30 Manage Resource Questions Answer and Explanation

Lessons learned from historical projects are valuable inputs to the plan resource management process. However, these are classified as organizational process assets.

The following items should be addressed when listing the roles and responsibilities of team members needed to complete the project: role, authority, responsibility, and competence.

Co-location is an organizational placement strategy where the project team members are physically moved or placed next to one another to improve communication, working relationships and productivity.

Use of team-building activities helps in building trust and establishing good working relationships. As for the other choices: encouraging the use of telephone calls can also help in building relationships, especially in distributed teams. However, this cannot be an alternative to email communication. Job-rotation within the team may also help team morale; however, doing it on a weekly basis may be counterproductive and inefficient.

The resource breakdown structure (RBS) is a hierarchical chart. It is used to break down the project by type of resources. For example, an rbs can depict all of the welders and welding equipment used in different areas of a ship, even though these resources may be scattered among different branches of the organizational breakdown structure and RBS.

Co-location involves placing many or all of the most active project team members in the same physical location to improve their ability to perform as a team. Co-location strategy can include a team meeting room, places to post schedules, and other conveniences that enhance communication and a sense of community.

RACI stands for responsible, accountable, consult, inform.

Training needs and strategies are captured and documented in the project's resource management plan.

The resource histogram is a tool for charting human resources. It illustrates the number of hours that a person, department or entire project team will be needed each week or month over the course of the project. The chart can include a horizontal line that represents the maximum number of hours from a particular resource. This can be used for a resource leveling strategy.

Contacting the manager once again will not help since you have already had a poor response. The best option is to try using management influence to obtain the resource's time for your project. Should all efforts to obtain the resource prove unsuccessful, alternatives include planning for an alternate resource or training another resource.

A project manager should manage such a conflict by directly approaching the team member who caused the conflict. According to the pmi code of ethics and professional conduct, a project manager must be responsible and show respect. He or she must listen to others’ viewpoints, seeking to understand them before making a decision. Neither replacing the team member nor issuing a memo is an appropriate action. Involving the sponsor in team issues is not an appropriate action either, unless the issues are beyond the project manager’s control.

Problem solving involves treating conflict as a problem to be solved by examining alternatives. This requires a give-and-take attitude. In contrast, the other alternatives listed—directing, forcing and withdrawing —are more one-sided.

This is an example of a constraint. Constraints are factors that can limit the project management team's options. An organizational mandate requiring that a certain part of the team operate from a different location to obtain cost savings is a constraint that the project management team needs to incorporate into their planning.

Staffing is typically highest during the execution phase of the project. The other three responses may not hold true. Projects can move forward into subsequent phases without the deliverables of the prior phase being completely approved; this is known as fast tracking. Changes during the initial phases of the project are the least expensive. The influence of the stakeholders is highest during the start of the project and declines as the project moves to completion.

Adaptive planning defines a plan but acknowledges that once work starts, the priorities may change and the plan might need to be updated.

Initially, both team members are responsible for the conflict resolution. If the conflict escalates, the project manager should help facilitate a satisfactory resolution.

In a RACI chart, the names of roles are responsible, accountable, consult and inform.

Smoothing is the method that was most likely used to resolve the conflict that arose at the status meeting. Smoothing is a temporary way to resolve conflict.

Conflict is inevitable in a project environment. The other statements are incorrect.

Logical data models give a visual representation of an organization’s data, described in business language and independent of any specific technology.

Lessons learned are important inputs to the plan resource management process. However, these are organizational process assets and not enterprise environmental factors.

Colocation is a tool and technique of the develop team process. The other choices are not valid responses.

If the bars in a resource histogram extend beyond the maximum available hours, it means that a resource optimization strategy needs to be applied, such as adding more resources or modifying the schedule.

The organizational breakdown structure (OBS) is a hierarchical organization chart that includes employees, department structures, and associated responsibilities. It is organized by the company's teams or department breakdown.

This is known as pre-assignment. This situation can occur if the project is the result of specific persons being promised as part of a competitive proposal, if the project is dependent on the expertise of particular persons, or if some staff assignments are defined within the project charter.

Scheduled training occurs as stated in the human resource plan and can include online, classroom, on-the-job, etc. Unplanned training can take place through conversation, observation, and project performance appraisals.

The pmi code of ethics and professional conduct requires you to conduct yourself in a professional manner even when it is not reciprocated. Therefore, you must not start arguing with the process manager. Removing the process manager will only worsen the situation. You must directly approach those persons with whom you have a conflict or disagreement—the process manager in this case. Propose an immediate meeting with him or her to resolve your differences. Escalating this issue will not resolve your differences.

A hierarchical-type organization chart can clearly show roles and reporting relationships within a team.

Team building activities should take place throughout the project life cycle, but have greater benefit when conducted early in the project life cycle.

All four of these are important to consider when considering someone for a position within the project team: role, authority, responsibility, and competency.