Project Management

Waterfall Processes
Process Group
Knowledge Area
Initiating Planning Executing Monitoring & Controlling Closing
4.5. Monitor & Control
4.3.Direct & Manage Project 4.7. Close
4. Project Integration 4.1. Develop project 4.2. Develop project management Project Work
Work Project or
Management charter plan 4.6. Perform Integrated
4.4.Manage Project Knowledge Phase
Change Control
5.1. Plan Scope Management
5.Project Scope 5.2. Collect Requirements 5.5. Validate Scope
Management 5.3. Define Scope 5.6. Control Scope
5.4. Create WBS

6.1. Plan Schedule Management.

6.2. Define Activities
6. Project schedule
6.3. Sequence Activities 6.6. Control Schedule
Management
6.4. Estimate Activity Durations
6.5. Develop Schedule

7.1. Plan Cost management

7.Project Cost
7.2. Estimate Costs 7.4. Control Costs
Management
7.3. Determine Budget
8. Project Quality
8.1. Plan Quality management 8.2. Manage Quality 8.3. Control Quality
Management
9.3. Acquire Resources
9. Project Resource 9.1. Plan Resource Management
9.4. Develop team 9.6. Control Resources
Management 9.2. Estimate Activity Resources
9.5. Manage team
10. Project
10.1. Plan Communications 10.3. Monitor
Communication 10.2. Manage Communications
Management Communications
Management
11.1. Plan Risk Management
11.2. Identify Risks
11.3. Perform Qualitative Risk
11. Project Risk 11.6. Implement Risk
Analysis 11.7. Monitor Risks
Management Responses
11.4. Perform Quantitative Risk
Analysis
11.5. Plan Risk Responses
12. Project Procurement
12.1. Plan Procurement Management. 12.2. Conduct Procurements 12.3. Control Procurements
Management
13. Project Stakeholder 13.1. Identify 13.3. Manage Stakeholder 13.4. Monitor Stakeholder
13.2. Plan Stakeholder Engagement
Management Stakeholders Engagement Engagement

2 24 10 12 1
 Maslow’s Hierarchy of Needs
• A theory of psychology by
The image part with relationship ID rId1 was not found in the file.

Abraham Maslow, 1943

Self-
actualization
• Studies exemplary figures
(achievement)
such as Einstein and
Roosevelt.
Esteem
(Respect, Recognition)
• Physiological needs (L1)
Social • Growth needs (L2-5)
Love and Belonging
(Friendship , Family )
• See higher needs only when
Safety needs lower are satisfied.
(Personal , Financial ,Health and
well-being, Safety net against
accidents) • Seeking to satisfy growth
needs drives personal growth
Physiological Needs
(food ,water, air , sleep..etc)
• Self Actualization: FROM
WITHIN – Self potential
 McGregor Theory X , Y & Japanese Theory Z

Theory X Theory Y Theory Z

View of Work Dislike & Avoid it As natural as rest & play Whole part of a person

Attitude toward Avoid it, Seek formal Accept and seek it Collective Responsibility
responsibility direction

Attitude toward Security valued over Individuals capable of Whole is better than sum
innovation ambition Innovation of parts

Coerced, Controlled, Implicit Control by Loyalty

Ability to control Self direction, Self Control
Threatened to team
 Acquired Needs Theory
• Should be given • It call also David McClelland’s Theory
projects that are who was an American psychologist.
Need for challenging but are
Achievement reachable Noted for his work on achievement
• They like recognition motivation

• Work best when

Need for cooperating with others
Affiliation • They seek approval
rather than recognition

• Need for power is

socially oriented, rather
Need for Power than personally oriented
• They like to organize
and influence others
 Hertzberg Theory
Motivation-Hygiene theory - AKA, the
Motivators Hygiene Factors
two-factor theory by Frederick
Herzberg (psychologist).

• AT WORK ..

• There are factors that cause

satisfaction

• And there are OTHER factors that

cause dissatisfaction (hygiene).

• Poor hygiene factors may destroy

motivation

• Hygiene is originally medical and

They can Motivate but a Hygiene factors can cause
has to do with cleanness: necessary
lack of them doesn’t dissatisfaction but can’t
cause dissatisfaction motivate but does not improve things
 Leadership
• Managing: producing results expected by
stakeholders or management team in general.

• Leadership is about:
– Developing a vision & strategy

– Establishing direction

– Aligning people

– Motivating and inspiring

• Need to be demonstrated on all levels of the

project: overall, technical, team.

• Management is efficiency in climbing the ladder

of success; leadership determines whether the
ladder is leaning against the right wall. ~
Stephen R. Covey
Leadership Vs Management
 Leadership
Leadership styles include but are not limited to:

 Laissez-faire : allowing the team to make their own decisions and establish their own goals
 Transactional: focus on goals, feedback, and accomplishment to determine rewards;
management by exception

 Servant leader: demonstrates commitment to serve and put other people first

 Transformational: empowering followers through idealized attributes and behaviours,

inspirational motivation, encouragement for innovation and creativity, and individual
consideration

 Charismatic: able to inspire; is high-energy, enthusiastic, self-confident; holds strong

convictions

 Interactional: a combination of transactional, transformational, and charismatic

 Conflicts … Bad?
• Conflicts provide an opportunity for the
project to improve.
– A conflict in unavoidable to happen due
to interaction
– Can be beneficial
– Solved by identifying causes and problem
solving by involved people + their
immediate manager.

• PM must be proactive, look for

problems & solve them before they
impact project.
So conflicts are caused by hard-headed ... People?
 Resolving Conflicts .. Right ..
• RULE OF THUMB :Conflicts are BEST resolved by those involved in the
conflict!

• PM should try to solve the problem if s/he has the authority

• If not, PM may call in senior management.

• Exception is with ethics and breaking the law, PM must fly over the head of
the person in conflict.

• TIP! In situational questions, always ask yourself:

– Who has direct authority over the situation?
– What is going to be in customer’s direct interest?
 Techniques for Handling Conflicts
 Withdrawal
 Retreating from actual or potential disagreements and conflict situations.
 A temporary tactic: does not resolve the conflict, only delays it.
 Used when angry behavior threatens both the agreement& when the issue is not vital to
you and you don’t wish to risk damaging the relationship
 Smoothing
 Keeps the atmosphere friendly.
 A temporary tactic: does not resolve the conflict, only delays it.
 Should be used in conjunction with another method.
 Compromising
 Considers various issues and searches for solutions which bring some degree of
satisfaction to the conflicting parties.
 This method is a lose-lose. Both parties must give up something that is important to them;
however, this method usually provides some acceptable form of resolution.
 Techniques for Handling Conflicts ( Cont.)
 Forcing
 Pushing one viewpoint at the expense of another party.

 This method provides resolution but is a win-lose.

 Problem Solving (Confrontation)

 Directly addresses disagreements.

 Conflict is treated as a problem. The problem is defined; information is collected;

alternatives are identified and analyzed, and the most appropriate alternative is selected.

 Theoretically considered the BEST because both parties can be satisfied if they work
together to solve the problem.

 Both parties must want to solve the problem and be willing to work together.

 This method is a win-win.

Collaboration: incorporating multiple viewpoints &searching for consensus

 Project Resource Management
Acquire Resources (1)
Plan Resource Management (1) Develop Team (2)
Control Resources
Estimate Activity Resources (2) Manage Team (3)

Monitor
Initiation Planning Executing Closing
&Control

Physical Resource
Assignments (1)
Project Team Assignments
Work Performance
Resource Calendars
Resource Management Information
Plan (1) Change Requests
Team Charter Team Performance
Resource Requirements Assessments (2)
(2)
Resource Breakdown
Structure Change Requests (3)
PM Plan Updates
EEF Updates
 Key Concepts For Resource Management
 The project manager should invest suitable effort in acquiring, managing,
motivating, and empowering the project team

 The involvement of all team members in project planning and decision making is
beneficial & adds their expertise to the process and strengthens their commitment
to the project.

 The project manager should be both leader and manager of the project team

 The project manager should be aware of different aspects that influence the team

 Physical resource management is concentrated in allocating and using physical

resources needed for successful completion of the project in an effective way.
Trends & Emerging Practices In Resource

Emotional Resource
intelligence management
(EI) methods
(JIT)

Virtual Self-
teams/ organizing
distributed teams
teams
 Tailoring Considerations
Diversity What is the diversity background of the team?

Physical location What is the physical location of team members and physical resources?

Industry-specific resources What special resources are needed in the industry?

How will team members be acquired for the project? Are team
Acquisition of team members
resources full-time or part-time on the project?

How is team development managed for the project? Are there

organizational tools to manage team development or will new ones
Management of team need to be established? Are there team members who have special
needs?
Will the team need special training to manage diversity?

Life cycle approaches What life cycle approach will be used on the project?
 Plan Resource Management
Acquire Resources (1)
Plan Resource Management (1) Develop Team (2)
Estimate Activity Resources (2) Manage Team (3) Control Resources

Monitor
Initiation Planning Executing Closing
&Control

• The process of defining how to estimate, acquire, manage, and use

physical and human project resources.
• This process give direction to how staff members will be recruited
and what they will do on the project
 Plan Resource Management

INPUTS
INPUTS T&T OUTPUTS

1. Project charter 1. Expert Judgment 1. Resource management

2. Project manage. Plan T&T
2. Data representation PlanOUTPUTS
• Quality manage. Plan 2. Team charter
• Hierarchal-type charts
• Scope baseline 3. Project documents updates
• Responsibility assignment
3. Project documents matrix • Assumption log
• Project schedule • Text-oriented formats • Risk register
• Requirements 3. Organizational theory
documentation
• Risk register
4. Meetings
• Stakeholder register
4. Enterprise environmental
factors (EEF)
5. Organizational process
assets (OPA)
Plan Resource Management: Data Flow Diagram
 Responsibility Assignment Matrix (RAM)
 A RAM shows the project
resources assigned to each
work package
 Illustrates the connections
between work packages, or
activities, and project team
members
 One example of a RAM is a
RACI (responsible,
accountable, consult, and
inform) chart
 Sample RACI Chart

R = responsibility
A = accountability, only one A per task
C = consultation
I = informed
Note that some people reverse the definitions of responsible and accountable.
 T&T: Organizational theory

The theory determined by organization which explains how the

team, people and organizational units behave.
Output: Resource Management Plan
Project team
Project resource
management
organizatio Training
n charts
Roles and
Team
responsibiliti development
es

Acquiring Resource
resources. control

Identificatio Resource
Recognition
n of Manageme plan
resources
nt Plan
 Output: Team Charter

The document that

provides a structure
with team values,
agreements and
operating guidelines
for the team.
 Estimate Activity Resources
Acquire Resources (1)
Plan Resource Management (1) Develop Team (2)
Estimate Activity Resources (2) Manage Team (3) Control Resources

Monitor
Initiation Planning Executing Closing
&Control

• The process of estimating team resources and the type and

quantities of material, equipment, and supplies necessary to
perform project work

• Produces the resource requirements output.

 Estimate Activity Resources
INPUTS
INPUTS T&T OUTPUTS

1. Project manage. Plan 1. Expert Judgment 1. Resource requirements

• Resource manage. Plan 2. Bottom-up
• Scope baseline
T &estimating
T 2. Basis OUTPUTS
of estimates
3. Analogous estimating 3. Resource breakdown structure
2. Project documents 4. Parametric estimating 4. Project documents updates
• Activity attributes
5. Data analysis •Activity attributes
• Activity list •Assumption log
• Alternative analysis
• Assumption log
6. Project management •Lessons learned register
• Cost estimates
• Resource calendars information system
• Risk register 7. Meetings
3. Enterprise environmental
factors (EEF)
4. Organizational process
assets (OPA)
Estimate Activity Resources: Data Flow Diagram
 Resources Estimation (T & T)

Analogous Parametric Bottom Up

- Uses information - calculate resource Team and physical
regarding resources from a quantities needed for an resources are estimated at
previous similar activity, based on historical the activity level & then
project as the basis for data and project aggregated to develop the
estimating a future project. Parameters. estimates for work
- Used when the - can produce higher levels packages, control accounts,
project manager can only of accuracy depending on and summary project levels
identify a few top levels of the sophistication and
the WBS. underlying data built into
the model. .
 Output: Resource Requirements

• The number and type of resource

needed to accomplish the Schedule
Activities

• Can include assumptions that were

made in determining which types of
resources are applied, their availability,
and what quantities are needed.
 EXERCISE RACI Chart
30 Min 
For your project with your group develop a RACI chart
 Acquire Resources
Acquire Resources (1)
Plan Resource Management (1) Develop Team (2)
Estimate Activity Resources (2) Manage Team (3) Control Resources

Monitor
Initiation Planning Executing Closing
&Control

• The process of obtaining team members, facilities, equipment, material,

supplies, and other resources necessary to complete project work
• It is performed throughout the project as various roles are needed.
• Roles and responsibilities are further defined with individuals’ names.
 Kick-off Meeting
This is the moment in the project where the planning leads to action. It's
usually a meeting in which a few things need to happen:
• Establish the project context
• Assist in team formation
• Ensure that the team is aligned to the overall project vision
Activities during kickoff may include:
 Define the vision statement
 Define the team charter
 Facilitate creation of the following with your
customer or product owner:
o User story writing
o Estimation of effort
o Prioritization planning
o Initial product backlog
 Acquire Resources

INPUTS
INPUTS T&T OUTPUTS

1. Physical resource assignments

1. Project manage. Plan 1. Decision making 2. Project team assignments
• Resource manage. Plan • Multi-criteria decision 3. Resource calendars
• Procurement management
T&T
analysis
OUTPUTS
4. Change requests
plan 2. Interpersonal & team skills 5. Project management Plan
• Cost baseline • Negotiation updates
2. Project documents 3. Pre-assignment • Resource manage. Plan
• Project schedule 4. Virtual teams • Cost baseline
• Resource calendars 6. Project documents updates
• Resource requirements • Lessons learned register
• Stakeholder register • Project schedule
3. Enterprise environmental • Resource breakdown structure
• Resource requirements
factors (EEF)
• Risk register
4. Organizational process • Stakeholder register
assets (OPA) 7. EEF updates
8. OPA updates
Acquire Resources: Data Flow Diagram
 T&T: Multi-criteria decision analysis
• Unique selection criteria for team
• Selection criteria for Resource
resources
Verify the team has the relevant
experience will contribute to the
• Verify that the resource is
Experience project success
available to work on the
Availability project within the time
period needed the team member has relevant
knowledge of the customer, similar
Knowledge implemented projects, nuances of the
project environment.
• Verify if the cost of adding
Cost the resource is within the Determine if the team member has
prescribed budget.
Skills the relevant skills to use a project
tool.

• Verify that the team member • Determine if the team member

Ability provides the capability Attitude has the ability to work with
needed by the project others as a cohesive team

International Consider team member location, time

factors zone, and communication capabilities
 T&T
• Pre-assignment
– Resources who are assigned in advance

• Negotiation
– For gaining resources within the organization or external vendors,
suppliers, contractors, etc (in contract situation)

• Virtual teams
– Makes it possible to
• Form teams in widespread locations across shift

• Work from home and those that lack mobility

• Expertise from across the globe

 Outputs
PHYSICAL RESOURCE ASSIGNMENTS
A resource (Material, Equipment, Supplies)
PROJECT TEAM ASSIGNMENTS
needs to be assigned to every role that will
be used during the project. Describing the team assignments with their
roles and responsibilities.

RESOURCE CALENDARS

Documentation that shows when each

resource is expected to be working on the
project. It also includes working days, shifts,
public holidays and other attributes like
resource experience, skill level, geographical
location etc.
 Develop Team
Acquire Resources (1)
Plan Resource Management (1) Develop Team (2)
Estimate Activity Resources (2) Manage Team (3) Control Resources

Monitor
Initiation Planning Executing Closing
&Control

• Develop Team is the process of improving the competencies, team

interaction, and the overall team environment to enhance project
performance.
• You need to develop a team for the duration of the project.
• Ensure members have the skills and ensure team work together as a
team
 Develop Team
INPUTS T&T OUTPUTS
INPUTS
1. Colocation
2. Virtual teams 1. Team performance
1. Project manage. Plan
3. Communication technology assessments
• Resource manage. Plan
T&T OUTPUTS
2. Change requests
2. Project documents 4. Interpersonal & team skills
• Lessons learned register • Conflict management 3. Project manage. Plan updates
• Project schedule • Influencing • Resource manage. Plan
• Project team assignments • Motivation 4. Project documents updates
• Resource calendars • Negotiation • Lessons learned register
• Team Charter • Team building • Project schedule
3. Enterprise environmental 5. Recognition & Rewards • Project team assignments
• Resource calendars
factors (EEF) 6. Training
• Team Charter
4. Organizational process 7. Individual & team
5. EEF updates
assets (OPA) assessments
6. OPA updates
8. Meetings
Develop Team: Data Flow Diagram
 Team Development Stages( Tuckman Ladder )

• Little Storming • Agreements &

Performing • Task
agreement
• Conflict Consensus Completion
• Unclear • Clear Vision &
purpose • Increased • Clear Roles & Purpose • Good Feeling
clarity of Responsibility about
• Guidance & • Focus goal
purpose • Facilitation achievement achievement
Direction
• Power • Recognition
• Delegation
Struggles
Forming • Coaching Norming Adjourning

Team Development stages

Levels of Conflict
 T&T
• Colocation • Communication technology
• Bringing the team members • Use of technology to facilitate

together physically to the same discussions. Examples include shared

portal, video/audio conferencing,
workspace; Facilitates
email chat etc.
communications and teamwork
 T&T
• Recognition and Rewards • Individual & Team
– Rewarding desirable behaviours Assessments
– People are motivated if they feel they
deliver value – Surveys
– Rewards include – Assessments
– Money – Interviews
– Opportunity to accomplish – Tests
– Grow – Focus groups
– Good strategy to give team
– Communication*
recognition throughout project not
just at end

• Training
– Instruction or gaining of skills that
increases the ability of the team and
individuals
Output: Team Performance assessments
 Manage Team
Acquire Resources (1)
Plan Resource Management (1) Develop Team (2)
Estimate Activity Resources (2) Manage Team (3) Control Resources

Monitor
Initiation Planning Executing Closing
&Control

• Manage Project Team is the process of tracking performance, providing feedback,

resolving issues, and managing changes to optimize project performance

PM : Encouraging good communication -Working with other organisations - Using

negotiations skills - Using leadership skills - Observing what is happening - Using an
issue log - Staying connected - Completing project appraisals - Making good
decisions - Influencing the stakeholders - Resolving conflict
 Manage Team
INPUTS
INPUTS T&T OUTPUTS

1. Project manage. Plan 1. Interpersonal& team skills 1. Change requests

• Resource manage. Plan • Conflict management
T&T 2. Project manage. Plan updates
OUTPUTS
2. Project documents • Decision making • Resource manage. Plan
• Issue log • Emotional intelligence • Schedule baseline
• Lessons learned register • Influencing • Cost baseline
• Project team assignments • Leader ship 3. Project documents updates
• Team Charter 2. Project management • Issue log
3. Work performance reports information system • Lessons learned register
4. Team performance • Project team assignments
assessments 4. EEF updates
5. Enterprise environmental
factors (EEF)
6. Organizational process assets
(OPA)
Manage Team: Data Flow Diagram
 Key Performance Indicators (KPIs)
Metrics used to evaluate an organization's progress toward meeting
its goals and objectives. Usually defined by organizational leadership.

To match team performance with the project vision and objectives,

you can use key performance indicators (KPIs). Performance
evaluation measured with KPI metrics can help team members to see
how well they are doing and where they can make improvements.
The KPI metric uses a few core examples to let the team and others
know that what they are doing is feeding into project success.

Use the SMART acronym to define good KPls: specific, measurable,

achievable, relevant, and time-bound.
Throughput Metrics: Measurement of the team's work that has
moved from one stage to another stage over a certain time
 Team Skills Appraisal
The project leader needs to perform an assessment of team members for skills,
aptitude, attitude, work style, and other characteristics.

Assessments of the team

members and the team holistically
enable the team to:
• Identify its strengths and
weaknesses  These may help to better identify:

• Help assess opportunities for  Team preferences

improvement  Aspirations

• Build trust  Information processing and

• Establish communications organization

mechanisms  Decision-making processes

 Interactions with other team members
 T&T: Interpersonal & Team Skills
• Leadership • Decision Making
– Successful projects require strong – Focus on goals
leadership skills –See leadership theories
– Follow a decision-making process
• Influencing
– Study Environmental Factors
– Persuasion
– Develop personal qualities of the
– Active listening
team
– Awareness and consideration
– Information gathering – Stimulate team creativity

– Manage Risk
• Emotional Intelligence
– The power to identify, assess and
manage the emotions of your team and
yourself.
 Control Resources
Acquire Resources (1)
Plan Resource Management (1) Develop Team (2)
Estimate Activity Resources (2) Manage Team (3) Control Resources

Monitor
Initiation Planning Executing Closing
&Control

• The process of ensuring that the physical resources assigned & allocated to
the project are available as planned, as well as monitoring the planned
versus actual utilization of resources and taking corrective action as
necessary.
• A Monitoring & Controlling process that makes sure that assigned
resources are available to the project at the right time in the right place.
 Control Resources
INPUTS
INPUTS T&T OUTPUTS

1. Work performance info.

1. Project manage. Plan 1. Data analysis
• Resource manage. Plan
2. Change requests
• Alternative
T &analysis
T OUTPUTS
2. Project documents 3. Project manage. Plan updates
• Cost-benefits analysis
• Issue log • Resource manage. Plan
• Performance reviews
• Lessons learned register • Schedule baseline
• Trend analysis
• Physical resource assignments • Cost baseline
2. Problem solving
• Project schedule 4. Project documents updates
• Resource breakdown structure 3. Interpersonal& team skills • Assumption log
• Resource requirements • Negotiation • Issue log
• Risk register • Influencing • Lessons learned register
3. Work performance data 4. Project management • Physical resource assignments
4. Agreements information system • Resource breakdown structure
5. Organizational process assets • Risk register
(OPA)
Control Resources: Data Flow Diagram
 T&T: Problem Solving
• The important thing to realize about problems is if they are not solved
completely, they just return again and again.

• The process of problem solving has these steps

1. Define the cause of the problem

2. Analyze the problem

3. Identify solution

4. Implement a decision

5. Review the decision and confirm that the problem is solved.

Project Management Plan Project Documents
Project Management
1. Scope management plan
Plan Vs Project19.Documents
1. Activity attributes Quality control measurements

2. Requirements management plan 2. Activity list 20. Quality Metrics

3. Schedule management plan 3. Assumption log 21. Quality report

4. Cost management plan 4. Basis of estimates 22. Requirements documentation

5. Quality management plan 5. Change log 23.. Requirements traceability matrix

6. Resource management plan 6. Cost estimates 24. Resource breakdown structure

7. Communication management plan 7. Cost forecasts 25. Resource calendars

8. Risk management plan 8. Duration estimates 26. Resource requirements

9. Procurement management plan 9. Issue log 27. Risk register

10. Stakeholder engagement plan 10. Lessons learned register 28. Risk report

11. Change management plan 11. Milestone list 29. Schedule data

12. Configuration management plan 12. Physical resource assignments 30. Schedule forecasts

13. Scope baseline 13. Project Calendar 31.Team Charter

14. Schedule baseline 14. Project communications 32. Stakeholder register

15. Cost baseline 15. Project schedule 33. Test and evaluation documents

16. Performance measurement baseline 16. Project schedule network diagram

17. Project life cycle description 17. Project scope statement

18.Development approach 18. Project team assignments

QUESTIONS
Q1- You are using a RACI matrix to keep track of deliverables. How
many individuals can be “Accountable” for a particular deliverable?

A. 0.
B. 1.
C. 2.
D. There is no limit.
Q2-The highest point of Maslow’s hierarchy of needs is
called:

A. Physiological satisfaction.
B. Attainment of survival.
C. Need for association.
D. Esteem.
 Q3- Which of the following conflict resolution
techniques will generate the MOST lasting solution?

A. Forcing.
B. Smoothing.
C. Compromise.
D. Problem solving.
Q4- What conflict resolution technique is a project
manager using when he say’s, ‘’I cannot deal with
this issue now!’’

A. Problem solving.
B. Forcing.
C. Withdrawal.
D. Compromising.
Q5- You, the project manager, start to develop your project
team. You decide to allow the team to set ground rules.
Who enforces ground rules?

A. The project team.

B. HR department

C. The project manager

D. The project management team

Q6-Your team has recently stopped arguing and jostling
for power. Now they are just beginning to learn to trust
each other and adjust their work habits to each other.
What stage of team development are they in?

A. Forming
B. Storming
C. Norming
D. Performing
Q7-Conflict resolution techniques that may be used on
a project include confronting, smoothing, forcing,
and:

A. Withdrawing.
B. Directing.
C. Organizing.
D. Controlling
Q8-The management theory that states that all people
can direct their own efforts is:

A. Theory Y.
B. Herzberg’s theory.
C. Maslow’s hierarchy.
D. Theory X.
Q9- Which of the following leadership traits is MOST
important for a project manager?

A. Communication.
B. Team building.
C. Technical expertise.
D. Project control.
Q10.Output from the estimate activity resource process
includes:
A. Job descriptions.

B. Salary schedules .

C. Identification and description of the types and quantities

of resources required.

D. Analogous estimating.