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 c. Acquiring the project
human resource plan team
b. Developing the d. Managing the project
project team 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 c. developing the
team project team
b. acquiring the project d. developing the
team human resource plan
ANS: B PTS: 1 REF: 343

4. ____ involves building individual and group skills to enhance project

performance.
a. Developing the c. Acquiring the project
human resource plan team
b. Developing the d. Managing the project
project team 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 c. developing the
team project team
b. acquiring the project d. human resource
team 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 c. Acquiring the project
human resource plan team
b. Developing the d. Managing the project
project team team
ANS: D PTS: 1 REF: 343

7. ____ involves identifying and documenting project roles, responsibilities, and

reporting relationships.
a. Developing the c. Acquiring the project
human resource plan team
b. Developing the d. Managing the project
project team 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 c. Assistant project
managers 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
 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 c. RACI charts
assignment matrix
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