This document provides an overview of a PMP study group session on human resource management. It includes 16 multiple choice questions related to topics like recruitment guidelines/policies being constraints, McGregor's Theory X and Theory Y, management styles, types of power, conflict handling approaches, organizational charts, evaluating team effectiveness, establishing ground rules, responsibilities assignment matrices, and challenges of managing virtual teams. The questions are intended to help participants learn about key aspects of human resource management as it relates to project management.
لمشاهدة ملفات الفيديو
https://www.youtube.com/playlist?list=PL0CTRdzzWSMuvJ9nKHzyxGAYCapJMQ8_Y
للمتابعة في جروب المذاكرة
https://www.facebook.com/groups/PMP.SG/
لمشاهدة ملفات الفيديو
https://www.youtube.com/playlist?list=PL0CTRdzzWSMuvJ9nKHzyxGAYCapJMQ8_Y
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https://www.facebook.com/groups/PMP.SG/
Introduction
Overview of Key Performance Indicators ( KPI )
What Is The Earned Value Management ?
Why Project Managers Use EVM ?
Earned Value Management Terms and Formulas
Planned value (PV)
Earned value (EV)
Actual cost (AC)
Variance
Schedule Variance ( SV )
Cost Variance ( CV )
Performance Index
Schedule Performance Index (SPI)
Cost Performance Index (CPI)
Example ( Case Study )
Project Forecasting
Budget at Completion (BAC)
Estimate at Completion (EAC)
Estimate to Complete (ETC).
Variance at Completion (VAC)
To Complete Performance Index (TCPI)
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NCV 3 Project Management Hands-On Support Slide Show - Module 8Future Managers
This slide show complements the learner guide NCV 3 Project Management Hands-On Training by Bert Eksteen published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
. propject(Part 1 Conduct a Needs Assessment)Name of Ite.docxmarilynnhoare
. propject
(
Part 1: Conduct a Needs Assessment)
Name of Item
Description of Item
Needs Assessment
Part 1: Conduct a Needs Assessment
Minipape
r
Part 2: Analyze the Data Collected and Identify Training Needs
submit the SURVEY that you create! The OTHER elements (the three levels of the needs analysis and the METHOD you select to move forward) is the second part (your mini paper is basically a running paper of the materials you have written to date-- your MINI paper must include ALL of the other elements listed here in the NEEDS assessment).
Training and development processes begin with a needs assessment. Given the economic pressures that businesses face today, it is imperative that those needs be connected to specific organizational performance issues.
There are three different forms of analysis you will need to complete.
1.
Organizational analysis
involves determining the appropriateness of training given the organization’s business strategy, its resources available for training, and support by managers and peers for training activities.
2.
Person analysis
involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2) identifying who needs training; and (3) determining employees’ readiness for training.
3.
Task analysis
identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conduct your needs assessment, you may want to consider
four potential sources of information
that may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs. Such documents may include
1.
unit productivity reports;
2.
customer satisfaction surveys;
3.
communication survey reports; and
4.
competitive analysis reports.
DUE this WEEK part 1: Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not functioning as intended. They can be used to look toward group, departmental, or individual issues.
Potential questions include the following.
Questionnaire Questions
1.
I am involved in decisions that directly affect my job.
2.
My supervisor communicates with me on a regular basis.
3.
I clearly understand what is expected of me.
4.
I am rewarded for good performance.
5.
My opinion has been asked regarding what needs to change in my work area.
6.
I understand why the decisions that affect my job are made.
7.
My supervisor gives me information that is important to me..
#1 Assignment Objectives (The Successful Leader - Assessing Your.docxmayank272369
#1 Assignment Objectives (The Successful Leader - Assessing Your Leadership Traits)
Describe and recognize organizational culture, with specific examination of organizational change models.
8 total pages
Leadership is one of the essential ingredients in effectively leading and managing a project. Without excellent leadership skills, the best planned projects are at a risk for failure. In this class, you are asked to examine your leadership strengths and weaknesses and determine how to adapt them to one of the effective project management leadership styles. You will be provided with an opportunity to perform a personal leadership assessment, enhance project leadership skills, promote teamwork and innovation, determine some best practices, and build a culture to support and manage change.
Throughout this course, you will be working on developing several components of your final Key Assignment. Additional information and the deliverables for each Individual Project will be provided in each Individual Project assignment description.
You will also be setting up the final Key Assignment outline that you will add to each week. The combined Individual Project (IP) assignments will be your final Key Assignment deliverable.
Project Selection
The first step will be to select an organization of your choice in which you will implement your project. This organization will be used as the basis for each of the assignments throughout the course and should conform to the following guidelines:
•Nontrivial: The selected organization candidate should reflect a real-life organization.
•Domain knowledge: Students will utilize their knowledge of this organization to address assignments that are related to discussing the organization’s structure and its impact on organizational members.
Select an organization that fits these requirements, and submit your proposal to your instructor before proceeding further with the assignments in the course. Approval should be sought within the first few days of the course. Your instructor will tell you how to submit this proposal and what notification will be given for project approval.
Your first task in this process will be to select an organization to use as the basis of your Key Assignment. You will also create the shell document for the final project Key Assignment document deliverable that you will be working on throughout the course. As you proceed through each project phase, you will add content to each section of the final document to gradually complete the final project delivery.
The project deliverables are as follows:
1. Submit a project proposal to instructor for approval
2. Key Assignment Document Shell
•Use Word
•Title Page
1.Course number and name
2.Project name
3.Student name
4.Date
•Table of Contents
1.Use auto-generated TOC
2.Separate page
3.Maximum of three levels deep
4.Be sure to update the fields of the TOC so that it is up-to-date before submitting your project
•Section Headings (create ea ...
InstructionsPart 6 Team Development PlanFor the project selTatianaMajor22
Instructions
Part 6: Team Development Plan
For the project selected in Unit I, create a simple project team development plan. Your plan should follow the process for developing and managing a team, as referred to in Figures 6.1 and 6.2 in the textbook. Your plan should include an introduction and should answer the following questions:
1. What human resource tools will you draw upon in the overall development and management of the project team?
2. What approach will you take to kick off the project team?
3. What ground rules will you establish for team meetings and interaction?
4. What specific ways will you demonstrate emotional intelligence in the development of the project team?
5. What methods will you employ to resolve conflict throughout the stages of team development?
6. What will be the conflict sources within the team development process?
7. How will you set and measure goals and reward achievement?
Compile the team development plan that addresses the questions above. Feel free to use a table to summarize your policy and approach. (As one example, refer to Table 6.2 in the textbook).
Submit your team development plan in the form of a minimum two-page document. Adhere to APA Style when constructing this assignment, including in-text citations and references for all sources that are used. Please note that no abstract is needed.
.
Note: In Unit VIII of this course, you will include a summary of your team development plan as part of a PowerPoint presentation.
Figure 6
The scope of developing project human resources includes the following key activities:
•
Improving project team skills and competencies
By comparing the wanted (target) skills and competencies with current (baseline) skills and competencies
By offering training and development opportunities to fill the
skills and competencies gaps
•
Improving interaction among project team members
By creating a culture based on trust, respect, and collaboration
By offering team-building opportunities
•
Improving project team environment
By creating a
project environment that is conducive for diverse teams to work together amicably
•
Motivating project team members
By providing challenges and opportunities, providing coaching and feedback in a timely manner
By recognizing and rewarding the good behavior.
Timing
Started early in the project life cycle, the project team development process is performed throughout the project life cycle for ongoing improvements in the team performance and also for quicker onboarding of the new team members.
Mechanism
The following sections explain how to develop project human resources.
How to Develop Project Human Resources
The project human resource acquisition process contains the following key steps:
1. Review project staff assignments.
2. Review human resource management plan.
3. Determine resource availability.
4. Utilize project ...
Slides that helps you to know the major skills of Project Manager, and it describes the fundamentals of Project Management which is a very important part of Software Engineering.
2. 1. Your organization has to follow some guidelines and policies while recruiting people to
the company. From your project perspective, these guidelines and policies will be
classified as:
1. Regulations
2. Best practices
3. Assumptions
4. Constraints
3. 1. Your organization has to follow some guidelines and policies while recruiting people to
the company. From your project perspective, these guidelines and policies will be
classified as:
1. Regulations
2. Best practices
3. Assumptions
4. Constraints
Correct Choice: 4
Justification: One or more of the organizations involved in the project may have policies, guidelines, or procedures governing staff
acquisitions. When they exist, such practices act as a constraint on the staff acquisition process
Reference: pmstudy.com notes as mentioned above
4. 2. As a project manager, you advocate active participation of your team members - this is
because you believe in:
1. Theory Y (McGregor Model)
2. Theory X (McGregor Model)
3. Maslow`s hierarchy of needs
4. Referent power
5. 2. As a project manager, you advocate active participation of your team members - this is
because you believe in:
1. Theory Y (McGregor Model)
2. Theory X (McGregor Model)
3. Maslow`s hierarchy of needs
4. Referent power
Correct Choice: 1
Justification: Douglas McGregor advocated that most workers can be categorized according to two theories:
* Theory X: This assumes that the workers are inherently lazy and require supervision
* Theory Y: The average worker finds physical and mental effort on the job satisfying, and likes his work.
Reference: Project Management - A Systems Approach to Planning, Scheduling and Controlling, Page Number: 234-235
6. 3. You have been given a high priority task that needs to be completed within a short time frame.
Since you know what has to be done, you assign tasks to the different team members and
tell them when and how the tasks should be done. The management style that you are
following is:
1. Directing
2. Laissez Faire
3. Delegating
4. Task-oriented
7. 3. You have been given a high priority task that needs to be completed within a short time frame.
Since you know what has to be done, you assign tasks to the different team members and
tell them when and how the tasks should be done. The management style that you are
following is:
1. Directing
2. Laissez Faire
3. Delegating
4. Task-oriented
Correct Choice: 1
Justification:
Reference: pmstudy.com notes as mentioned above
8. 4. As a project manager, you are interested in the personal activities of team-members. Other than
working with you on the project, the team members love to go out with you for lunch or an
occasional game of golf. The power that you have over the team members is:
1. Penalty
2. Expert
3. Legitimate
4. Referent
9. 4. As a project manager, you are interested in the personal activities of team-members. Other than
working with you on the project, the team members love to go out with you for lunch or an
occasional game of golf. The power that you have over the team members is:
1. Penalty
2. Expert
3. Legitimate
4. Referent
Correct Choice: 4
Justification: The five interpersonal influences are:
* Legitimate Power: The ability to gain support because project personnel perceive the project manager as being officially
empowered to issue orders.
* Reward Power: The ability to gain support because project personnel perceive the project manager as capable of directly or
indirectly dispensing valued organizational rewards such as salary, promotion, bonus, future work assignments.
* Penalty Power: The ability to gain support because the project personnel perceive the project manager as capable of directly
or indirectly dispensing penalties that they wish to avoid. Penalty power usually derives from the same source as reward
power, with one being a necessary condition for the other.
* Expert Power:The ability to gain support because personnel perceive the project manager as possessing special knowledge
or expertise.
* Referent power:The ability to gain support because project personnel feel personally attracted to the project manager or
project.
Reference: Project Management - A Systems Approach to Planning, Scheduling and Controlling, Page Number: 246-247
pmstudy.com comments: Referent power is because team members like the manner in which project manager treats them.
10. 5. You are tired of the constant disagreements among your team members
regarding some pressing issues. You ask them to stop arguing and do the
tasks in the way in which you want them to be done. Your conflict handling
approach is:
1. Smoothing
2. Forcing
3. Confrontation
4. Withdrawal
11. 5. You are tired of the constant disagreements among your team members regarding some
pressing issues. You ask them to stop arguing and do the tasks in the way in which you
want them to be done. Your conflict handling approach is:
1. Smoothing
2. Forcing
3. Confrontation
4. Withdrawal
Correct Choice: 2
Justification:
Reference: Project Management - A Systems Approach to Planning, Scheduling and Controlling, Page Number: 389
12. 6. In your project, you have started doing human resource planning and are studying the
Interpersonal relationships among the candidates who are being considered for the
project team. Some factors you consider include:
- What type of formal and informal reporting relationships exist amongst the
candidates for the project team?
- What are the candidates` job descriptions?
- What are the supervisor-subordinate relationships?
- What cultural or language differences will affect working relationships among team
members?
- What levels of trust and respect currently exist?
All this information will be available as a part of :
1. Enterprise environmental factors
2. Organization hierarchy
3. Informal reporting relationships
4. Job staffing plan
13. 6. In your project, you have started doing human resource planning and are studying the
Interpersonal relationships among the candidates who are being considered for the
project team. Some factors you consider include:
- What type of formal and informal reporting relationships exist amongst the
candidates for the project team?
- What are the candidates` job descriptions?
- What are the supervisor-subordinate relationships?
- What cultural or language differences will affect working relationships among team
members?
- What levels of trust and respect currently exist?
All this information will be available as a part of :
1. Enterprise environmental factors
2. Organization hierarchy
3. Informal reporting relationships
4. Job staffing plan
Correct Choice: 1
Justification: Enterprise Environmental Factors: The definition of project roles and responsibilities is developed with an
understanding of the ways that existing organizations will be involved and how the technical disciplines and people currently
interact with one another. Some of the relevant enterprise environmental factors involving organizational culture and structure are:
Interpersonal : (all examples given in the question are mentioned)
Reference: PMBOK Third Edition, Page Number: 203
14. 7. Which of the following organizational charts has a hierarchical format?
1. RACI Chart
2. Organizational Breakdown Structure
3. Work Breakdown Structure
4. Text-Oriented Chart
15. 7. Which of the following organizational charts has a hierarchical format?
1. RACI Chart
2. Organizational Breakdown Structure
3. Work Breakdown Structure
4. Text-Oriented Chart
Correct Choice: 2
Justification: Hierarchical-type charts: ... The organizational breakdown structure (OBS) looks similar to the WBS, but instead of
being arranged according to a breakdown of project deliverables, it is arranged according to an organization`s existing departments,
units or teams.
(Please note: RACI chart is a Matrix-based chart, work breakdown structure is not a type of organization chart)
Reference: PMBOK Third Edition, Page Number: 205
16. 8. In your project, you invest a lot of time in team development to increase the team`s
performance, which increases the likelihood of meeting project objectives. Which of
the following indicators would you use to evaluate your team`s effectiveness?
1. Improvement in skills of team members
2. Improvement in competencies and sentiments that help the team to perform better as a
group
3. Decrease in staff-attrition (i.e. fewer people leaving the project team)
4. All the above
17. 8. In your project, you invest a lot of time in team development to increase the team`s
performance, which increases the likelihood of meeting project objectives. Which of
the following indicators would you use to evaluate your team`s effectiveness?
1. Improvement in skills of team members
2. Improvement in competencies and sentiments that help the team to perform better as a
group
3. Decrease in staff-attrition (i.e. fewer people leaving the project team)
4. All the above
Correct Choice: 4
Justification: Team performance assessment: The evaluation of a team`s effectiveness can include indicators such as:
- Improvements in skills that allow a person to perform assigned activities more effectively
- Improvements in competencies and sentiments that help the team to perform better as a group
- Reduced staff turnover rate
Reference: PMBOK Third Edition, Page Number: 215
18. 9. In your project, you establish clear expectations regarding acceptable behavior by
project team members e.g. managing conflicts, resolving issues, timely
attendance at all meetings etc. You believe that early commitment to clear
guidelines will decrease misunderstanding and increase productivity. These
expectations and guidelines can also be referred to as:
1. Team-building activities
2. Ground rules
3. General management skills
4. Rules of conduct
19. 9. In your project, you establish clear expectations regarding acceptable behavior by
project team members e.g. managing conflicts, resolving issues, timely
attendance at all meetings etc. You believe that early commitment to clear
guidelines will decrease misunderstanding and increase productivity. These
expectations and guidelines can also be referred to as:
1. Team-building activities
2. Ground rules
3. General management skills
4. Rules of conduct
Correct Choice: 2
Justification: Ground rules establish clear expectations regarding acceptable behavior by project team members. Early
communication to clear guidelines decreases misunderstandings and increases productivity. The process of discussing
ground rules allows team members to discover values that are important to one another.
Reference: PMBOK Third Edition, Page Number: 214
20. 10. As a project manager, you are in the process of creating a list of all the project team
members, their roles and communication information. This information should reside in
the:
1. Project Plan
2. Project Team Directory
3. Performance Reports
4. Responsibility Assignment Matrix
21. 10. As a project manager, you are in the process of creating a list of all the project team
members, their roles and communication information. This information should reside in
the:
1. Project Plan
2. Project Team Directory
3. Performance Reports
4. Responsibility Assignment Matrix
Correct Choice: 2
Justification: Project team directory: A documented list of project team members, their project roles and communication information
Reference: PMBOK Third Edition, Page Number: 370
22. 11. You are the project manager of a complicated construction project which involves building
highways in the whole state of North Carolina. You have several groups working with you in
the project. To plan resources for this project, you should preferably use a/an:
1. Staffing Pool description
2. Staffing Management Plan
3. Responsibility Assignment Matrix
4. Organization Matrix
23. 11. You are the project manager of a complicated construction project which involves building
highways in the whole state of North Carolina. You have several groups working with you in
the project. To plan resources for this project, you should preferably use a/an:
1. Staffing Pool description
2. Staffing Management Plan
3. Responsibility Assignment Matrix
4. Organization Matrix
Correct Choice: 3
Justification: On larger projects, RAMs can be developed at various levels. For example, a high-level RAM can define which
project team or group is responsible for each component of the WBS, while lower level RAMs are used within the group to
designate roles, responsibilities, and levels of authority for specific activities.
Reference: PMBOK Third Edition, Page Number: 206
24. 12. As a project manager, you realize the importance of team development for human resource
management. Team development helps in developing individual and group competencies
to enhance project performance. All of the following are tools and techniques for
"Develop Project Team" EXCEPT:
1. General Management Skills
2. Pre-assignment
3. Training
4. Ground Rules
25. 12. As a project manager, you realize the importance of team development for human resource
management. Team development helps in developing individual and group competencies
to enhance project performance. All of the following are tools and techniques for
"Develop Project Team" EXCEPT:
1. General Management Skills
2. Pre-assignment
3. Training
4. Ground Rules
Correct Choice: 2
Justification: Figure 9-8
Reference: PMBOK Third Edition, Page Number: 212
26. 13. You are the project manager in a matrix organization. So, all your team members report to you and
the functional manager of their respective departments. Managing this dual relationship is always
a challenge and should generally be the responsibility of the:
1. Project Manager
2. Functional Manager
3. Project Manager and Functional Manager
4. Program Manager
27. 13. You are the project manager in a matrix organization. So, all your team members report to
you and the functional manager of their respective departments. Managing this dual
relationship is always a challenge and should generally be the responsibility of the:
1. Project Manager
2. Functional Manager
3. Project Manager and Functional Manager
4. Program Manager
Correct Choice: 1
Justification: Management of the project team is complicated when team members are accountable to both a the functional
manager and the project manager within a matrix organization. Effective management of this dual reporting relationship is often a
critical success factor for the project, and is generally the responsibility of the project manager.
Reference: PMBOK Third Edition, Page Number: 215
28. 14. Your project has two hundred and fifty people from five different countries working to
create a software solution which is going to be deployed across fifteen countries.
Managing your virtual team is a challenge when compared with managing a collocated
project. You should spend more time working on enhancing your:
1. Integrated Change Control Process
1. Contract Management Skills
2. Staffing Management Plan
3. Communications Planning
29. 14. Your project has two hundred and fifty people from five different countries working to
create a software solution which is going to be deployed across fifteen countries.
Managing your virtual team is a challenge when compared with managing a collocated
project. You should spend more time working on enhancing your:
1. Integrated Change Control Process
1. Contract Management Skills
2. Staffing Management Plan
3. Communications Planning
Correct Choice: 4
Justification: Communications Planning becomes increasingly important in a virtual team environment. Additional
time may need to be spent to set clear expectations, develop protocols for confronting conflict, include people in
decision-making and share credit in successes.
Reference: PMBOK Third Edition, Page Number: 211
30. 15. You are the project manager managing the setting up of an oil rig in the Pacific Ocean.
Which of the following could be a valid constraint when you are doing human resource
planning for your project?
1. Weak matrix organization structure
2. Unlimited budget since the project is very critical to meet compliance needs
3. Oil price increasing above $ 60 per barrel
4. None of the above
31. 15. You are the project manager managing the setting up of an oil rig in the Pacific Ocean.
Which of the following could be a valid constraint when you are doing human resource
planning for your project?
1. Weak matrix organization structure
2. Unlimited budget since the project is very critical to meet compliance needs
3. Oil price increasing above $ 60 per barrel
4. None of the above
Correct Choice: 1
Justification: Examples of constraints that can limit flexibility in the human resource planning process:... an organization
whose basic structure is a weak matrix means a relatively weaker role for the project manager.
Reference: PMBOK Third Edition, Page Number: 204
pmstudy.com commments:
- Unlimited budget is not a constraint(limited budget could be a potential constraint and limit the project team`s options)
- Oil price increasing over $ 60 per barrel is also not a constraint (it is an assumption)
32. 16. Ten members were assigned in advance to your project team. This pre-assignment
could be because of all the following reasons EXCEPT:
1. Specific people were promised as part of a competitive proposal
1. Suitable people came forward and mentioned that they wanted to work on the project
2. Staff assignments were defined in the project charter
3. The project is dependent on the expertise of some of the pre-assigned persons
33. 16. Ten members were assigned in advance to your project team. This pre-assignment
could be because of all the following reasons EXCEPT:
1. Specific people were promised as part of a competitive proposal
1. Suitable people came forward and mentioned that they wanted to work on the project
2. Staff assignments were defined in the project charter
3. The project is dependent on the expertise of some of the pre-assigned persons
Correct Choice: 2
Justification: In some cases, project team members are known in advance; that is, they are pre-assigned. This situation can occur
if the project is the result of specific people being promised as part of a competitive proposal, if the project is dependent on the
expertise of particular persons, or if some staff assignments are defined within the project charter.
Reference: PMBOK Third Edition, Page Number: 210
34. Wrap Up
Conference Number: 547-941-6414 or 866-547-8978
Passcode: Leader – 844306338, Participant – 370670831
8 Communication Management December 4 2:00pm EST Presenter:
(PMBOK Chapters 10)
https://www.rooms.hp.com/attend/default.aspx?key=EHXGVVKCJ4
Participant:
https://www.rooms.hp.com/attend/default.aspx?key=EP97N3NZ28