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PREDICTIVE Terms 7
| Term | Definition |
|---|---|
| STAGES OF TUCKMAN'S LADDER | - FORMING - STORMING - NORMING - PERFORMING - ADJOURNING |
| PEOPLE GETTING TO KNOW ONE ANOTHER | FORMING |
| DISCUSSING PROJECT ISSUES | STORMING |
| FINDING SOLUTIONS TO ISSUES | NORMING |
| DOING THE WORK | PERFORMING |
| TEAM GETS RELEASED | ADJOURNING |
| MOVING ENTIRE TEAM INTO ONE PHYSICAL LOCATION OR WAR ROOM | CO-LOCATION |
| ANTICIPATING TEAM NEEDS & ACKNOWLEDGING THEIR CONCERNS | INTERPERSONAL & TEAM SKILLS |
| IDENTIFY INDIVIDUAL & TEAM STRENGTHS & WEAKNESSES | INDIVIDUAL & TEAM ASSESSMENTS |
| MASLOW'S HIERARCHY OF NEEDS | - PHYSIOLOGICAL - SAFETY - SOCIAL - ESTEEM - SELF-ACTUALIZATION |
| NECESSITIES TO LIVE (AIR, WATER, FOOD, CLOTHES, SHELTER) | PHYSIOLOGICAL NEEDS |
| SECURITY FROM THINGS LIKE LIFE, WORK, & CULTURE | SAFETY NEEDS |
| PEOPLE NEED INTERACTION, LOVE, APPROVAL, & FRIENDS | SOCIAL NEEDS |
| PEOPLE STRIVE FOR RESPECT, APPROVAL, & APPRECIATION OF OTHERS | ESTEEM NEEDS |
| AT THE PINNACLE OF THEIR NEEDS, PEOPLE SEEK PERSONAL GROWTH, KNOWLEDGE, & FULFILLMENT | SELF-ACTUALIZATION |
| HYGIENE AGENTS (FACTORS THAT INFLUENCE WORK SATISFACTION) ARE EXPECTED & CAN ONLY DEMOTIVATE IF THEY'RE NOT PRESENT | HERZBERG'S THEORY OF MOTIVATION |
| MCGREGOR'S THEORY (X & Y) | THEORY X = BAD (PEOPLE WHO AVOID WORK/ RESPONSIBILITY AND SHOULD BE MICROMANAGED, DISTRUSTED, ETC) THEORY Y = GOOD (PEOPLE WHO ARE SELF-LED, MOTIVATED, & PROACTIVE) |
| INCREASED LOYALTY AT THE WORKPLACE | THEORY Z |
| PEOPLE BEHAVE BASED ON WHAT THEY EXPECT AS A RESULT OF THEIR BEHAVIOR | EXPECTANCY THEORY |
| MCCLELLAND 3 NEED THEORY | - ACHIEVEMENT - POWER - AFFILIATION |
| FORMS OF POWER | - REWARD POWER - EXPERT POWER - LEGITIMATE (FORMAL) POWER - REFERENT POWER - PUNISHMENT POWER |
| EVALUATION OF THE TEAM | TEAM PERFORMANCE ASSESSMENTS |
| OSCAR MODEL | - OUTCOME - SITUATION - CHOICES/CONSEQUENCES - ACTIONS - REVIEW |
| AN OUTCOME IDENTIFIES WHAT NEEDS TO HAPPEN | OUTCOME (O.M.) |
| ASSESS CURRENT SKILLS, ABILITIES, & KNOWLEDGE LEVEL OF PROJECT TEAM & HOW THAT IMPACTS THE INDIVIDUAL'S PERFORMANCE & PEER RECOMMENDATIONS | SITUATION (O.M.) |
| IDENTIFY ALL POTENTIAL AVENUES FOR ATTAINING DESIRED OUTCOME & CONSEQUENCES ASSOCIATED WITH EACH | CHOICES/CONSEQUENCES (O.M.) |
| COMMITS TO SPECIFIC MOVEMENT BY FOCUSING ON IMMEDIATE & ATTAINABLE TARGETS | ACTIONS (O.M.) |
| DOING REGULAR MEETINGS OFFERS SUPPORT AND HELPS TO ENSURE THAT INDIVIDUALS REMAIN MOTIVATED & ON TRACK | REVIEW (O.M.) |
| DREXLER/SIBBET TEAM PERFORMANCE MODEL | 1. ORIENTATION (WHY?) 2. TRUST BUILDING (WHO?) 3. GOAL CLARIFICATION (WHAT?) 4. COMMITMENT (HOW?) 5. IMPLEMENTATION (START WORK) 6. HIGH PERFORMANCE (REACH NEW LEVEL) 7. RENEWAL (WORK THROUGH CHANGES) |
| IDENTIFYING SOURCES OF CONFLICT | CONFLICT MANAGEMENT |
| WIN-WIN | PROBLEM-SOLVING (C.R.) |
| WIN-LOSE | FORCING (C.R.) |
| TYPES OF LOSE-LOSE | - COMPROMISING (C.R.) - SMOOTHING (C.R.) |
| YIELD-LOSE | WITHDRAWAL (C.R.) |
| PROBLEM SOLVING STEPS | 1. DEFINE CAUSE 2. ANALYZE PROBLEM 3. IDENTIFY SOLUTIONS 4. IMPLEMENT SOLUTIONS 5. REVIEW SOLUTIONS 6. CONFIRM SOLUTION SOLVES PROBLEM |
| STUDENT ONLY STARTS TO APPLY THEMSELVES TO AN ASSIGNMENT AT THE LAST POSSIBLE MOMENT BEFORE THE DEADLINE | STUDENT SYNDROME |
| WORK EXPANDS TO FILL THE TIME AVAILABLE FOR ITS COMPLETION | PARKINSON'S LAW |
| PEOPLE PROTECT THEMSELVES IN TASK OR CONFLICT | SELF-PROTECTION |
| DESCRIBES ACT/ART OF UNDER-PROMISING & OVER-DELIVERING | SANDBAGGING |
| WHEN WORK IS HANDED OFF FROM ONE GROUP TO ANOTHER | DROPPED BATON |
| MEASURING, EXAMINING, TESTING, & VERIFYING TO DETERMINE WHETHER WORK & DELIVERABLES HAVE MET THE REQUIREMENTS SET IN SCOPE BASELINE, ALONG W/ SUCCESSFUL PRODUCT/SERVICE/RESULT ACCEPTANCE (PRODUCT REVIEW/AUDIT) | INSPECTION |
| DETERMINE WHETHER WORK HAS A DEGREE OF VARIANCE RELATED TO SCOPE BASELINE | VARIANCE ANALYSIS |
| PERFORMANCE OF SCOPE OVER TIME | TREND ANALYSIS |
| MEASURING ACTUAL START/FINISH DATES VS. PLANNED START/FINISH DATES | PERFORMANCE REVIEWS |
| THIS WILL TELL IF A PROCESS IS IN "CONTROL" | CONTROL CHART |
| HOW DISPUTED CHANGES CAN BE SETTLED WHEN THE BUYER & SELLER CANNOT REACH AN UNDERSTANDING | CLAIMS ADMINISTRATION |
| THE BUYER, USUALLY THROUGH ITS AUTHORIZED PROCUREMENT ADMINISTRATOR, PROVIDES THE SELLER W/ FORMAL WRITTEN NOTICE THAT THE CONTRACT HAS BEEN COMPLETED | CLOSED PROCUREMENTS |
| TRACKING RELATIONSHIPS BETWEEN STAKEHOLDERS | MONITOR STAKEHOLDER ENGAGEMENT |
Created by:
justin.olive1
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