Hygiene factors donot act as motivators by themselves.
- Salary, status, supervision and personal life - hygiene factors.
- Advancement, growth and responsibility - motivational factors.
2. Maslow's Hierarchy of needs - People are in a state of need.
The hierarchy levels from bottom to top are
Basic Physical Needs (food, clothing and shelter)
Safety and Security
Socialization
Recognition (self-esteem needs)
Self-actualization
3.McGregor's Theory X and Theory YTheory X - Worker will require constant supervision to achieve organizational goals.
Theory Y - Workers need very little external motivation to do a good job.
4.Paul Hershey and Kenneth Blanchard Situational TheoryStrong leader adjusts to the needs of the employees. These leaders provide support and direction for individual employees, or groups of employees.
In the Hershey Blanchard leadership model, there are four styles of leadership:
delegating, participating, telling, and selling.
5.McClelland's Acquired Needs Theory (1961)
Employees' experiences shape their needs and consequently what motivates them.
The three needs are Achievement, Affiliation and Power.
Employees motivated by the need for achievement take moderate risks to achieve goals because they can attribute the outcomes of these situations to their own effort.
Employees motivated by the need for affiliation value personal relationships with others; they require acceptance within the work group.
Need for personal or institutional power can motivate employees. Motivated by institutional power want to organize workgroups to achieve organizational goals, whereas those motivated by personal power want to direct others.
--------------------------------------
6.How to Calculate the SV
Schedule variance (SV) is calculated by subtracting the planned value
(PV) from the earned value (EV). Since neither the PV nor EV is directly
given in this scenario, we must calculate them. A common component of
the PV and EV formulas is budgeted at completion (BAC), so we will begin
there.
BAC is the estimated cost of the completed project. In this scenario, we are paving 10 km of road at a cost of $12,000 per kilometer.
BAC is the estimated cost of the completed project. In this scenario, we are paving 10 km of road at a cost of $12,000 per kilometer.
BAC = 10 km * $12,000/km
BAC = $120,000
PV is calculated by multiplying the percent that is planned to be
completed at this point by the BAC. Since we are three weeks into a
six-week project, we expect half the work to be completed, or 50%.
PV = Planned percentage complete * BAC
PV = 0.5 * $120,000
PV = $60,000
EV is calculated by multiplying the actual percentage of work completed
at this point by the BAC. Since we have completed 4.5 km of a 10 km
road, we have actually completed 45% of the project.
EV = Actual percentage complete * BAC
EV = 0.45 * $120,000
EV = $54,000----------------------------------------------------7. The six conflict resolving techniques areWithdrawing/Avoiding - Retreating from an actual or potential conflict situationSmoothing/Accommodating - Emphasizing areas of agreement rather than areas of difference.Compromising - Searching for solutions that bring some degree of satisfaction to all parties.Forcing - Pushing ones view point at the expense of others; Offers only win-lose situations.Collaborating - Incorporating multiple viewpoints and insights form differing perspectives; leads to consensus and commitment.Confronting/Problem Solving - Treating conflict as a problem to be solved by examining alternatives; Requires a give and take attitude and open dialogue.
8. Develop Project Team - Team Building Activities - FormingStormingNormingPerformingAdjourning
9. Fast tracking entails scheduling activities so that they occur at
the same time or overlap when they were originally scheduled in series.
Because the activities are normally scheduled in succession, additional
risk is incurred by scheduling them to occur at the same time.
10. Crashing entails adding additional resources to scheduled activities
in an effort to reduce their durations. The additional resources
typically impose additional costs related to the activity. Withan SPI
of less that 1 and CPI of more than 1, Crashing is more suitable as more
funds are available.
11.A lag is used to modify a logical relationship between activities in
a network diagram. A lag prevents an activity from starting when it
would typically be able to . For example applying two day lag to an
activity that has a finish to start relationship with its predecessor
prevents the activity from starting until two days after the predecessor
ends.
12.Applying a two day lead to an activity that has a finish to start
relationship with its predecessor allows it to start two days before the
predecessor ends. 13. Powers of Project Manager
- Legitimate(or Formal) - Power derived from position
- Reward - The power of directly or indirectly rewarding the team member.
- Penalty or coercive or punishment power
- expert power
- referent or charisma power.
As we all know the PMBOK® Guide is the global standard for project management. It provides fundamental practices needed to achieve organizational results and excellence in the practice of project management. I also took my PMP Classes from PMstudy. You can have a look at their offerings.
ReplyDelete