Post on 19-Sep-2014
description
Project Human Resource Management
• Process Groups & Knowledge Areas MappingKnowledge Area
Process
Initiating Planning Executing Monitoring & Control ClosingIntegration Develop
Project Charter
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project WorkPerform Integrated Change Control
Close Project
Scope Collect RequirementsDefine ScopeCreate WBS
Verify ScopeControl Scope
Time Define ActivitiesSequence ActivitiesEstimate Activities ResourcesEstimate Activities DurationDevelop Schedule
Control Schedule
Cost Estimate CostsDetermine Budget
Control Costs
Quality Plan Quality Perform Quality Assurance Perform Quality Control
HumanResource
Develop Human Resources Plan Acquire Project TeamDevelop Project TeamManage Project Team
Communication Identify Stakeholders
Plan Communications Distribute InformationManage Stakeholders Expectations
Report Performance
Risk Plan Risk ManagementIdentify RiskPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk Response
Monitor and Control Risks
Procurement Plan Procurements Conduct Procurements Administer Procurements Close Procurements
Project Human Resource Management
Knowledge AreaProcess
Initiating Planning Executing Monitoring & Contol Closing
HumanResource
Develop Human Resource Plan
Acquire Project TeamDevelop Project TeamManage Project Team
Enter phase/Start project
Exit phase/End project
InitiatingProcesses
ClosingProcesses
PlanningProcesses
ExecutingProcesses
Monitoring &Controlling Processes
Develop Project Teamobjectives:
-Improve knowledge and skills of
team members
- Improve feelings of trust and
agreement among team members
-Create a dynamic and cohesive team
culture to improve both individual
and team productivity
Develop Project Team
• The process of improving the competencies, team interaction, and the overall team environment to enhance project performance.
Inputs
1. Project staff assignment2. Project management
plan3. Resource calendar
Tools & Techniques
1. Interpersonal skills2. Training3. Team-building activities4. Ground rules5. Co-location6. Recognition and
rewards
Outputs
1. Team performance assessments
2. Enterprise environmental factors updates
Interpersonal skills• Called Soft Skills
Training
- Classroom
- online,
- on-the-job training from
another project team member,
- mentoring
- coaching
Team Building Activities
stage of team formation and development:1. FORMING
– The team meets and learns about the project and what their roles and responsibilities.
2. STORMING– Address the project work, technical decisions and the project
management approach. Conflict/disagreement may occurs.3. NORMING
– Work together and adjust work habits and behavior that support the team.
4. PERFORMING– Being a well-organized unit
5. ADJOURNING– Team completes the work and move on from the project.
Ground Rules
establish acceptable behavior by project
team members.
Early commitment to clear guidelines
decreases misunderstandings and increases
productivity.
Discussing ground rules allows team
members to discover values that are
important to one another.
Co-location
placing many or all project team
members in the same physical
location to enhance their ability
to perform as a team
Example : War room
• Recognition and Rewards• reward will be effective if it
satisfies a need which is valued by that individual.
• Cultural differences should be considered when determining recognition and rewards.
• People are motivated if they feel they are valued by the rewards given to them
Motivation Theory: Maslow’s Hierarchy
Basic Needs
Higher Level of Needs
•Human motivation theory by Douglas McGregor, 1960 -
•Management assumed employees are lazy and hate work.
•Employees will avoid work
•Employees are only after $$
•Managers blame & punish
•Manager’s job is to structure and energize employees.
McGregor’s X Theory
•Assumes opposite of theory X.
•Employees enjoy their physical and mental work.
•Employees MIGHT BE ambitious & self motivated
•Managers assume that if given the right conditions, people will DO WELL, which is THE MOTIVE.
McGregor’s Y Theory
Theory Z
• A Japanese management style motivational theory
• Based on the work of W. Edwards Deming
• Proposed by Dr. William Ouchi
• Focus on stable employment (job for life)
• Focus on increasing loyalty by caring about their well being in/out of job.
• Tries to keep employees’ morale and satisfaction high.
Motivation Theory: Two Factors Theory
• Herzberg’s Theory– Job dissatisfaction due to lack of hygiene factors– Job satisfaction due to motivation factors
Hygiene Factors
- Working condition- Salary- Personal life- Relationship at work- Security- Status
Motivation Factors
- Responsibility- Self actualization- Professional growth- Recognition
Team Performance Assessments
• the project management team makes formal or informal assessments of the project team’s effectiveness
• Team performance assessment criteria should be determined by all appropriate parties
Manage Project Team
• The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.
Inputs
1. Project staff assignments
2. Project management plan
3. Team performance assessments
4. Performance reports5. Organizational process
assets
Tools & Techniques
1. Observation and conversation
2. Project performance appraisals
3. Conflict management4. Issue log5. Interpersonal skills
Outputs
1. Enterprise environmental factors updates
2. Organizational process assets updates
3. Change requests4. Project management
plan updates
.
Observation and Conversation• Observation and conversation are used to stay
in touch with the work and attitudes of project team members.
• Project Performance Appraisals• Objectives for performance appraisals can
include clarification of roles and responsibilities , constructive feedback to team members, and development of individual training plans
Are Conflicts bad?• Way of project improvement
– Can be beneficial– can be Solved by
identifying the causes of the problem and solved by the people involved + their manager
• PM Must be proactive, look for and solve problems before they impact on the project.
So conflicts are caused by hard-headed ... People?
Conflict Management.
• Conflicts can be beneficial (an opportunities for improvement)
• Conflicts reasonsSchedulesProject prioritiesResourcesTechnical opinions
Admin Procedures Cost Personality
• Conflict is best resolved by those involved in the conflict.
Conflict Management
• General techniques to resolve conflict
Confronting & Problem Solving
Treating conflict as problem to be solved by examining alternatives;
Requires a give and take attitude and open dialogue.
Forcing
Pushing one’s viewpoint at the expense of others; Offers only win-
lose solutions.
Collaborating
Incorporating multiple viewpoints and insights from differing
perspectives; Leads to consensus and commitment.
Withdrawing/Avoiding
Retreating from an actual or potential conflict situation.
Smoothing/Accommodating
Emphasizing areas of agreement rather than areas of difference.
Compromising
Searching for solution that bring some degree of satisfaction to all
parties.
Behaviors that focused on others
Beha
vior
s th
at
focu
sed
on s
elf
Project Manager Power
A Project Manager may yield authority over the project team in one of the following ways
– Formal (Legitimate) - Power due to Project Managers position
– Reward – Power stems from giving rewards.
– Penalty (Coercive) – Power due to afraid of the power the Project Manager holds.
– Expert (Technical) – Comes from being technical or project management expert.
– Referent – Power of charisma and fame. Make another person liking/respecting the Project Manager.
Important Terms
• Halo EffectThe assumption that because the person is good at technical, he will be good as a project manager.
• ArbitrationA method to resolve conflict. A neutral party hears and resolve a dispute.
• Perquisites (Perks)Some employees receives special rewards e.g. parking spaces, corner offices, executive dining.
• Fringe BenefitsStandard benefits formally given to all employees, such as insurance, education benefits and profit benefits.
QUESTIONS?
1- What conflict resolution technique is a project
manager using when he says, "I cannot deal
with this issue now!"
A- Problem solving
B- Forcing
C- Withdrawal
D-Compromising
2-You just joined organization as project lead and your main job on current project is to gain the cooperation of stakeholders. What is the best form of power for gaining cooperation under these circumstances?
1- Referent
2- Formal
3- Expert
4- Penalty
3-A resolution that makes all parties unhappy is called _______.
1-Collaborative
2-Compromising
3-Forcing
4.confronting
4- War room creation during project deployment phase is an example of:
1-Team Building activity
2--Establishing Ground Rules
3-Co-Location
4-General Management Skills
5- Theory X holds that:
A. quality improvements lie in the hands of quality
circles.
B. profits are tied to meeting schedule deadlines.
C. absenteeism is tied to poor working conditions.
D. workers are inherently unmotivated and need
strong guidance
6. All of the following are the form of power
derived from Project Manager’s position EXCEPT
A-Formal
B-Reward.
C-Penalty
D-Expert
7-Which of the following models of conflict resolution allows a cooling off period, but seldom resolves the issue in the long term?
1-Problem solving
2-Withdrawal
3-Forcing
4-Collaborating
8- Maslow ranked Human needs from the highest to lowest:
A- self esteem ,Self actualization, social, security and physiological
B-Self actualization; self esteem; security, social; and physiological
3-Self actualization; self esteem; social; security and physiological
4-Self actualization; self esteem; physiological ; security and social
Thank you