ISTM 630 ACTUAL FINALS ANSWERS AND
QUESTIONS SET A+
✔✔HR management process - ✔✔- plan HR management
- acquire project team
- develop project team
- manage project team
✔✔human resource responsibilities for project management - ✔✔- determine what
resources are needed
- negotiate with resource managers for optimal available resources
- confirm availability of resources assigned
- create a project team directory
- clearly assign roles/responsibilities
- send out letters of commendation to team members and bosses
- create recognition and reward systems
✔✔what do team members need to know - ✔✔- what activities they are to work on
- skills needed
- when they are expected to report
- what meetings they will be required to attend
- any other "work" required to do on the project
✔✔organizational process assets - ✔✔- consider org processes (processes,
procedures, and historical info)
- examples: common responsibilities of others, procedures for escalating issues,
lessons learned
✔✔organization charts and position description - ✔✔- Responsibility assignment matrix
(RAM)
- RACI Charts (responsibility, Accountable, Consult, and Inform)
✔✔organizational breakdown structure - ✔✔shows responsibilities by department
,✔✔resources breakdown structure - ✔✔breaks the work down by type of resource
✔✔recognition and reward system - ✔✔- must be able to motivate the team
- must think about each team member individually
- what do they want out of the project from a professional and personal level?
✔✔when do you acquire a project team - ✔✔during the executing phase
✔✔input processes include for acquiring a project team - ✔✔- human resource
management plan
- enterprise environmental factors
- organizational process assets
✔✔acquiring the team involves: - ✔✔- knowing which resources are preassigned
- negotiating for best possible resources
- hiring
- new employees
- resources through contracting
- understanding issues with virtual teams
- managing resource availability risk
✔✔types of teams - ✔✔- dedicated
- part-time
- partnership
- virtual
✔✔why people leave their jobs - ✔✔- they feel they do not make a difference
- they don't get proper recognition
- they aren't learning anything new or growing as a person
- don't like their coworkers
- want more money
✔✔negotiation - ✔✔know needs of team; only ask for best resources if needed
✔✔halo effect - ✔✔- tendency to rate a team member high or low on all factors due to
the high rating in one area
- " you will be a great project manager because you are a good programmer"
✔✔team-building activities - ✔✔forming, storming, norming, performing, adjourning
✔✔forming - ✔✔Team acquaints and establishes ground rules. Formalities are
preserved and members are treated as strangers
, ✔✔storming - ✔✔Members start to communicate their feelings but still view themselves
as individuals rather than part of the team. They resist control by group leaders and
show hostility.
✔✔norming - ✔✔people feel part of the team and realize that they can achieve work if
they accept other viewpoints
✔✔performing - ✔✔the team works in an open and trusting atmosphere where flexibility
is the key and hierarchy is of little importance
✔✔adjourning - ✔✔The team conducts an assessment of the year and implements a
plan for transitioning roles and recognizing members' contributions
✔✔developing project team involves: - ✔✔personal assessment tools, training, ground
rules, recognition and rewards, team performing assessment, colocation
✔✔colocation - ✔✔An organizational placement strategy where the project team
members are physically located close to one another in order to improve
communication, working relationships, and productivity.
✔✔training - ✔✔can help people understand themselves and each other, and
understand how to work better in teams
✔✔MBTI - ✔✔- popular tool for determining personality preferences and helping
teammates understand each other
- extrovert/introvert
- sensation/intuition
- thinking/feeling
- judgement/perception
✔✔NTs are attracted to - ✔✔technology fields
✔✔social styles profile - ✔✔- people are perceived as behaving primarily in one of four
zones based on their assertiveness and responsiveness: drivers, expressives,
analyticals, amiables
✔✔analytical - ✔✔- task directed responsiveness
- ask-directed assertiveness
- tends to think things through
- focuses on facts rather than feelings
- evaluates situation objectively
✔✔amiable - ✔✔- people-directed responsiveness
- ask-directed assertiveness
- oriented towards relationships
QUESTIONS SET A+
✔✔HR management process - ✔✔- plan HR management
- acquire project team
- develop project team
- manage project team
✔✔human resource responsibilities for project management - ✔✔- determine what
resources are needed
- negotiate with resource managers for optimal available resources
- confirm availability of resources assigned
- create a project team directory
- clearly assign roles/responsibilities
- send out letters of commendation to team members and bosses
- create recognition and reward systems
✔✔what do team members need to know - ✔✔- what activities they are to work on
- skills needed
- when they are expected to report
- what meetings they will be required to attend
- any other "work" required to do on the project
✔✔organizational process assets - ✔✔- consider org processes (processes,
procedures, and historical info)
- examples: common responsibilities of others, procedures for escalating issues,
lessons learned
✔✔organization charts and position description - ✔✔- Responsibility assignment matrix
(RAM)
- RACI Charts (responsibility, Accountable, Consult, and Inform)
✔✔organizational breakdown structure - ✔✔shows responsibilities by department
,✔✔resources breakdown structure - ✔✔breaks the work down by type of resource
✔✔recognition and reward system - ✔✔- must be able to motivate the team
- must think about each team member individually
- what do they want out of the project from a professional and personal level?
✔✔when do you acquire a project team - ✔✔during the executing phase
✔✔input processes include for acquiring a project team - ✔✔- human resource
management plan
- enterprise environmental factors
- organizational process assets
✔✔acquiring the team involves: - ✔✔- knowing which resources are preassigned
- negotiating for best possible resources
- hiring
- new employees
- resources through contracting
- understanding issues with virtual teams
- managing resource availability risk
✔✔types of teams - ✔✔- dedicated
- part-time
- partnership
- virtual
✔✔why people leave their jobs - ✔✔- they feel they do not make a difference
- they don't get proper recognition
- they aren't learning anything new or growing as a person
- don't like their coworkers
- want more money
✔✔negotiation - ✔✔know needs of team; only ask for best resources if needed
✔✔halo effect - ✔✔- tendency to rate a team member high or low on all factors due to
the high rating in one area
- " you will be a great project manager because you are a good programmer"
✔✔team-building activities - ✔✔forming, storming, norming, performing, adjourning
✔✔forming - ✔✔Team acquaints and establishes ground rules. Formalities are
preserved and members are treated as strangers
, ✔✔storming - ✔✔Members start to communicate their feelings but still view themselves
as individuals rather than part of the team. They resist control by group leaders and
show hostility.
✔✔norming - ✔✔people feel part of the team and realize that they can achieve work if
they accept other viewpoints
✔✔performing - ✔✔the team works in an open and trusting atmosphere where flexibility
is the key and hierarchy is of little importance
✔✔adjourning - ✔✔The team conducts an assessment of the year and implements a
plan for transitioning roles and recognizing members' contributions
✔✔developing project team involves: - ✔✔personal assessment tools, training, ground
rules, recognition and rewards, team performing assessment, colocation
✔✔colocation - ✔✔An organizational placement strategy where the project team
members are physically located close to one another in order to improve
communication, working relationships, and productivity.
✔✔training - ✔✔can help people understand themselves and each other, and
understand how to work better in teams
✔✔MBTI - ✔✔- popular tool for determining personality preferences and helping
teammates understand each other
- extrovert/introvert
- sensation/intuition
- thinking/feeling
- judgement/perception
✔✔NTs are attracted to - ✔✔technology fields
✔✔social styles profile - ✔✔- people are perceived as behaving primarily in one of four
zones based on their assertiveness and responsiveness: drivers, expressives,
analyticals, amiables
✔✔analytical - ✔✔- task directed responsiveness
- ask-directed assertiveness
- tends to think things through
- focuses on facts rather than feelings
- evaluates situation objectively
✔✔amiable - ✔✔- people-directed responsiveness
- ask-directed assertiveness
- oriented towards relationships
