Chapter 9: Project Human Resource Management

TRUE/FALSE

	1.	Most project managers agree that managing human resources effectively is one of the toughest challenges they face.

ANS:	T	PTS:	1	REF:	338

	2.	The global job market for information technology workers is contracting.

ANS:	F	PTS:	1	REF:	338

	3.	Hiring managers say interpersonal skills are the least important soft skill for information technology workers.

ANS:	F	PTS:	1	REF:	339

	4.	As the job market changes, people should upgrade their skills to remain marketable and flexible.

ANS:	T	PTS:	1	REF:	339

	5.	Many highly qualified information technology workers lost their jobs in the past few years.

ANS:	T	PTS:	1	REF:	339

	6.	If companies plan their projects well, they can avoid the need for overtime, or they can make it clear that overtime is optional.

ANS:	T	PTS:	1	REF:	340

	7.	Team-building skills are often not a challenge for many project managers.

ANS:	F	PTS:	1	REF:	343

	8.	Extrinsic motivation causes people to participate in an activity for their own enjoyment.

ANS:	F	PTS:	1	REF:	344

	9.	Maslow’s hierarchy of needs states that people’s behaviors are guided or motivated by a sequence of needs.

ANS:	T	PTS:	1	REF:	344

	10.	Maslow suggests that each level of the hierarchy of needs is not necessarily a prerequisite for the levels above.

ANS:	F	PTS:	1	REF:	344

	11.	According to Herzberg, hygiene factors such as larger salaries, more supervision, or a more attractive work environment would motivate workers to do more if present.

ANS:	F	PTS:	1	REF:	345-346

	12.	People who need institutional power or social power want to organize others to further the goals of the organization.

ANS:	T	PTS:	1	REF:	347

	13.	People who believe in Theory Y assume that workers dislike and avoid work if possible, so managers must use coercion, threats, and various control schemes to get workers to make adequate efforts to meet objectives.

ANS:	F	PTS:	1	REF:	347

	14.	Project managers often do not have control over project staff who report to them.

ANS:	T	PTS:	1	REF:	348

	15.	Assignment, budget, promotion, money, and penalty influence bases are automatically available to project managers as part of their position.

ANS:	F	PTS:	1	REF:	348

	16.	Thamhain and Wilemon found that when project managers used work challenge and expertise to influence people, projects were more likely to succeed.

ANS:	T	PTS:	1	REF:	348

	17.	Legitimate power involves using personal knowledge and expertise to get people to change their behavior.

ANS:	F	PTS:	1	REF:	349

	18.	Smaller information technology projects usually have deputy project managers or subproject managers.

ANS:	F	PTS:	1	REF:	353

	19.	A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the OBS to the people responsible for performing the work as described in the WBS.

ANS:	F	PTS:	1	REF:	354

	20.	A RAM should only be used to assign detailed work activities.

ANS:	F	PTS:	1	REF:	355

	21.	A staffing management plan describes when and how people will be added to and taken off the project team.

ANS:	T	PTS:	1	REF:	356

	22.	One innovative approach to hiring and retaining information technology staff is to offer existing employees incentives for helping recruit and retain personnel.

ANS:	T	PTS:	1	REF:	358

	23.	Schedules tend to focus primarily on time rather than on both time and resources.

ANS:	T	PTS:	1	REF:	359

	24.	If a certain resource is overallocated, the project manager can change the schedule to remove resource overallocation.

ANS:	T	PTS:	1	REF:	361

	25.	When resources are used on a more constant basis, they require more management.

ANS:	F	PTS:	1	REF:	362

	26.	Resource leveling results in fewer problems for project personnel and accounting departments.

ANS:	T	PTS:	1	REF:	362

	27.	Project managers often recommend that people take specific training courses to improve individual and team development.

ANS:	T	PTS:	1	REF:	363

	28.	The first dimension of psychological type in the MBTI signifies whether people draw their energy from other people (extroverts) or from inside themselves (introverts).

ANS:	T	PTS:	1	REF:	364

	29.	Project managers do not need to continually assess their team’s performance.

ANS:	F	PTS:	1	REF:	368

	30.	Project managers should limit the size of work teams to eight to ten members.

ANS:	F	PTS:	1	REF:	370

MULTIPLE CHOICE

	1.	Human resource management includes ____ processes.
a.	three	c.	five	
b.	four	d.	six	

ANS:	B	PTS:	1	REF:	343

	2.	____ involves getting the needed personnel assigned to and working on the project.
a.	Developing the human resource plan	c.	Acquiring the project team	
b.	Developing the project team	d.	Managing the project team	

ANS:	C	PTS:	1	REF:	343

	3.	Key outputs of ____ process are project staff assignments, resource calendars, and project management plan updates.
a.	managing the project team	c.	developing the project team	
b.	acquiring the project team	d.	developing the human resource plan	

ANS:	B	PTS:	1	REF:	343

	4.	____ involves building individual and group skills to enhance project performance.
a.	Developing the human resource plan	c.	Acquiring the project team	
b.	Developing the project team	d.	Managing the project team	

ANS:	B	PTS:	1	REF:	343

	5.	The main outputs of ____ process are team performance assessments and enterprise environmental factors updates.
a.	managing the project team	c.	developing the project team	
b.	acquiring the project team	d.	human resource planning	

ANS:	C	PTS:	1	REF:	343

	6.	____ involves tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance.
a.	Developing the human resource plan	c.	Acquiring the project team	
b.	Developing the project team	d.	Managing the project team	

ANS:	D	PTS:	1	REF:	343

	7.	____ involves identifying and documenting project roles, responsibilities, and reporting relationships.
a.	Developing the human resource plan	c.	Acquiring the project team	
b.	Developing the project team	d.	Managing the project team	

ANS:	A	PTS:	1	REF:	343

	8.	Abraham Maslow, a highly respected psychologist, rejected the dehumanizing negativism of psychology in the ____.
a.	1940s	c.	1960s	
b.	1950s	d.	1970s	

ANS:	B	PTS:	1	REF:	344

	9.	____ is best known for developing a hierarchy of needs.
a.	Frederick Herzberg	c.	Abraham Maslow	
b.	David McClelland	d.	Douglas McGregor	

ANS:	C	PTS:	1	REF:	344

	10.	At the bottom of Maslow’s structure are ____ needs.
a.	esteem	c.	physiological	
b.	self-actualization	d.	social	

ANS:	C	PTS:	1	REF:	344

	11.	____ is at the top of Maslow’s structure.
a.	Esteem	c.	Physiological	
b.	Self-actualization	d.	Social	

ANS:	B	PTS:	1	REF:	345

	12.	The bottom four needs in Maslow’s structure are referred to as ____ needs.
a.	self-actualization	c.	safety	
b.	deficiency	d.	growth	

ANS:	B	PTS:	1	REF:	345

	13.	The highest level of needs in Maslow’s structure is referred to as a ____ need.
a.	deficiency	c.	safety	
b.	growth	d.	physiological	

ANS:	B	PTS:	1	REF:	345

	14.	____ is best known for distinguishing between motivational factors and hygiene factors when considering motivation in work settings.
a.	Frederick Herzberg	c.	Abraham Maslow	
b.	David McClelland	d.	Douglas McGregor	

ANS:	A	PTS:	1	REF:	345

	15.	____ found that people were motivated to work mostly by feelings of personal achievement and recognition.
a.	Maslow	c.	McClelland	
b.	McGregor	d.	Herzberg	

ANS:	D	PTS:	1	REF:	346

	16.	____ proposed that an individual’s specific needs are acquired or learned over time and shaped by life experiences.
a.	Frederick Herzberg	c.	Abraham Maslow	
b.	David McClelland	d.	Douglas McGregor	

ANS:	B	PTS:	1	REF:	346

	17.	People with a high need for ____ seek to excel and tend to avoid both low-risk and high-risk situations to improve their chances for achieving something worthwhile.
a.	affiliation	c.	power	
b.	money	d.	achievement	

ANS:	D	PTS:	1	REF:	347

	18.	People with a high need for ____ desire harmonious relationships with other people and need to feel accepted by others.
a.	affiliation	c.	power	
b.	money	d.	achievement	

ANS:	A	PTS:	1	REF:	347

	19.	People who need personal ____ want to direct others and can be seen as bossy.
a.	affiliation	c.	power	
b.	advancement	d.	achievement	

ANS:	C	PTS:	1	REF:	347

	20.	The ____ presents subjects with a series of ambiguous pictures and asks them to develop a spontaneous story for each picture, assuming they will project their own needs into the story.
a.	RAM	c.	TAT	
b.	MBTI	d.	RACI	

ANS:	C	PTS:	1	REF:	347

	21.	____ is best known for developing Theory X and Theory Y.
a.	Frederick Herzberg	c.	Abraham Maslow	
b.	David McClelland	d.	Douglas McGregor	

ANS:	D	PTS:	1	REF:	347

	22.	People who believe in ____ assume that the average worker wants to be directed and prefers to avoid responsibility.
a.	Theory W	c.	Theory Y	
b.	Theory X	d.	Theory Z	

ANS:	B	PTS:	1	REF:	347

	23.	____ emphasizes things such as job rotation, broadening of skills, generalization versus specialization, and the need for continuous training of workers.
a.	Theory W	c.	Theory Y	
b.	Theory X	d.	Theory Z	

ANS:	D	PTS:	1	REF:	348

	24.	According to Thamhain and Wilemon, ____ is the legitimate hierarchical right to issue orders.
a.	authority	c.	expertise	
b.	assignment	d.	promotion	

ANS:	A	PTS:	1	REF:	348

	25.	According to Thamhain and Wilemon, ____ is the ability to improve a worker’s position.
a.	authority	c.	expertise	
b.	assignment	d.	promotion	

ANS:	D	PTS:	1	REF:	348

	26.	____ involves using punishment, threats, or other negative approaches to get people to do things they do not want to do.
a.	Legitimate power	c.	Reward power	
b.	Coercive power	d.	Referent power	

ANS:	B	PTS:	1	REF:	349

	27.	____ involves using incentives to induce people to do things.
a.	Legitimate power	c.	Reward power	
b.	Coercive power	d.	Referent power	

ANS:	C	PTS:	1	REF:	349

	28.	____ is based on an individual’s personal charisma.
a.	Legitimate power	c.	Reward power	
b.	Coercive power	d.	Referent power	

ANS:	D	PTS:	1	REF:	349

	29.	Which of Covey’s habits does Douglas Ross suggest differentiates good project managers from average or poor project managers? ____
a.	Think win/win	
b.	Seek first to understand, then to be understood	
c.	Begin with the end in mind	
d.	Synergize	

ANS:	B	PTS:	1	REF:	351

	30.	____ is matching certain behaviors of the other person.
a.	Empathic listening	c.	Synergy	
b.	Rapport	d.	Mirroring	

ANS:	D	PTS:	1	REF:	351

	31.	____ fill in for project managers in their absence and assist them as needed.
a.	Deputy project managers	c.	Assistant project managers	
b.	Subproject managers	d.	Second-tier project managers	

ANS:	A	PTS:	1	REF:	352

	32.	The first step in the framework for defining and assigning work is ____.
a.	defining how the work will be accomplished	
b.	breaking down the work into manageable elements	
c.	finalizing the project requirements	
d.	assigning work responsibilities	

ANS:	C	PTS:	1	REF:	353

	33.	A(n) ____ is a column chart that shows the number of resources assigned to a project over time.
a.	responsibility assignment matrix	c.	RACI charts	
b.	resource histogram	d.	organizational breakdown structure	

ANS:	B	PTS:	1	REF:	357

	34.	____ refers to the amount of individual resources an existing schedule requires during specific time periods.
a.	Resource loading	c.	Resource allocation	
b.	Resource leveling	d.	Resource requesting	

ANS:	A	PTS:	1	REF:	360

	35.	____ is a technique for resolving resource conflicts by delaying tasks.
a.	Resource loading	c.	Resource allocation	
b.	Resource leveling	d.	Resource requesting	

ANS:	B	PTS:	1	REF:	361

	36.	In the Tuckman model, ____ occurs as team members have different opinions as to how the team should operate.
a.	performing	c.	forming	
b.	norming	d.	storming	

ANS:	D	PTS:	1	REF:	363

	37.	In the Tuckman model, ____ occurs when the emphasis is on reaching the team goals, rather than working on team process.
a.	performing	c.	forming	
b.	norming	d.	storming	

ANS:	A	PTS:	1	REF:	363

	38.	In the MBTI, the ____ dimension relates to the manner in which you gather information.
a.	Extrovert/Introvert	c.	Judgment/Perception	
b.	Thinking/Feeling	d.	Sensation/Intuition	

ANS:	D	PTS:	1	REF:	364

	39.	Psychologist David Merril describes ____ as reactive and task-oriented.
a.	“Expressives”	c.	“Analyticals”	
b.	“Drivers”	d.	“Amiables”	

ANS:	C	PTS:	1	REF:	366

	40.	Psychologist David Merril describes ____ as reactive and people-oriented.
a.	“Expressives”	c.	“Analyticals”	
b.	“Drivers”	d.	“Amiables”	

ANS:	D	PTS:	1	REF:	366

COMPLETION

	1.	If organizations want to be successful at implementing information technology projects, they need to understand the importance of project _________________________ and take actions to make effective use of people.

ANS:	human resource management

PTS:	1	REF:	340

	2.	Psychosocial issues that affect how people work and how well they work include ____________________, influence and power, and effectiveness.

ANS:	motivation

PTS:	1	REF:	344

	3.	_________________________ causes people to do something for a reward or to avoid a penalty.

ANS:	Extrinsic motivation

PTS:	1	REF:	344

	4.	Only after meeting ____________________ needs can individuals act upon growth needs.

ANS:	deficiency

PTS:	1	REF:	345

	5.	Herzberg called factors that cause job satisfaction ____________________.

ANS:	motivators

PTS:	1	REF:	345

	6.	____________________ should receive frequent performance feedback, and although money is not an important motivator to them, it is an effective form of feedback.

ANS:	Achievers

PTS:	1	REF:	347

	7.	The ___________________________________ is a tool to measure the individual needs of different people using McClelland’s categories.

ANS:	
TAT
Thematic Apperception Test
Thematic Apperception Test (TAT)
(TAT) Thematic Apperception Test

PTS:	1	REF:	347

	8.	Managers who believe in McGregor’s ____________________ assume that individuals do not inherently dislike work, but consider it as natural as play or rest.

ANS:	Theory Y

PTS:	1	REF:	347

	9.	____________________ is the potential ability to influence behavior to get people to do things they would not otherwise do.

ANS:	Power

PTS:	1	REF:	348

	10.	There are ____________________ main types of power, based on French and Raven’s classic study, “The Bases of Social Power.”

ANS:	
five
5

PTS:	1	REF:	349

	11.	____________________ is getting people to do things based on a position of authority.

ANS:	Legitimate power

PTS:	1	REF:	349

	12.	____________________ is the concept that the whole is equal to more than the sum of its parts.

ANS:	Synergy

PTS:	1	REF:	350

	13.	Covey, like Maslow, believes that people have the ability to be ____________________ and choose their responses to different situations.

ANS:	proactive

PTS:	1	REF:	350

	14.	____________________ is listening with the intent to understand.

ANS:	Empathic listening

PTS:	1	REF:	350

	15.	____________________ is a relation of harmony, conformity, accord, or affinity.

ANS:	Rapport

PTS:	1	REF:	351

	16.	The ____________________ often includes an organizational chart for the project, detailed information on roles and responsibilities, and a staffing management plan.

ANS:	human resource plan

PTS:	1	REF:	352

	17.	____________________ are responsible for managing the subprojects into which a large project might be divided.

ANS:	Subproject managers

PTS:	1	REF:	352-353

	18.	A(n) ______________________________ or draft contract often provides the basis for defining and finalizing work requirements.

ANS:	
RFP
Request for Proposal
Request for Proposal (RFP)
RFP (Request for Proposal)

PTS:	1	REF:	353

	19.	The ________________________________________ allocates work to responsible and performing organizations, teams, or individuals, depending on the desired level of detail.

ANS:	
RAM
responsibility assignment matrix
responsibility assignment matrix (RAM)
RAM (responsibility assignment matrix)

PTS:	1	REF:	354

	20.	A(n) ________________________________________ is a specific type of organizational chart that shows which organizational units are responsible for which work items.

ANS:	
OBS
organizational breakdown structure
organizational breakdown structure (OBS)
OBS (organizational breakdown structure)

PTS:	1	REF:	354

	21.	Some organizations use ____________________ to show Responsibility, Accountability, Consultation, and Informed roles for project stakeholders.

ANS:	RACI charts

PTS:	1	REF:	355

	22.	____________________ means more resources than are available are assigned to perform work at a given time.

ANS:	Overallocation

PTS:	1	REF:	360

	23.	Resource ____________________ aims to minimize period-by-period variations in resource loading by shifting tasks within their slack allowances.

ANS:	leveling

PTS:	1	REF:	361

	24.	The ___________________________________ is a popular tool for determining personality preferences.

ANS:	
MBTI
Myers-Briggs Type Indicator
Myers-Briggs Type Indicator (MBTI)
MBTI (Myers-Briggs Type Indicator)

PTS:	1	REF:	364

	25.	Many project managers keep a(n) ____________________ to document, monitor, and track issues that need to be resolved for the project team to work effectively.

ANS:	issue log

PTS:	1	REF:	369

ESSAY

	1.	List and briefly describe the four processes involved in human resource management.

ANS:	
Developing the human resource plan involves identifying and documenting project roles, responsibilities, and reporting relationships. The main output of this process is a human resource plan.

Acquiring the project team involves getting the needed personnel assigned to and working on the project. Key outputs of this process are project staff assignments, resource calendars, and project management plan updates.

Developing the project team involves building individual and group skills to enhance project performance. Team-building skills are often a challenge for many project managers. The main outputs of this process are team performance assessments and enterprise environmental factors updates.

Managing the project team involves tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance. Outputs of this process include enterprise environmental factors updates, organizational process assets updates, change requests, and project management plan updates.

PTS:	1	REF:	343

	2.	Describe Maslow’s hierarchy of needs. How does it relate to information technology projects?

ANS:	
Maslow’s hierarchy of needs states that people’s behaviors are guided or motivated by a sequence of needs. At the bottom of the hierarchy are physiological needs. Once physiological needs are satisfied, safety needs guide behavior. Once safety needs are satisfied, social needs come to the forefront, and so on up the hierarchy. The order of these needs and their relative sizes in the pyramid are significant. Maslow suggests that each level of the hierarchy is a prerequisite for the levels above. For example, it is not possible for a person to consider self-actualization if he or she has not addressed basic needs concerning security and safety. Once a particular need is satisfied, however, it no longer serves as a potent motivator of behavior.

The bottom four needs in Maslow’s hierarchy—physiological, safety, social, and esteem needs—are referred to as deficiency needs, and the highest level, self-actualization, is considered a growth need. Only after meeting deficiency needs can individuals act upon growth needs. Self-actualized people are problem-focused, have an appreciation for life, are concerned about personal growth, and have the ability to have peak experience.

Most people working on an information technology project will probably have their basic physiological and safety needs met. If someone has a sudden medical emergency or is laid off from work, however, physiological and safety needs will move to the forefront. To motivate project team members, the project manager needs to understand each person’s motivation, especially with regard to social, esteem, and self-actualization or growth needs. Team members new to a company and city might be motivated by social needs. To address social needs, some companies organize gatherings and social events for new workers. Other project members may find these events to be an invasion of personal time they would rather spend with their friends and family or working on an advanced degree.

PTS:	1	REF:	344-345

	3.	What are the five main types of power? Briefly describe each type.

ANS:	
Coercive power involves using punishment, threats, or other negative approaches to get people to do things they do not want to do. This type of power is similar to Thamhain’s and Wilemon’s influence category called penalty. For example, a project manager can threaten to fire workers or subcontractors to try to get them to change their behavior. If the project manager really has the power to fire people, he or she could follow through on the threat. Recall, however, that influencing using penalties is correlated with unsuccessful projects. Still, coercive power can be very effective in stopping negative behavior. 

Legitimate power is getting people to do things based on a position of authority. This type of power is similar to the authority basis of influence. If top management gives project managers organizational authority, project managers can use legitimate power in several situations. They can make key decisions without involving the project team, for example. Overemphasis of legitimate power or authority also correlates with project failure.

Expert power involves using personal knowledge and expertise to get people to change their behavior. If people perceive that project managers are experts in certain situations, they will follow their suggestions. For example, if a project manager has expertise in working with a particular information technology supplier and their products, the project team will be more likely to follow the project manager’s suggestions on how to work with that vendor and its products.

Reward power involves using incentives to induce people to do things. Rewards can include money, status, recognition, promotions, special work assignments, or other means of rewarding someone for desired behavior. Many motivation theorists suggest that only certain types of rewards, such as work challenge, achievement, and recognition, truly induce people to change their behavior or work hard.

Referent power is based on an individual’s personal charisma. People hold someone with referent power in very high regard and will do what they say based on their regard for the person. People such as Martin Luther King, Jr., John F. Kennedy, and Bill Clinton had referent power. Very few people possess the natural charisma that underlies referent power.

PTS:	1	REF:	349

	4.	What is a staffing management plan?

ANS:	
A staffing management plan describes when and how people will be added to and taken off the project team. It is often part of the project management plan. The level of detail may vary based on the type of project. For example, if an information technology project is projected to need 100 people on average over a year, the staffing management plan would describe the types of people needed to work on the project, such as Java programmers, business analysts, technical writers, and so on, and the number of each type of person needed each month. It would also describe how these resources would be acquired, trained, rewarded, reassigned after the project, and so on. All of these issues are important to meeting the needs of the project, the employees, and the organization.

PTS:	1	REF:	356

	5.	What are the five stages of the Tuckman model? Briefly describe each stage.

ANS:	
1. Forming involves the introduction of team members, either at the initiation of the team, or as new members are introduced. This stage is necessary, but little work is actually achieved.

2. Storming occurs as team members have different opinions as to how the team should operate. People test each other, and there is often conflict within the team.

3. Norming is achieved when team members have developed a common working method, and cooperation and collaboration replace the conflict and mistrust of the previous phase.

4. Performing occurs when the emphasis is on reaching the team goals, rather than working on team process. Relationships are settled, and team members are likely to build loyalty towards each other. At this stage, the team is able to manage tasks that are more complex and cope with greater change.

5. Adjourning involves the break-up of the team after they successfully reach their goals and complete the work.

PTS:	1	REF:	363