MEMORY PMP Exam Prep

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Adjourning Once the project is done, either the team moves o

nto other assignments as a unit, or the project te
am is disbanded and individual team members go
on to other work.

Authority power Project management team members may have au

thority over other project team members, may hav
e the ability to make decisions, and perhaps even
sign approvals for project work and purchases.

Coercive power The project manager has the authority to disciplin

e the project team members. This is also known a
s penalty power.

Collaborate/Problem solving This approach confronts the problem head-on and

is the preferred method of conflict resolution. Mul
tiple viewpoints and perspectives contribute to th
e solution.

Collective bargaining agreement constraints Contracts and agreements with unions or other e
mployee groups may serve as constraints on the p
roject.

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Competency This attribute defines what talents, skills, and cap

abilities are needed to complete the project work.

Compromising This approach requires that both parties give up s

omething.

Vroom’s Expectancy Theory This theory states that people will behave based o
n what they expect as a result of their behavior. In
other words, people will work in relation to the exp
ected reward.

Expert power The project manager’s authority comes both from

experience with the technology the project focuse
s on and from expertise in managing projects.

Forcing power The person with the power makes the decision.

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Formal power The project manager has been assigned the role o
f project manager by senior management and is i
n charge of the project.

Forming The project team meets and learns about their rol
es and responsibilities on the project. Little intera
ction among the project team happens in this sta
ge as the team is learning about the project and p
roject manager.

Herzberg’s Theory of Motivation Frederick Herzberg’s theory of the motivating age

nts and hygiene agents that affect a person’s willi
ngness to excel in his career.

Hierarchical organizational chart A chart showing the relationship between superio

r and subordinate employees, groups, disciplines,
and even departments.

Issue log A logbook of the issues the project team has iden
tified and dates as to when the issues must be res
olved by. The issue log may also include team me
mbers or stakeholders who are responsible for fin
ding a solution to the identified issues.

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Maslow’s Hierarchy of Needs Abraham Maslow’s theory of the five needs all hu
mans have and work toward.

McClelland’s Theory of Needs David McClelland developed this theory, which sta
tes our needs are acquired and developed by our
experiences over time. All people are, according t
o this theory, driven by one of three needs: achiev
ement, affiliation, or power.

McGregor’s Theory of X and Y Douglas McGregor’s theory that states managem

ent views workers in the Y category as competent
and self-led and workers in the X category as inco
mpetent and needing to be micromanaged.

Multicriteria Decision Analysis A method to rate potential project team members

based on criteria such as education, experience, s
kills, knowledge, and more.

Norming Project team members go about getting the proje

ct work, begin to rely on one another, and generall
y complete their project assignments.

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Organization chart Traditional chart that depicts how the organizatio

n is broken down by department and disciplines. T
his chart is sometimes called the organizational b
reakdown structure (OBS) and is arranged by dep
artments, units, or teams.

Ouchi’s Theory Z William Ouchi’s theory is based on the participativ

e management style of the Japanese. This theory
states that workers are motivated by a sense of c
ommitment, opportunity, and advancement.

Performing If a project team can reach the performing stage o

f team development, they trust one another, work
well together, and issues and problems get resolv
ed quickly and effectively.

Political interfaces The hidden goals, personal agendas, and alliance

s among the project team members and the stake
holders.

RACI chart A RACI chart is a matrix chart that only uses the a
ctivities of responsible, accountable, consult, and
inform.

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Referent power The project team personally knows the project ma

nager. Referent can also mean that the project ma
nager refers to the person who assigned him the p
osition.

Resource breakdown structure (RBS) This hierarchical chart can decompose the projec
t by the type of resources used throughout it.

Responsibility assignment matrix (RAM) A RAM chart shows the correlation between proje
ct team members and the work they’ve been assi
gned to complete.

Responsibility A responsibility is the work that a role performs.

Resource management plan This plan defines staff acquisition, the timetable f
or staff acquisition, the staff release plan, training
needs for the project team, any organizational co
mpliance issues, rewards and recognition, and saf
ety concerns for the project team doing the projec
t work.

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Reward The project manager has the authority to reward t

he project team.

Role This denotes what a person is specifically respon

sible for in a project. Roles are usually tied to job t
itles, such as network engineer, mechanical engin
eer, and electrician.

Smoothing This approach smooths out the conflict by minimi

zing the perceived size of the problem. It is a tem
porary solution, but can calm team relations and b
oisterous discussions.

Storming The project team struggles for project positions, l

eadership, and project direction. The project team
can become hostile toward the project leader, cha
llenge ideas, and try to establish and claim positio
ns about the project work. The amount of debate
and fury can vary depending on if the project team
is willing to work together, the nature of the projec
t, and the control of the project manager.

Technical interfaces The project team identifies the disciplines and sp

ecialties that the project will require to complete t
he project scope statement. The technical interfa
ces are the resources that will be doing the projec
t work.

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Withdrawal This conflict resolution method sees one side of t

he argument walking away from the problem, usu
ally in disgust.

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