Project Management Professional - Concepts
A. Conflict Resolution Techniques (PARAD)
1-Problem-Solve / Collaborate: To incorporate multiple
viewpoints and lead to consensus and commitment. It provides
a long-term resolution. This is considered a win-win situation.
2-Accomodate / Smooth: To emphasize agreement and concede
one’s position to maintaining harmony or relationship. It
provides only short-term resolution. This is considered a win-
lose situation.
3-Reconcile / Compromise: To search for a temporary solution
that satisfies all parties. This is considered a lose-lose situation.
4-Avoid / Withdrawal: To retreat from the conflict situation.
This doesn't solve the problem. This is considered a lose-lose
situation.
5-Direct / Force: To push one's viewpoint at the expense of
others. Hard feelings may come back in other forms. This is
considered a win-lose situation.
B. Leadership Styles
1-Servant Leader: Puts others first and demonstrates
commitment to serve.
2-Transactional: Focuses on management by exception; rewards
based on goals, feedback, and accomplishments.
3-Charismatic: Enthusiastic, high-energy, and able to inspire
others.
4-Interactional: Uses a combination of transactional,
transformational, and charismatic.
5-Laissez-faire: Allows the team to make their own decisions
and establish their own goals.
6-Transformational: Seeks to inspire and encourage innovation
and creativity. Empowering followers through idealized
attributes and behaviors, inspirational motivation, and
encouragements.
C. Motivational Theories
1-Maslow's Hierarchy of Needs: Physical, Safety, Social, Esteem,
and Self-actualization Needs.
2-ERG Theory: Existence, Relatedness, and Growth.
3-Herzberg Theory of Motivation: Hygiene and Motivating
agents.
4-McGregor's Theory X & Y: Management perspective of
employees. X people are bad, lazy, and need to be
micromanage. Y people are self-directed. Most managers have X
and Y attributes.
5-Ouchi's Theory Z: Workers do well if motivated. This provides
participative management, familial work environment, and
lifelong employment. It is known as the “Japanese management
style”.
6-McClelland Theory of needs (Achievement Theory or
Acquired Needs Theory): Need for Power, Need for
Achievements, and Need for Affiliation. Needs are acquired over
time and shaped by life experience. McClelland used a Thematic
Apperception Test (TAT) to determine an individual's needs.
7-Vroom's Expectancy Theory: People behave based on what
they believe (expect) their behavior to bring them.
8-The Contingency Theory: People naturally want to achieve
levels of competency and will continue to be motivated by the
desire for competency even after competency is reached. It's a
combination of "Theory Y" behaviors and the "Hygiene Theory".
D. PMO type
1-Supportive: It serves in a consultative role. It provides
templates, best practices, and lessons learned from other
projects.
2-Controling: It serves in a supportive and compliance role. It
provides project management and governance framework that
are followed by PMs.
3-Directive: It serves in a management role. It assigns project
managers to projects and directly manages projects.
E. Project Endings Types
1-Integration: when resources are distributed to other areas in
the organization or assigned to other projects.
2-Starvation: when resources are cut off from the project prior
to completing all requirements.
3-Addition: when project evolves into ongoing operations.
4-Extinction: when the project comes to an end because it was
completed and accepted by the stakeholders.
F. Five-Factor Model (OCEAN)
1-Openness to experience: Inventive vs. easy-going.
2-Conscientiousness: Efficient vs. careless.
3-Extraversion: Outgoing vs. reserved.
4-Agreeableness: Compassionate vs. detached.
5-Neuroticism: Sensitive vs. confident.
G. Quality Theorists
1-Joseph Juran: 80/20 principle, Quality is fitness for use by the
customer.
Advocated top management involvement
2-Philip Crosby: Cost of poor quality, prevention over inspection
and zero defects.
Quality is Conformance to Requirements.
3-Edwards Deming: 14 steps of Total Quality Management,
Plan-Do-Check-Act cycle. Basis for quality improvement.
4-Walter Shewhart: Grandfather of Total Quality Management
(TQM).
H. Project Manager Power Type
1-Legitimate / Formal / Positional Power: this power is due to
the PM position and the fact that he's been assigned by senior
management.
2-Reward Power: the PM has the authority to reward the
project team.
3-Penalty / Coercive / Punishment Power: The PM has the
authority to discipline the project team members. PM has the
ability to penalize team members.
4-Expert / Technical Power: this power comes from being
technical or project management expert. Power could also come
from experience with the technology the project focuses on.
5-Referent Power: Power of charisma and fame. It is when
power is inferred to the influencer by their subordinates. It is
based on the respect or admiration that others hold for an
individual.
I. Decision-making Techniques
1-Autocratic: One individual makes the decision.
2-Multicriteria Decision-making: Uses a systematic approach to
making decisions.
3-Voting: Uses unanimity, majority, or plurality to make
decisions.
Page 1 of 1