BBA 3626 Unit VI Assessment

BBA 3626 Unit VI Assessment


The process of improving the competencies, team interaction, and the overall team environment to enhance project performance is known as:

develop project team.


The personal values of team members on high-performing teams can be enhanced through which of the following team behavior practices?

Constant focus on improvement
QUESTION 3All of the following are among the steps of the negotiation process EXCEPT:use “good cop/bad cop” technique.QUESTION 4It is argued that project teams progress through five stages of team development. Which of the following sequences best represents this progression?Forming, storming, norming, performing, adjourningQUESTION 5All of the following are advantages associated with assigning both core team members and subject matter experts to the project as soon as possible EXCEPT:early assignment of SMEs to the project saves money.


Describe the beneficial aspects of conflict on a project and identify at least three of the six-step conflict resolution process that a project manager can use.

According to Kloppenborg (2015), managing a project team includes tracking the performance of team members, providing feedback, resolving issues, and coordinating changes that optimize the performance of a project. Resolving issues refer to the resolution of conflicts that will undoubtedly arise throughout the various stages of a project. Conflicts can be viewed in various ways, both good and bad, and there are various approaches that can be taken to resolve these conflicts.

There are some beneficial aspects to conflict that can be useful, which include: conflict that arises over ideas of how to proceed with a project, as these can be a source of more creative approaches. Conflicts over how to best complete a project within a tight deadline, which can lead to positivity and synergy. Finally, conflict that creates competition to generate ideas on how to best handle a particular activity within a project has the potential to produce more innovative and successful approaches (Kloppenborg, 2015).

The are multiple steps that’s a project manager can take to resolve conflict, this is known as the Six-Step Project Conflict Resolution Process. Three of these six steps include understanding the conflict, agreement on conflict resolution goals, and identifying the cause(s) of the conflict. Understanding the conflict simply means asking the right clarifying questions to ensure that yourself, and each party involved within the conflict have a common understanding of the conflict itself. Agreement on conflict resolution goals ensures that all parties agree on what a successful conflict resolution would be. Finally, identifying the cause(s) of a conflict identifies potential causes to the conflict and verifies which ones are actually contributing to the conflict so that they may be addressed (Kloppenborg, 2015).


Kloppenborg, T. J. (2015). Contemporary project management (3rd ed.). Stamford, CT: Cengage Learning.


Describe at least three alternative approaches to decision making on a project team and describe when each is most appropriate.

Decision-making is one of the final steps in establishing the ground rules for a particular project team. Project decisions can be made in several different ways and include various alternative approaches that may be more appropriate than others at a given time. Three alternative approaches to decision making include: the project manager or sponsor of the project making the decision themselves, one or two specific members of the team making the decision, or the project team taking a vote in order to make a decision. On some issues, it is most effective for the project manager or sponsors themselves to make the decision, and they retain the right to do so. This is most appropriate when a decision is required to be made very quickly or the decision warrants a higher authority. Within this approach, the project manager or sponsor may solicit input from other team members and may choose to use or not use these inputs. Another alternative approach would be a project manager delegating a decision to one or two specific team members, which can include members of the core team or the SMEs of a project. This approach is most effective when there is not enough time or information available within the current meeting, but the decision has to be made prior to the next meeting. Decisions that have a smaller impact, perhaps on one or two members rather than the entire team are generally more appropriate for delegation. A third alternative approach to making decisions is to hold a vote within the project team in order to make the required decision. This is most often a less than desirable choice and should be a last resort due to the fact that it could lead to members who do not agree with the vote becoming unhappy within the team. However, voting is most useful in testing for agreement within the decision making process. But, this can be a quick method for driving toward consensus whenever members do agree. (Kloppenborg, 2015).


Kloppenborg, T. J. (2015). Contemporary project management (3rd ed.). Stamford, CT: Cengage Learning.

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