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Human Resources and Communication in Projects
devry proj330 week 1 discussion dq1
& dq 2
dq 1
Attributes of an Effective Project
Manager (graded)
|
Compare and contrast attributes that
are most and least important to a project manager when building a team. Provide a work or project
example to support your answer. Back
up your answer with relevant research and citations.
dq 2
Team Performance (graded)
|
There is a set of four criteria used
to perform a team performance analysis: productivity, cohesion, learning, and
integration. How
would you weight each category? Would each be weighted equally? Provide a work
or project example to support your answer. Back up your answer with
relevant research and citations.
devry proj330 week 2 discussion dq1
& dq 2
dq 1
Project Organizational Structures
(graded)
|
|
Choose from the existing
organizations (Microsoft, Harley Davidson, Wells Fargo, WalMart, Johnson and
Johnson) or a large organization of your choosing, and tell us what kind of
organizational structure this company follows. Provide specific examples for
your choice, and illustrate with types of projects these companies might
undertake.
dq 2
Organizational Team Involvement
(graded)
|
|
Read Exhibit 11-14 on page 291 of
your text, and answer the following questions:
What type of organization was ISE
Communication before the reorganization: matrix, functional, or project?
Explain your reasoning.
Why did the employees miss the
bureaucratic control of the organization?
Give an example of a company that you find in your research that supports your point.
Give an example of a company that you find in your research that supports your point.
devry proj330 week 3 discussion dq1
& dq 2
dq 1
Rewarding Teams (graded)
|
|
Why should a project manager
emphasize group rewards over individual rewards?
dq 2
Team Building (graded)
|
|
There are three phases in building a
team: the task, the people, and the relationships. Which phase would you consider
most important to your success in building a cohesive team? Describe why you
think that phase is most important. Use a work or project example
to illustrate your thinking.
devry proj330 week 4 discussion dq1
& dq 2
dq 1
Relationship and Task Conflict
(graded)
|
What are the key differences between
relationship and task conflict? In groups, why is task conflict more productive
than relationship conflict?
dq 2
Diversity (graded)
|
What are the key advantages of
having teams composed of diverse members? Provide research and citations as
well as specific project examples to support your answer.
devry proj330 week 5 discussion dq1
& dq 2
dq 1
Individual and Group Decision Making
(graded)
In what situations would individuals
be more effective decision makers than groups? In what situations would groups
be better decision makers than individuals?
dq 2
Groupthink (graded)
|
|
What are symptoms of groupthink?
What problems and shortcomings can arise in the decision-making process as a
result of groupthink?
devry proj330 week 6 discussion dq1
& dq 2
dq 1
Team Communications (graded)
|
What are some of the possible biases
and points of error that may arise in team communication systems? Use relevant
research and citations. Please
provide relevant work or project examples to support your thinking.
dq 2
Team Creativity (graded)
|
What are the differences between
convergent and divergent thinking? What factors stimulate divergent thinking,
and why? Please provide relevant work or project examples to support your
thinking.
devry proj330 week 7 discussion dq1
& dq 2 latest 2016 july
dq 1
Myers-Brigg Indicator (graded)
|
You are the civil engineering
foreman in charge of a 24-person group whose charter is to erect 3,000 tents
for refugees who lost their homes in an earthquake. You have 10 days to accomplish
erecting the tents. Based
on the team member resumes you received, you selected four people (two men, two
women) to be team chiefs of six-person details (4 X 6 = 24 group members).
The first one is Mary; she is an
extrovert (ESTJ). The
second is Joe, and he is a sensing data gatherer (ISTP). The third is Amy, and she is a
thinker versus a feeling-type (INTJ). Finally, Ted is a judging
versus a perceiving type of fellow (ENFJ).
There are going to be some tense,
tough days ahead. Your
work will have to be coordinated with utilities personnel, emergency workers,
firefighters, police, care organizations, temporary housing units
organizations, and many other people and groups. Many stakeholders are involved.
Given the scenario above, tell how
you will communicate with each team leader when delivering complex information
in a stressful situation. Propose
effective communication techniques for the different personality types. Use relevant research to back
up your points.
dq 2
Individual and Team Identity
(graded)
|
What are some of the challenges
inherent in maintaining both individual and team identity?
devry proj330 week 3 quiz
: Competition
Information Age
Stability
A and B
: A design function and a coaching
function
An analyze and improve function
To take the team on retreats and to
teach teams to compete
To control the team and to make
decisions
: includes the basic structure of
the organization
refers to the observable structure
of the team
is the personality of a team
includes the unstated, implicit
aspects of the team
: occurs at a precise point between
boredom with a task and intense pressure
occurs when teams perceive their
goals as a challenge
occurs when a person is highly
engaged in a task
occurs when people are the center of
attention and are concerned with discrepancies between their performance and
standards of excellence
: the basic structure of the
organization
the information system
the education system
all of the above
: geared toward production-oriented
workers
easy to implement
risky if base pay is reduced
none of the above
: when we perceive other information
we learn about a person in line with our initial perceptions
an appraisal cost
when employees are primarily
motivated by extrinsic incentives
when raters positively distort
performance ratings when they anticipate giving feedback to rates
Question 9. Question : (TCO 3) ___ is a
source of power based on a person’s holding of a formal position:
: Expert power
Legitimate power
Referent power
Reward power
: dependency and inclusion, trust
and structure
role negotiation
status competition
pseudostatus characteristics
devry proj330 week 5 quiz
they have a fresh and relatively objective
view of the team which causes them to ask questions that can be unsettling
they experience more conflict and
less group identification
they are less confident about their
performance
they are more likely to be accepted
by old-timers
tactical, problem solving, and
diversity
tactical, problem solving, and
creative
authoritative, problem solving, and
creative
Pooled interdependence
Sequential interdependence
Egalitarian values
Meritocratic values
meritocratic values
egalitarian values
sequential interdependence
reciprocal interdependence
Question 7. Question : (TCO 5) A
_________focuses on applying some standard of fairness, precedent, contract, or
law.
power-based argument
interest-based approach
rights-based argument
accommodation
Condorcet majority rule
best member rule
random member rule
all of the above
Risk taking
Rigidity
Cohesion
Internal debate
openness and candidness
less pessimism
task orientation
all of the above
devry proj330 week 7 Course Project
Objective
Guidelines
The template for the Communications
Plan is located in Doc Sharing. Based
on the information you learned about the project, develop a recommended
Communication Plan for the project.
The Case Study can be found in the
DeVry online library, Books 24×7. The
name of the book isAdvanced Project Management by Harold Kerzner. It
is Case 23, Denver International Airport. Click.equella.ecollege.com/file/0414a184-2212-4279-aa5d-700b9d2be4e6/1/documents–Accessing_the_DeVry_Online_Library_PROJ330.docx”>here for detailed
instructions on accessing our library for this case.
Milestones
·
Week 3: Begin Initial Draft (not turned
in)
·
Week 5: Final Draft Complete (not
turned in)
·
Week 7: Submit Completed
Communication Plan to your Dropbox.
Grading
Rubrics
Category
|
Points
|
%
|
Description
|
Documentation and Formatting
|
25
|
10
|
|
Organization and Cohesiveness
|
75
|
30
|
|
Editing
|
25
|
10
|
|
Content
|
125
|
50
|
|
Total
|
250
|
100
|
Best
Practices
·
Use the information you gather to
answer the Week 3 Checkpoint (which uses the same case study) to help you begin
your plan.
·
Do not wait until the last minute to
read the Case Study. You
need to work a little on the document each week, and follow the suggested
milestones for completion.
·
There are several books in the DeVry
online library on project management that can be a source of reference for
helping you determine the information that should be included in the plan.
What (The Content of
the Communication) |
Who (Responsible, in
italics, then Audiences) |
When (Timing
or Periodicity) |
How (Typical Methods
of Communication) |
|
What (The Content of
the Communication) |
Who (Responsible,in
italics, then Audiences) |
When (Timing
or Periodicity) |
How (Typical Methods
of Communication) |
||
What (The Content of
the Communication) |
Who (Responsible,in
italics, then Audiences) |
When (Timing
or Periodicity) |
How (Typical Methods
of Communication) |
|
Based on Goff, The Project Guide;
1990
Comments? Questions? Contact Stacy
Goff,
Key to the abbreviations in the above table
Why: Communication
Purpose codes |
Who:Responsible,in
italics, and Audiences |
When: Timing or Periodicity
|
How: Methods of
Communication |
C Collect Information from others,
while increasing their ownership stake in the project
D Decide: Action Required;
persuade others to take action: to influence a manager to decide to resolve
an issue
E Exchange Information:Dialogue,
to arrive at mutually agreeable ways to respond to Issues or Risks
G Govern: Project Governance, to
meet legal, regulatory, enterprise policy or standard process requirements
I Inform others, and get their
commitment, causing all interested parties or stakeholders to engage in the
project, to want it to succeed, and to help assure that it meets their needs
|
Additional Notes:
Sponsor could be multiple persons,
from multiple enterprises; or they could be a Steering Committee
Auditors could be Internal or
External
Key Decision Makers include
managers of internal team members within or beyond the Sponsor’s control, or
mangers in the Seller organization
Executives include Management in
the top several levels of the enterprise
Interested Parties include
Stakeholders and internal Customers
Leadership Team includes Program
and/or Project Managers, Team Leads, and captive PMO’s
PMO is an independent Project or
Program Management Office
Sellers also include any
Subcontractors
Experts are Subject Area Experts
|
The majority of the items are
recurring, with as-needed updates after initial establishment
|
The methods depend on whether a
topic is formal or informal, and within or beyond the team. Communications may have
retention requirements.
Formal Reports and Proceedingscan use paper, or be electronic with access and tracking
controls. They
usually must leave an audit trail.
Informal Reportscan be paper or electronic; if electronic, project wikis
or collaborative software can be useful.
Meetingscan be virtual or onsite; depending on their purpose,
their results are either Formal or Informal.
Emailsleave a trail and have retention requirements, while text
messaging typically does not (currently).
|
devry
Proj330 final exam
Team Goals
Team Rewards
Strategy norms
A, B, and C
includes the basic structure of the
organization
refers to the observable structure
of the team
is the personality of a team
includes the unstated, implicit
aspects of the team
at a precise point between boredom
with a task and intense pressure
teams perceive their goals as a
challenge
a person is highly engaged in a task
people are the center of attention
and are concerned with discrepancies between their performance and standards of
excellence
negating for resources
holding a press meeting before a new
product is released
giving instructions on how to
complete a task
reducing turnover in groups
Discussing tasks in terms of what’s
in it for others
Setting specific goals with
subordinates
Passing on challenges and
responsibility
All of the above
visitors
transfers
replacements
all of the above
Question 8. 8. (TCO 4) ___is the process of
how individuals enter into and then leave teams. (Points : 5)
Commitment
Psychological safety
Evaluation
Group socialization
Question 10. 10. (TCO 5) _____are those in
which the key objective is to create something, think out of the box, and
question assumptions. (Points
: 5)
Creative teams
Problem solving teams
Strategic teams
Performance teams
a moral judgment
groupthink
majority rule
best member rule
pressures toward uniformity
overestimation of the group and
close-mindedness
a and b
selection bias
Greater innovation
Leverages scrutiny
A & B
Redundant communication
A & C
Question 15. 15. (TCO 7) Gender relationships
include gender specific activities such as: (Points : 5)
Playing golf
Evening dinner gatherings
A & B
None of the above
age 2
B&C
Question 3. 3. (TCO 8) The two considerations
in terms of mental models that members have about actual work are: (Points : 5)
Accuracy of the model
Divergent alternatives among team
members
Degree of correspondence between
members’ models
A & C
Question 5. 5. (TCO 8) Ways in which people
conspire and therefore fail in brainstorming include: (Points : 5)
Failing to abide by the rules of
brainstorming
Slack off of production
Conformance in ideas
Question 8. 8. (TCO 7) What are the three
specific types of ties in which people in teams bond? (Points : 20)
Question 9. 9. (TCO 1) Give an example of
organizations that use each of the four types of teams described in Chapter 1. How is this type of team
structure used by each organization? Give specific examples, including specific
companies or industries. (Points
: 30)
Question 10. 10. (TCO 3) There are five types
of decision styles. Describe
key characteristics of each of these decision styles. What style is most effective?
Why? Provide examples to prove your point. (Points : 30)
Question 11. 11. (TCO 6) What are some key
strategies a project manager can use to avoid the escalation of commitment
pitfall? Please briefly describe each strategy and provide relevant examples. (Points : 30)
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