Ch09   human resources management v1.2
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Ch09 human resources management v1.2

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    Ch09   human resources management v1.2 Ch09 human resources management v1.2 Presentation Transcript

    • Human Resources Management Cornelius Mellino, MM. CMPM. PMP. Tangerang Study Group
    • Roles and Responsibilities • PM must identify roles and responsibilities of stakeholders. • Tool : Responsibility Assignment Matrix
    • The Role of ... • • • • • • • Project Sponsors Team Member Stakeholders Functional Manager Project Manager Portfolio Manager Program Manager
    • Do The Exercise • Page 344, PMP Exam Prep 8th ed.
    • PM Responsibilities • Determine what resource you will need • Negotiate with resource managers for the optimal available resources • Confirm availability of resources assigned • Create a project team directory • Create project job desc. for team members and other stakeholders • Make sure all roles and responsibilities on the project are clearly assigned
    • PM Responsibilities • Understand the team members needs for training related to their work on the project, and make sure they get the training • Create a formal plan covering such topics as how the team will be involved in the project and what roles they will perform -> HR management plan • Insert reports of team members performance into their official company employment record • Send out letters of commendation to team members and their bosses • Make sure team members needs are taken care of • Create recognition and reward systems -> must be put into HR management plan
    • 9.1 Plan HR Management
    • • Q : A responsibility assignment matrix doesn’t show _____________ • A : When people do their job (time)
    • Responsibility Assignment Matrix Activity Requirement gathering UAT Jerry P Team Member Merry Erica S S Jude P P = Primary responsibility, S = Secondary responsibility
    • R.A.C.I. Matrix
    • R.A.C.I Definition
    • Organizational Breakdown Structure
    • Resource Breakdown Structure
    • Position Description • Job Description, but created only for the project work.
    • HR Management Plan • Consists of : a. Roles and Responsibilities b. Project Organization Charts c. Staffing Management Plan
    • Staffing Management Plan • • • • • Staff acquisition (From where?) Resource calendar (When and how long?) Staff release plan (When they'll be released?) Staff training needs (What training?) Recognition and rewards (What are they? What are the rewards?) • Compliance (Any rules / regulations related to HR?) • Safety (Policies to protect the resourceS?)
    • Resource Histogram
    • 9.2 Acquire Project Team
    • Why? • Q : Why acquire project team is inside the executing process area? • A : Some team members could be joining shortly before their tasks begin. • Should think as “Acquire Final Project Team”
    • Explain about... • HR Management Plan • Enterprise Environmental Factors • Organizational Process Assets ... In terms of HR Management.
    • Acquiring Project Team involves... • Knowing which resources are preassigned to the project and confirming their availability • Negotiating for the best possible resources • Hiring new employees • Hiring resources through the contracting process from outside the performing organization (outsourcing) • Understand the possibilities and problems with using virtual teams (teams made up of people who never or rarely meet) • Managing the risk of resources becoming unavailable
    • Type of Team • • • • Dedicated Part Time Partnership Virtual
    • Preassignment • Sometimes team members are assigned in advance, to the project.
    • Negotiation • Sometimes team members are not preassigned, they have to be negotiated first to take them into the project, and/or to take them out from another project.
    • Colocated Team • Team that are put in one place (could be in the client or organization office) to ease the coordination, communication and minimize conflict.
    • Virtual Team • Team that are rarely meet face to face, because of geographical differences.
    • War Room • Sometimes a project have a critical priority and should be monitored daily, to such a project we can create a specific space where the team members can be colocated there. Such a room is called a “war room”. • A central location for project coordination.
    • Multi Criteria Decision Analysis • In acquiring the project team, it's useful to establish a set of criteria to help evaluate potential team members.
    • Hallo Effect • There can be a tendency to rate team members high or low on all factors due to the impression of a high or low rating on some specific factor. • Example : “You’re a great programmer, i bet you can be a great project manager too”.
    • 9.3 Develop Project Team
    • Develop Project Team Activities • This process should result in decreased turnover, improved individual knowledge and skills, and improved teamwork.
    • Team Building Activities • This process should result in decreased turnover, improved individual knowledge and skills, and improved teamwork.
    • Team Building Activities • It is the project managers job to guide, manage, and improve the interactions of team members. • The project manager should improve trust and cohesiveness among the team members. • The project manager should incorporate team-building activities into all project activities. • Team building requires a concerted effort and continued attention throughout the life of the project. • WBS creation is a team-building tool. • Team building should start early in the life of the project.
    • Ground Rules • Rules about what behavior is acceptable and what is not acceptable. • The standard used by team member to interact with each other. • It helps establish standards and expectations for team.
    • Tuckman Ladder
    • Tuckman Ladder
    • Team Building Activities • Name minimum 5 activities...
    • Personnel Assessment Tools • Personnel Assessment Tools can help you learn more about team members by revealing how they make decisions, interact with others, and process information. • This information can give you insight into how to lead and guide the team.
    • Training • Team members may require training to perform on the project or enhance their performance. • Could decrease the overall project cost and schedule by increasing (work) efficiency. • Cost is covered by organization if the training benefit the organization in the long run. • Cost is covered by project if its benefit is just for the project. • All training should be documented in HR management plan.
    • Recognition and Reward • Project Manager appraises performance and gives out recognition and rewards that are appropriate for each team member, as defined in the HR management plan.
    • Team Performance Assessment • Meant to evaluate and enhance the effectiveness of the team as a whole. • May include an analysis of how much team members skills have improved, how well the team is performing, interacting, and dealing with conflict, and the turnover rate.
    • 9.4 Manage Project Team
    • Manage Project Team Activities • • • • • • • • • • • • Encouragin good communication Working with other organizations Using negotiation skills Using leadership skills Observing what is happening Using an issue log Keeping in touch Completing project performance appraisals Making good decisions Influencing the stakeholders Being a leader Actively looking for and helping to resolve conflicts that the team members cannot resolve on their own
    • Observation and Conversation • A project manager should watch what is happening and specifically talk to people to understand how the things are going.
    • Project Performance Appraisal • Evaluations of employees performance by those who supervise them. • Could be done as a 360-degree review, which would include the input of coworkers and subordinates, as well as supervisors. • PM should consider organizational culture and what is appropriate for the project.
    • Whats the difference? • TPA & PPA ? • PPA is a technique used in manage project team process. It’s focusing on individual. • TPA is a technique used in develop project team process. It’s focusing on the team as a whole.
    • Issue Log
    • Power of Project Manager • Formal (Legitimate) - Power based on position. • Reward - Power stems from giving rewards. • Penalty (Coercive) - Power comes from the ability to penalize team members. • Expert - Power comes from being the technical or project management expertise. • Referent - Power comes from another person liking you, respecting you, or wanting to be like you. The power of charisma and fame.
    • Tips • The best form of power : EXPERT & REWARD • The worst form : PENALTY • Derived from your position : FORMAL, REWARD, PENALTY. • Earned by yourself : EXPERT
    • Leadership Styles • • • • • • • • • • • • • • • • Directing – Give the example Facilitating Coaching Supporting Autocratic Consultative Consultative-Autocratic Consensus Delegating Bureaucratic Charismatic Democratic or Participative Laissez-faire (Leave alone) Analytical Driver Influencing
    • Leadership Styles
    • 7 Sources of Conflict • • • • • • • Schedules Project priorities Resources Technical opinions Administrative procedures Cost Personality
    • Conflict Management
    • Expectancy Theory • Employees who believe their efforts will lead to effective performance and who expect to be rewarded for their accomplishments will remain productive as rewards meet their expectations.
    • Arbitration • In problems solving a neutral third party is hearing to resolve dispute.
    • Prerequisites (Perks) • Some employees receive special rewards, such as assigned parking spaces, corner offices, executive dining etc.
    • Fringe Benefits • Standard benefits formally given to all employees, such as education benefits, insurance, and profit sharing.
    • David Mc Clellands Theory of Need
    • Maslow’s Hierarchy of Needs
    • Herzberg Theory
    • Theory X and Y
    • Thanks