Project Management Study Set 3

One important factor that a project manager must acknowledge when recruiting project members is the management structure being used to complete the project.

The storming stage of team development is complete when conflicts are resolved and leadership roles are accepted.

Group decision making should be used when strong commitment to the decision is needed and when there is a low probability of acceptance if only one person makes the decision.

A project manager arbitrates conflict by intervening and attempting to negotiate a resolution by using reasoning, persuasion, and suggesting alternatives.

When facilitating group decision making, a project manager should identify a problem in terms of its alternate solutions so that team members can more easily reach a decision on how to solve the problem.

Most project managers advocate the use of group rewards rather than individual rewards.

Lump-sum cash bonuses are the most effective group reward for project teams.

Synergy can be both negative as well as positive.

Every project has the same potential to evolve into a high-performance team.

A general guideline for running effective meetings includes starting the meeting on time regardless of whether everyone is present.

The performing stage of team development is characterized by the development of close relationships and group cohesiveness.

The norming stage of team development is one in which close relationships develop and the group demonstrates cohesiveness.

Groupthink refers to the tendency of members in highly cohesive groups to lose their critical evaluative capabilities resulting in quick decision making with little consideration of alternatives.

There is a high degree of internal conflict in the forming stage of team development.

A project manager should be wary of people who know too much about a specific technology.

The first team meeting sets the tone for how the team will work together.

Team members can be upset and dissatisfied with conflict, but as long as the disagreement furthers the objectives of the project, then the conflict is functional.

Research indicates that high-performance teams are much more likely to develop when the manager hand-selects team members.

A project vision is an image a project team holds about how the project will look upon completion, how they will work together, and how customers will accept the project. It is important that everyone have the same vision.

Co-location of team members, team names, and team rituals are common vehicles for establishing a team identity.