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CTMA: Management and Leadership

CTMA · Work through your exam, one topic at a time.

All guide sections

Management and Leadership

Management and Leadership tests whether you can run projects, people, and change: scope and schedule control, cost performance, team development, motivation, communication, and ethical judgment under pressure.

Core rules

  • The WBS decomposes scope; the critical path is the longest path through the network and sets the shortest achievable duration. Critical-path slack is zero.
  • Earned value: CV = EV − AC; SV = EV − PV; CPI = EV/AC; SPI = EV/PV. A negative CV means over budget.
  • Structures: functional (deep expertise, slow projects), projectized (fast decisions, resource duplication), matrix (balanced, but dual reporting breeds conflict).
  • Herzberg separates hygiene factors (pay, policy, conditions - prevent dissatisfaction) from motivators (achievement, recognition, growth - create satisfaction). McGregor's Theory X/Y describes managerial assumptions.
  • Tuckman: forming, storming, norming, performing, adjourning. Storming is a normal phase, not evidence of a broken team.
  • Change: Lewin's unfreeze–change–refreeze; Kotter's urgency-first sequence. Resistance usually carries information about the system.
  • Delegation transfers authority while accountability stays with the delegator; it is not abdication.

Worked example

At month 6: PV = 200,000, EV = 180,000, AC = 210,000; BAC = 400,000.

  • CV = 180,000 − 210,000 = −30,000 → over budget.
  • SV = 180,000 − 200,000 = −20,000 → behind schedule.
  • CPI = 0.857; SPI = 0.900.
  • EAC ≈ BAC ÷ CPI = 400,000 ÷ 0.857 ≈ 466,700. If trends persist, the project lands roughly 14% over budget and about 10% late. Note that SV is denominated in money, so it cannot tell you how many days late - read that from the schedule network.

Traps

  • Reading a CPI of 0.95 as "95% complete"; it is cost efficiency.
  • Treating a positive SV as ahead of schedule when only cost data moved.
  • Confusing leadership (direction, vision, influence) with management (planning, controlling, resourcing).
  • Assuming a matrix structure removes resource conflict; it relocates it to dual bosses.
  • Escalating to the sponsor an issue the project manager owns.