on the one that satisfies the needs of both parties
  12. Compromise
    allows both parties to gain and give up something. It can be seen as a lose-win/lose-win strategy. Is also known as Reconciliation
  13. conflict management
    is important to project deliverables as it serves to increase productivity and promote positive work relationships
  14. Democratic
    A project manager who does not lead or guide at all falls under this project management leadership style. Consider a football team without a coach or an art class lacking an instructor and you has the gist of this style. Because of the democracy atmosphere, all project team members are allowed input, which can often lengthen the time of the project. An upside to this style is employee morale
  15. Develop Project Team
    takes the Human Resource management plan along with Project Staff Assignments and Resources Calendar?s as inputs to help build, motivate, inspire and lead the project team
  16. Enterprise Environmental Factors
    are internal or external factors based on an organization?s culture that can impact, negatively or positively, project management options, such as industry or regulatory standards, organizational culture or structure and global trends or known practices.
  17. Expert Judgment
    is knowledge functioning as a project management tool that aids the project manager and project team by providing necessary details and skills on different subject matters
  18. Force
    or Direct; emphasizes a position at the expense of other positions
  19. forming
    is where the team meets and learns about the project and their roles relative to the project. At this point the team is in the formative stages and still view objectives independently
  20. human resource management plan
    provides guidance relative to defining, staffing, managing and ultimately releasing project resources. Because this is a subsidiary plan, it also serves the develop project management plan process. The human resource management plan includes: Roles and responsibilities that detail the function assigned or assumed; the level of authority and autonomy that the project manager and team is expected to work by; the degree of responsibility for assigned duties and tasks allocate to team members and the skills and competencies required to complete assigned activities
  21. Integrate Change Control process
    begins when a change is necessary. It is involved in resolving risks as they surface
  22. Issue Log
    is a document in the project management process that details the issues that could potentially arise and describes how the issues were resolved. It is a form of tracking used as a process input or output
  23. Manage Project Team process
    is used to track team member performance, provide feedback, address issues and optimize overall project performance
  24. Maslow's Hierarchy of Needs
    is a theory proposed by Abraham Maslow in 1954 that all human motivation is based on needs, and that these needs could be divided into five categories: physiological, safety, love/belonging, esteem and self-actualization
  25. matrix organizations
    are an organization type that combine both functional and projectized characteristics. There are three types of matrix organizations. Weak matrix organizations lean more toward the functional organization, and the project manager role is more of a coordinator or facilitator; authority is more limited. Strong matrices lean more toward the projectized organization, and may have full-time project managers. They would also have levels of authority comparable to that of a projectized organization. The balanced matrix organization may appreciate the need for project management, but may not provide a project manager with a comprehensive degree of authority to manage or fund the initiative
  26. Motivation-Hygiene theory
    indicates there are certain factors in the workplace that lead to job satisfaction while a separate set of factors cause dissatisfaction. This theory distinguishes between Motivators such as challenging work, recognition and responsibility that provide satisfaction to workers arising from conditions of their job
  27. Multi-Criteria Decision Analysis
    is a tool that can be used to optimize the resource acquisition process where a weighted score is applied to criteria determined by the project team. With this technique, a rating tool is used to score potential team members. The criterion for the score is determined by the project team
  28. negotiation
    can take place between vendors and the project manager, between the project manager and the project management office, between the project manager and the sponsor, the project manager and stakeholders and also between the project manager and the functional managers that directly oversee resources that could be allocated to a project team. It can also take place between project managers as often is the time when one specific resource is needed by multiple projects within the same timeframe
  29. norming
    is where collaboration becomes more apparent and the project team becomes more acclimated with each other. Project productivity increases and the team engage in higher levels of trust and acceptance
  30. organizational breakdown structure (OBS)
    relates the WBS elements to the organizational unit responsible for completing the work
  31. organizational chart
    illustrates how a vendor or third party may be engaged and the person that their services would be managed by
  32. organizational process assets
    are an accumulation of tools, processes, and techniques that are retained by the business in order to standardize processes and practices
  33. organizational structure
    is an Enterprise Environmental Factor that can impact human resource availability and influence the manner by which projects are conducted. Organizational Structures range from the extremes of Functional to Projectized with a matrix of structures between the two extremes
  34. organizational theory
    provides details in regard to the manner in which people, teams and functional units within an organization interact
  35. Pacesetter
    these leaders expect the highest standards from their teams and will often terminate the weak. Managers who utilize this style should expect a lot of stress within teams
  36. performance assessments
    can be formal or informal reviews that can be used to illustrate a project team?s level of effectiveness
  37. performing
    is where the project team is firing on all cylinders, or working effectively. By now the team is well organized and individuals are performing within their roles to meet project expectations
  38. Plan Human Resource Management
    is the process of identifying and detailing roles and responsibilities, skills and relationships within a project
  39. pre-assignment
    is the process by which team members are chosen in advance. This is sometimes called ?cherry picking? as the resources required more often than not have a specific relationship or level of expertise that the project manager deems to be necessary for project activities
  40. project management plan
    is the document detailing all aspects of a project including baselines that are referenced throughout the project?s lifecycle to keep the project on track
  41. project management team
    also known as the Core Team or the Executive leadership Team. Their role provides support within project activities such as funding the project, detailing the project?s size & scope, overseeing productivity & progress and managing and influencing project stakeholders
  42. project manager
    is the individual charged with managing a temporary endeavor from beginning to end who monitors project progress and ensures that project activities stay on task, under budget, and finishes on time
  43. Project Performance Appraisals
    are used to clarify roles and responsibilities as well as keep the project teams on track relative to project deliverables
  44. Project Staff Assignments
    is a list of project team members that are given tasks by using the project?s roles and responsibilities to help understand the caliber of worker required to carry out specific tasks
  45. projectized organizations
    are organizations that have departments that report directly to the project manager and provide support services to the various projects. They drive activities as if they are projects. In this type of organizational structure most of the resources are involved in project work and project managers exercise autonomy and authority over project decisions
  46. RACI diagram
    stands for Responsible, Accountable, Consulted, Informed. It can be used to detail what roles are associated to key team members
  47. Resource breakdown structure (RBS)
    is a hierarchical chart of resources that breaks down the work of the project according to the types of resources needed
  48. resource calendars
    are used to determine which resources, as part of the project team, are available to work on specific activities
  49. Responsibility Assignment Matrix (RAM)
    provides details that pertain to roles and responsibilities. It is a simple grid that may be developed within a spreadsheet, or there may be an organizational process asset template available for the project manager to use
  50. (project) sponsor
    is the individual or group outside the project team that initiates the project by requesting for the service or product and beginning the project charter
  51. stakeholders
    are identified individuals who have influence and impact in a project?s outcome. They can either be internal or external to an organization
  52. storming
    is the next phase where project work begins sand the team addresses the project management approach, project decisions and overall work
  53. Team Leader
    combines a strong coaching trait with patience appears. They are experts in risk management and change control skills because of their encouraging personality, even throughout downturns or failures
  54. Team Meetings
    are used as a tool to bring people together to discuss project progress and communicate other important details concerning the project
  55. Teamwork Theory
    also referred to as the Tuckman Ladder. This theory originally incorporated four stages of development that most teams experience
  56. virtual teams
    are a technique for acquiring resources when the project activities support such a concept. They are a group of individuals with a common shared goal that can achieve project deliverables without a physical presence
  57. Withdraw
    is where at least one party to the conflict avoids or withdraws from the conflict and decides not to deal with it. This is also known as Avoidance
  58. work breakdown structure (WBS)
    gives the project manager and team the ability to decompose project-based features to their lowest elements that can be monitored, managed, measured, and delivered upon. Details developed within the WBS permit the project manager to determine the project's critical path and schedule, and provide a tool to develop and deliver project metrics
  59. work package
    is a specific task that is part of a project's Work Breakdown Structure
  60. Work Performance Reports
    help the project manager determine overall project health
Card Set
Human Resources Knowledge Area
LearnSmart PMP Course glossary items Human Resources Knowledge Area