PM WEEK 6

Project Resource Management

Making the most effective use of the human and physical resources involved with a project

Intrinsic motivation

causes people to participate in an activity for their own enjoyment

Extrinsic motivation

causes people to do something for a reward or to avoid a penalty

Maslow’s Hierarchy of Needs

categorizes human needs into a five-tier model, typically depicted as a pyramid, with the most basic needs at the bottom and higher-level needs at the top.

1. Physiological

2. Safety

3. Social

4. Esteem

5. Self-actualization

Herzberg’s Motivational-Hygiene Theory

Proposes that there are certain factors in the workplace that cause job satisfaction and separate factors that cause dissatisfaction

Motivational factors

factors that cause job satisfaction

Hygiene factors

factors that would cause dissatisfaction if not present, but would not motivate workers to do more if present

McClelland’s Acquired-Needs Theory

Specific needs are acquired or learned over time and shaped by life experiences such as Achievement, affiliation, and power

McGregor’s X and Y Theory

A theory that posits two different views on human motivation in the workplace:

• one theory assumes that people are inherently lazy and will avoid work if they can; hence, they need to be closely supervised and controlled.

• The other theory, suggests that people are self-motivated and enjoy working, so they will actively seek out responsibility.

• [the following was made by AI]

Theory X (classical systems theory)

Assume workers dislike and avoid work, so managers must use coercion, threats and various control schemes to get workers to meet objectives

Theory Y (human relations theory)

Assume individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needs

Theory Z

Introduced in 1981 by William Ouchi and is based on the Japanese approach to motivating workers, emphasizing trust, quality, collective decision making, and cultural values.

Types of Power

• Coercive

• Legitimate

• Expert

• Reward

• Referent

Coercive

using punishment, threats, or other negative approaches to get people to do things they do not want to do

Legitimate

getting people to do things based on a position of authority

Expert

using personal knowledge and expertise to get people to change their behavior

Reward

using incentives to induce people to do things. They can include money, status, recognition, promotions, and special work assignments

Referent

based on a person’s own charisma. People who have this power are held in very high regard 

Interpersonal intelligence

capacity to understand the motivations, intentions, and desires of others

Intrapersonal intelligence

capacity to understand oneself, one’s feelings, and motivations

Emotional intelligence

knowing and managing one’s own emotions and understanding the emotions of others for improved performance

Organizational breakdown structure (OBS)

A specific type of organizational chart that shows which organizational units are responsible for which work items

Staffing management plan

Describe when and how people will be added to the project team and taken off it

Resource histogram

A column chart that shows the number of resources assigned to a project over time

Resource loading

refers to the amount of individual resources an existing schedule requires during specific time periods

Resource leveling

 is a technique for resolving resource conflicts by delaying tasks

Tuckman’s five stages of development

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

Forming

involves the introduction of team members, either at the initiation of the team or as new members are introduced.

Storming

occurs when team members have different opinions for how the team should operate. 

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.

Performing

occurs when the emphasis is on reaching the team’s goals rather than working on team processes. Relationships are settled, and team members are likely to build loyalty toward each other.

Adjourning

involves the break-up of the team after it successfully reaches its goals and completes the work.

Meyers-Briggs Type Indicator

Popular tool for determining personality preferences and helping teammates understand each other

1. Extrovert/Introvert (E/I) 

2. Sensation/Intuition (S/N) 

3. Thinking/Feeling (T/F) 

4. Judgment/Perception (J/P)

The Social Styles Profile

People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness

• Driver 

• Expressive 

• Analytical 

• Amiable

DISC Profile

Four-dimensional model of normal behavior 

• Dominance

• Influence

• Steadiness

• Compliance

Compliance

Data driven, risk averse, concerned, works well alone, prefers processes and procedures, not very communicative or social

Dominance

Direct, decisive, assertive, outcome oriented, competitive self assured, takes control, has to win

Steadiness

Calm, sincere, sympathetic, cooperative, cautious, conflict averse, good listener, wants to maintain stability.

Influence

Persuasive, optimistic, outgoing, verbal, enthusiastic, strives to win other over, leadership through acclimation.