09 project human resources management pmbok 5th

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  • 1. Brain Power Center PMP Preparation course
  • 2. ‫تعالى‬ ‫قال‬: ‫ُّا‬َ‫ن‬ِ‫إ‬ ُ‫س‬‫ُّا‬َ‫ن‬‫ال‬ ‫َا‬‫ه‬ُُّ‫ي‬َ‫أ‬ ‫َا‬‫ي‬‫ُم‬‫ك‬‫َا‬‫ن‬ْ‫ق‬َ‫ل‬َ‫خ‬ٍ‫ر‬َ‫ك‬َ‫ذ‬ ‫ُّن‬‫م‬ ‫َى‬‫ث‬‫ُن‬‫أ‬َ‫و‬ْ‫م‬ُ‫ك‬‫َا‬‫ن‬ْ‫ل‬َ‫ع‬َ‫ج‬َ‫و‬‫ًا‬‫ب‬‫ُو‬‫ع‬ُ‫ش‬ َ‫ل‬‫َائ‬‫ب‬َ‫ق‬َ‫و‬‫ال‬ َ‫د‬‫ن‬‫ع‬ ْ‫م‬ُ‫ك‬َ‫م‬َ‫ر‬ْ‫ك‬َ‫أ‬ َُّ‫ن‬ِ‫إ‬ ‫ُوا‬‫ف‬َ‫ر‬‫َا‬‫ع‬َ‫ت‬‫ل‬‫ُّه‬َ‫ل‬ ٌ‫ري‬‫َب‬‫خ‬ ٌ‫م‬‫ي‬‫َل‬‫ع‬ َ‫ه‬َُّ‫ل‬‫ال‬ َُّ‫ن‬ِ‫إ‬ ْ‫م‬ُ‫ك‬‫َا‬‫ق‬ْ‫ت‬َ‫أ‬. ‫ق‬‫د‬‫ص‬‫م‬‫ي‬‫ظ‬‫ع‬‫ل‬‫ا‬ ‫هلل‬‫ا‬ ‫سورة‬‫الحجرات‬13 OSO A2013
  • 3. Quote General Manager Account Dept. Personnel Dept. Our organization OSO A2013
  • 4. Project Team & PM Team Projectmanagementteam PHRM : the processes that ORGANIZE, MANAGE, and LEAD the project team. Managing and leading the project team Influencing the project team (Human Factors) Professional and ethical behavior • Project Team/ Staff :People with ASSIGNED ROLES and responsibilities for completing the project • Project management team (Core/Executive) :Responsible for Management & Leadership activities • For smaller projects, the project management responsibilities can be shared by the entire team or administered solely by the PM. P R O J E C T H U M A N R E S O U R C E M A N A G E M E N T OSO A2013 Human Factors
  • 5. interactions OSO A2013 Project constraints Scope Quality Schedule Budget Resources Risk
  • 6. P ro j e c t h u m a n r e s o u r c e m a n a g e m e n t P ro c e s s e s OSO A2013
  • 7. P ro jec t M a n a gemen t P ro cess G ro u p a n d K n owledge A r e a M a p p i n g Knowledge Area Initiating Planning Executing M& C Closing 4. Project Integration Management 4Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct & Manage Project Work 4.4 Monitor & Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase 5. Project Scope Management 5Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope 6. Project Time Management 6Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule 6.7 Control Schedule 7. Project Cost Management 7Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs 8. Project Quality Management 8Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality 9. Project Human Resource Management 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10. Project Communications Management 10Plan Communications Management 10.2 Manage Communications 10.3 Control Communications 11. Project Risk Management 11Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Control Risks 12. Project Procurement Management 12Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements 13. Project Stakeholder Management 13Identify Stakeholders 13.2 Plan Stakeholder Management 13.3 Manage Stakeholder Engagement 13.4 Control Stakeholder Engagement OSO A2013
  • 8. methodology Process W h a t (definition) How (ITTO) W h y ( objectives) OSO A2013
  • 9. Outputs Human resource management plan Tools & Techniques Organization charts and position descriptions Networking Organizational theory Expert judgment Meetings Inputs Project management plan Activity resource requirements Enterprise environmental factors Organizational process assets Process of: • Identifying and documenting project: • roles, • responsibilities, • required skills, • reporting relationships • Creating staffing management plan. The key benefit : • Establishes • project roles and responsibilities • project organization charts • staffing management plan Objectives&ITTO9.1 Plan Human Resource Management OSO A2013
  • 10. ITTO OSO A2013 Human recourses plan Organizational Process Assets Tools & Techniques Inputs Outputs Enterprise Environmental Factors Activity resources requirements Networking Organizational Theory Organization Charts and Position Descriptions Expert judgment Meetings 9.1 Plan Human Resource Management
  • 11. 11.2 Identify Risks 7.2 Estimate Costs 9.1 Plan Human Resource Management Human resource management plan Enterprise/ Organization Enterprise environmental factors Organizational process assets 6.4 Estimate Activity Resources Activity resource requirements 4.2 Develop Project Management Plan Project Management Plan DataFlowDiagram 9.1 Plan Human Resource Management OSO A2013
  • 12. Project Management Plan • Project LIFE CYCLE & phase processes • HOW work will be executed • change management plan • configuration management • How INTEGRITY of the project baselines • Needs and methods of communication. Activity Resource Requirements • Human RESOURCE needs for the project. • The PRELIMINARY required project team members and their competencies are progressively elaborated as part of the Plan Human Resource Management process Enterprise Environmental Factors • Organizational culture and structure, • EXISTING human resources, • Geographical dispersion of team members, • Personnel administration policies • Marketplace conditions. Organizational Process Assets • Organizational standard processes, policies, and role descriptions • Templates for organizational charts and position descriptions • Lessons learned on organizational structures • Escalation procedures for handling issues. 9.1.1Inputs 9.1 Plan Human Resource Management OSO A2013
  • 13. 9.1.2.1 Organization Charts and Position Descriptions: • Various FORMATS exist to document team member roles and responsibilities. (hierarchical, matrix, and text-oriented). 9.1.2.2 Networking • the formal and informal INTERACTION with others in an organization, industry, or professional environment. 9.1.2.3 Organizational Theory • provides information regarding the way in which people, teams, and organizational units BEHAVE 9.1.2.4 Expert Judgment • List preliminary requirements /required skills; • Assess the roles required • Determine the preliminary effort level and number of resources needed • Determine reporting relationships 9.1.2.5 Meetings • leverage a combination of other tools and techniques to allow for all project management team members to reach consensus on the human resource management plan 9.1.2T&T 9.1 Plan Human Resource Management OSO A2013
  • 14. 9.1.2T&T 9.1 Plan Human Resource Management OSO A2013 to ensure that each WORK PACKAGE has an unambiguous OWNER and that ALL team members have a CLEAR understanding of their roles and responsibilities. Project X Civil works excavation Admin & finance workshop secretary 9.1.2.1 Organization Charts & Position Descriptions:
  • 15. PM Project Controls Planning & cost DM Planning Engineer Cost Control Engineer Tech. Clerk Technical DM Contract Admin. Admin & Fin Financial DM HR DM Admin. DM Construction Earth works TM Concrete works TM E/M TM 9.1.2.1 9.1.2.1 Organization Charts & Position Descriptions: 9.1.2T&T 9.1 Plan Human Resource Management WBS –OBS – RBS ? See sample’s slideOSO A2013
  • 16. 9.1.2T&T Responsible “Doer” • Individual(s) (Many) who perform an activity or take part in a decision—responsible for action/implementation. Accountable “Buck Stops Here” • Individual (ONE!!) who has ultimate decision making and approval authority. Typically the owner of the budget. Consulted “In the Loop” • Individual(s) (Many) who need to have input into a decision or action before it occurs. Informed “FYI” • Individual(s) (Many) who must be informed that a decision or action has taken place. RACI Activity PM PCM CM Create charter A R I Create MPR I A I Issue Change Order I R A 9.1.2.1 Grid that shows the project RESOURCES assigned to each work package • all ACTIVITIES associated with one person and • all PEOPLE associated with one activity. This also ensures that there is only ONE PERSON accountable for any one task to avoid confusion of responsibility 9.1.2.1 Organization Charts & Position Descriptions: 9.1 Plan Human Resource Management OSO A2013
  • 17. 9.1.2.1. When details are required descriptions can be specified in text-oriented formats (job descriptions ) it contains of : 9.1.2.1 Organization Charts & Position Descriptions: 9.1 Plan Human Resource Management 9.1.2T&T OSO A2013 Job Description • Manage the strategic aspects of large engagements and mitigates any risk. * Oversees senior managers and managers working on client engagements within practice. * Review high-level deliverables across practice. Skills • 15 years experience in similar position. • Excellent communication skills. • English written and spoken. Education • Bachelor degree in Civil Engineering Project Director
  • 18. Formal or informal interaction with others constructive way to understand political and interpersonal factors > impact the Effectiveness of various staffing management options include proactive correspondence and … Luncheon meetings Meetings Events Trade conferences Symposia / seminar 9.1.2.2 Networking9.1 Plan Human Resource Management 9.1.2T&T OSO A2013
  • 19. Provides information regarding the way in which PEOPLE, teams, and organizational units BEHAVE shorten TIME, COST, and EFFORT needed to create the plan human resource management process outputs improve planning efficiency 9 .1 . 2 . 3 Organizational Theory9.1 Plan Human Resource Management 9.1.2T&T • Maslow’s Hierarchy of Needs • McGregor’s Theory of X&Y • Theory Z (William Ouchi) • Herzberg's two factor theory • Theory ? OSO A2013
  • 20. Roles and responsibilities. Project organization charts. Staffing management plan • The FUNCTION assigned to a person in the project. (civil engineer) Role • The RIGHT to apply project resources, MAKE decisions Authority • The assigned DUTIES and workResponsibility • The skill and capacity required to complete assigned activities Competency 9.1.3.1 Human Resource Management Plan (lack of required competencies > > training, hiring, schedule changes, or scope changes are initiated). TIMETABLES for staff acquisition and release identification of TRAINING needs TEAM-BUILDING strategies plans for RECOGNITION and rewards programs compliance considerations, SAFETY issues the impact of the staffing management plan on the ORGANIZATION staffingmanagementplan 9.1 Plan Human Resource Management 9.1.3Outputs HOW project human resources should be defined, staffed, managed, released : OSO A2013
  • 21. Process of: • confirming human resource availability • obtaining the team necessary to complete project activities. The key benefit : • outlining and guiding the team selection and responsibility assignment to obtain a successful team Insufficient human resources or capabilities decrease the probability of success and, in a worst case scenario, could result in project cancellation. Failure to acquire the necessary human resources affect project schedules, budgets, customer satisfaction, quality, and risks. PM negotiate and influence others to provide the required human resources. 9 . 2 A c q u i r e P r o j e c t Te a m ITTO&DFD collective bargaining agreements use of subcontractor personnel matrix project environment internal or external reporting relationships OSO A2013 The project management team may or may not have DIRECT CONTROL over team member selection because of :
  • 22. OSO A2013 Resource calendars Project Staff Assignments project Management Plan (U) Inputs Outputs Negotiation Acquisition Pre-Assignment Organizational Process Assets Project Management Plan Enterprise Environmental Factors Virtual Teams Multi-criteria decision analysis Tools & Techniques 9 . 2 A c q u i r e P r o j e c t Te a m ITTO&DFD
  • 23. data flow Diagram 9 . 2 A c q u i r e P r o j e c t Te a m ITTO&DFD Outputs Project staff assignments Resource calendars Project management plan updates Tools & Techniques Pre- assignment Negotiation Acquisition Virtual teams Multi-criteria decision analysis Inputs Human resource management plan Enterprise environmental factors Organizational process assets OSO A2013
  • 24. Human resource management plan • Roles and responsibilities (positions, skills, and competencies) • Project organization charts (number of people) • Staffing management plan (time periods each project team member) Enterprise environmental factors: • Existing information on human resources • Personnel administration policies • Organizational structure • Colocation or multiple locations. Organizational process assets • Organizational standard policies, processes, and procedures 9 . 2 A c q u i r e P r o j e c t Te a m 9.2.1Inputs OSO A2013
  • 25. Pre-assignment • selected in advance Negotiation • FM: competent staff -required time frame -able, willing, and authorized • Other PM teams : assign scarce or specialized human resources; • External org. :scarce, specialized, qualified Acquisition • organization is unable to provide the staff needed to complete a project (acquired from outside sources). Virtual teams • groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face. Multi-criteria decision analysis • criteria are developed and used to rate or score potential team members. Availability – Cost – Experience – Ability – Knowledge – Skills – Attitude - International factors 9 . 2 A c q u i r e P r o j e c t Te a m 9.2.2T&T OSO A2013
  • 26. project team DIRECTORY Assignments Documentation Memos to team members Names inserted into other parts of the project management plan 9 . 2 A c q u i r e P r o j e c t Te a m 9.2.3Outputs OSO A2013
  • 27. Process of: • improving • COMPETENCIES, • team member INTERACTION, • overall team ENVIRONMENT • to ENHANCE project performance. The key benefit : • it results in • improved TEAMWORK, • enhanced people SKILLS competencies, • MOTIVATED employees, • reduced staff TURNOVER rates, • improved overall Project PERFORMANCE Improving knowledge and skills : • increase ability to complete deliverables, • lowering costs, • reducing schedules, • improving quality Improving feelings of trust and agreement among : • raise morale, • lower conflict, • increase team work; Creating a dynamic, cohesive & collaborative : • improve productivity, team spirit, cooperation • allow cross training and mentoring , share knowledge and expertise Team members often have diverse industry experience, know multiple languages, and sometimes operate in the “TEAM LANGUAGE” that may be a different language or norm than their native one 9 . 3 D e ve l o p P r o j e c t Te a m Objectives OSO A2013
  • 28. OSO A2013 Team Performance Assessment Training Team-Building Activities Interpersonal Skills Project Staff Assignments Resource calendars project Management Plan Ground Rules Co-Location Recognition and Rewards EEF (u) Personnel assessment tools 9 . 3 D e ve l o p P r o j e c t Te a m Objectives Inputs Outputs Tools & Techniques
  • 29. Inputs Human resource management plan Project staff assignments Resource calendars Tools & Techniques Interpersonal skills Training Team-building activities Ground rules Colocation Recognition and rewards Personnel assessment tools Outputs Team performance assessments Enterprise environmental factors updates D a t a F l o w D i a g r a mPMBOK P-275 9 . 3 D e ve l o p P r o j e c t Te a m ITTO&DFD OSO A2013
  • 30. Human resource management plan • provides guidance on HOW project human resources should be defined, staffed, managed, controlled, and eventually released Project staff assignments • documents identify the PEOPLE who are on the team Resource calendars • identify TIMES when the project team members can participate in team development activities 9 . 3 D e ve l o p P r o j e c t Te a m 9.3.1Inputs OSO A2013
  • 31. Interpersonal (soft ) skills • COMMUNICATION skills (emotional ,intelligence, conflict resolution, negotiation, influence, team building, group facilitation) Training • all activities designed to enhance the COMPETENCIES of the project team members. Team-building activities • To improve INTERPERSONAL relationships & to help individual team members work together effectively Ground rules* • establish clear EXPECTATIONS regarding acceptable behavior by project team members Colocation “tight matrix” • involves placing the project team members in the same physical LOCATION to enhance their ability to perform as a team Recognition and rewards • given to any individual will be effective only if it SATISFIES a need which is valued by that individual Personnel assessment tools • give the project manager and the project team INSIGHT into areas of strength and weakness 9 . 3 D e ve l o p P r o j e c t Te a m 9.3.2T&T OSO A2013
  • 32. Forming • team MEETS and learns about the project /formal roles &Responsibilities. • Team members tend to be independent and not as open in this phase. Storming • the team begins to ADDRESS the project work, • If team members are not collaborative and open to differing ideas and perspectives, the environment can become counterproductive. Norming • team members begin to WORK TOGETHER and adjust their work habits and behaviors to support the team. The team learns to trust each other. Performing • Teams that reach the performing stage function as a WELL- ORGANIZED unit. • They are interdependent and work through issues smoothly and effectively. Adjourning • the team COMPLETES the work and moves on from the project. • This typically occurs when staff is released from the project 9 . 3 D e ve l o p P r o j e c t Te a m 9.3.2T&T OSO A2013
  • 33. Team performance assessments • skills’ Improvements Competencies Improvements Reduced staff turnover rate Increased team cohesiveness Enterprise environmental factors updates • personnel administration • employee training records • skill assessments High-performance teams • characterized by • TASK-oriented • RESULTS-oriented outcomes. MEASURED in terms of • technical success according to agreed-upon : 9 . 3 D e ve l o p P r o j e c t Te a m 9.3.3Outputs OBJECTIVES • including quality levels SCHEDULE • finished on time BUDGET • finished within financial constraints OSO A2013 Project Title: Date Prepare: Technical Performance: Comments …… Training need: …. Recommendation ……….. Expectations 150 100 50 Exceeds Meets need imp. 50 75 100 125 150 Scope Quality Schedule Cost
  • 34. Process of: • TRACKING team member performance • Providing feedback, • resolving issues • Managing team changes • .. to OPTIMIZE project PERFORMANCE. The key benefit : • It influences team BEHAVIOR • manages CONFLICT • resolves ISSUES • appraises team member PERFORMANCE As a result of managing the project team • change requests are submitted, • the human resource management plan is updated • issues are resolved, • input is provided for performance appraisals, • lessons learned are added to the organization’s database. skills to create high-performance teams: • communication • conflict management • negotiation, • leadership Project managers should provide • challenging assignments to team members • recognition for high performance 9.4 Manage Project Team Objectives OSO A2013
  • 35. OSO A2013 EEF (U) Organizational Process Assets (U) Project management plan (U) Requested Changes Inputs Tools & Techniques Outputs Conflict Management Project Performance Appraisals Observation and Conversation OPA Project Staff Assignments Team Performance Assessment project Management Plan Interpersonal skills Issue log Work performance reports Project documents updates 9.4 Manage Project Team ITTO
  • 36. D a t a F l o w D i a g r a m Inputs • Human resource management plan • Project staff assignments • Team performance assessments • Issue log • Work performance reports • Organizational process assets Tools & Techniques • Observation and conversation • Project performance appraisals • Conflict management • Interpersonal skills Outputs • Change requests • Project management plan updates • Project documents updates • Enterprise environmental factors updates • Organizational process assets updates ITTO&DFD OSO A2013 9.4 Manage Project Team
  • 37. Human resource management plan • Roles and responsibilities, • Project organization, • Staffing management plan. Project staff assignments • provide documentation, which includes the list of project team members Team performance assessments • continually assessing team’s performance • actions can be taken to resolve issues • modify communication, address conflict • improve team interaction Issue log • used to document and monitor who is responsible for resolving specific issues by a target date. Work performance reports • current project status compared to forecasts. • assists in determining: • future human resource requirements • recognition and rewards • updates to the staffing management plan. Organizational process assets • Certificates of appreciation, • Newsletters, Websites, • Bonus structures, Corporate apparel, • Other organizational perquisites 9.4.1Inputs OSO A2013 9.4 Manage Project Team
  • 38. Observation and conversation • used to stay in touch with the work and attitudes of project team members Project performance appraisals • clarification of roles and responsibilities, • constructive feedback to team members, • discovery of unknown or unresolved issues, • development of individual training plans, • the establishment of specific goals for future time periods. Conflict management • Sources of conflict include : scarce resources, scheduling priorities, personal work styles. • Team ground rules, group norms and solid project management practices reduce the amount of conflict Interpersonal skills • Leadership • Influencing • Effective decision making 9.4.2T&T Types of powers 360-degree principle Leadership Styles OSO A2013 9.4 Manage Project Team
  • 39. Withdraw/ Avoid • RETREATING from an actual or potential conflict situation • POSTPONING the issue to be better prepared or to be resolved by others. Smooth/ Accommodate* • Emphasizing areas of AGREEMENT rather than areas of difference • conceding one’s position to the needs of others to maintain harmony and relationships. Compromise /Reconcile • Searching for solutions that bring some DEGREE of satisfaction to all parties in order to temporarily or partially resolve the conflict. Force / Direct • Pushing ONE’s viewpoint at the expense of others; • offering only WIN-LOSE solutions, • usually enforced through a power position to resolve an emergency. Collaborate /Problem Solve • Incorporating MULTIPLE viewpoints and insights from differing perspectives • requires a cooperative attitude and open dialogue that typically leads to consensus & commitment 9.4.2T&T seven reasons for conflict OSO A2013 Smooth/ Accommodate* 5 GT Diagrams 9.4 Manage Project Team ability to resolve conflict >> PM success. Factors influence conflict resolution methods :  Relative importance  Time pressure  Position taken by persons involved  Motivation to resolve on a long/short-term basis
  • 40. Exercise: Conflict Management Description Collaborate ProblemSolve Force Direct Smooth Accommodate Compromise Reconcile Withdraw Avoid 1 "Do it my way!" 2 "Let's calm down and get the job done!" 3 “Let us do a little of what both of you suggest” 4 “Let's deal with this issue next week" 5 “Sandy and Amanda, both of you want this project to cause as little distraction to your departments as possible. With that in mind, I am sure we can come to an agreement on the purchase of equipment and what is best for the project." 6 “We have talked about new computers enough. I do not want to get the computers, and that is it!" 7 "Sandy, you say that the project should include the purchase of new computers, and Amanda, you say that the project can use existing equipment. I suggest we perform the following test on the existing equipment to determine if it needs to be replaced." 8 “Let's what everyone thinks, and try to reach a consensus” R R R R R R R R
  • 41. Change requests • Staffing changes (by choice /uncontrollable events) can affect the rest of the project management plan. Project management plan updates • Human resource management plan. Project documents updates • Issue log, • Roles description • Project staff assignments. Enterprise environmental factors updates • Input to organizational performance appraisals • Personnel skill updates. Organizational process assets updates • Historical information & lessons learned documentation • Templates • Organizational standard processes 9.4.3Outputs OSO A2013 9.4 Manage Project Team
  • 42. EEF OPA OSO A2013 4.2 Develop Project M Plan 6.4 Estimate A Resources Integration Scope Time Cost Quality H. Resource Comm’n. Risk Stakeholders Enterprise/ Organization 9.1 Plan H R Management Project staff assignments Project M plan (U) 6.5 Estimate A. Durations Project M Plan A Resource requirements Resource calendars H. Resource M plan 11.2 Identify Risks 9.3 Develop Project Team 9.4 Manage Project Team EEF (U) Requested Changes . Team Perf. assessments . . . 9.2 Acquire Project Team 7.2 Estimate Costs 6.6 Develop Schedule 7.3 Determine Budget
  • 43. 10 q – 20 min
  • 44. Samples & examples 9.1.2 Plan Human Resource Management T&T 9.1.2.1 WBS- RBS-OBS 9.1.2.3 T&T Organizational Theory Maslow’s Hierarchy of Needs McGregor’s Theory of X&Y Theory Z (William Ouchi) Herzberg's two factor theory 9.1.3.1 Human Resource Management Plan OUTPUTS Sample of Roles and responsibilities Resource calendars: resource histogram HRM Plan sample 9.3.2 Develop Project Team – T&T Ground rules sample 9.3.3 Develop Project Team – Outputs Team performance assessments sample 9.4.2 Manage Project Team T&T Types of powers Leadership Styles seven reasons for conflict Interpersonal skills 5 general techniques for resolving conflict. OSO A2013
  • 45. PM Project Controls Planning & cost DM Technical DM Contract Admin. Admin & Fin Financial DM HR DM Admin. DM Construction Earth works TM Concrete works TM E/M TM ProjectEWR Human resource Project Controls Admin & Fin Construction Materials Construction Mat’l E/M Mat’l Consumables. Equipment Plants Vehicles Machineries BPBCbuilding Engineering Design Arch Structural design EM designTesting Construction Civil works Earth works Concrete works Masonry Electro-Mech. Elect Plumbing A-C F- F Landscaping Procurement Sub-contract Supply (WBS) designed to show how project deliverables are broken down into work packages (OBS) is arranged according to an organization’s departments, or teams with the project activities or WP listed under each department (RBS) resources related by category /type - facilitate planning & controlling of project work WBS –OBS – RBS ? 9.1.2.1 Organization Charts & Position Descriptions: 9.1.2T&T 9.1 Plan Human Resource Management 9.1.2.1 OSO A2013
  • 46. Maslow’s Hierarchy of Needs Self- actualization Esteem ( to be accepted and valued by others) Love and belonging Safety needs Physiological needs 9.1 Plan Human Resource Management 9.1.2 Tools &Techniques: 9 . 1 . 2 . 3 Organizational Theory food HouseWedding AwardCEO OSO A2013
  • 47. McGregor’s Theory of: 9.1 Plan Human Resource Management 9.1.2 Tools &Techniques: 9 . 1 . 2 . 3 Organizational Theory X & Y OSO A2013
  • 48. "Japanese management" style Focused on increasing • employee LOYALTY to the company • by providing a job for life • with a strong focus on the well-being of the employee, • both ON and OFF the job. Tends to promote : • stable employment, • HIGH PRODUCTIVITY, • high employee MORALE and SATISFACTION Long-term employment and job security Collective responsibility Implicit, control with explicit, formalized measures Collective decision- making Slow evaluation and promotion Moderately specialized careers Concern for a total person, including their family Theory Z (William Ouchi) 9.1 Plan Human Resource Management 9.1.2 Tools &Techniques: 9 . 1 . 2 . 3 Organizational Theory OSO A2013
  • 49. Presents two dimensional paradigm of factors affecting peoples attitudes about work: Herzberg's two factor theory 9.1 Plan Human Resource Management 9.1.2 Tools &Techniques: 9 . 1 . 2 . 3 Organizational Theory give positive satisfaction do not give positive satisfaction, Absence > results dissatisfaction MOTIVATORS HYGIENEFACTORS 9.1.2 Tools &Techniques OSO A2013
  • 50. Theory of ? 9.1 Plan Human Resource Management 9.1.2 Tools &Techniques: 9 . 1 . 2 . 3 Organizational Theory OSO A2013 9.1.2 Tools &Techniques
  • 51. 1 2 5 8 9 8 7 6 5 2 2 2 1 3 8 16 25 33 40 46 51 53 55 57 0 10 20 30 40 50 60 0 2 4 6 8 10 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Resource calendars: resource histogram Job JD RD Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 PM 1-Jan 31-Dec 1 1 1 1 1 1 1 1 1 1 1 1 Cost control Engineer 1-Feb 31-Oct 1 1 1 1 1 1 Planning Engineer 1-Feb 31-Oct 1 2 2 2 1 1 1 Material engineer 1-Mar 31-Aug 1 1 1 1 Construction Manager 1-Mar 30-Sep 1 1 1 1 1 1 1 Contract Admin & QS 1-Feb 31-Dec 1 2 2 3 2 2 2 1 1 1 1 monthly M-P 1 2 5 8 9 8 7 6 5 2 2 2 Cum M-P 1 3 8 16 25 33 40 46 51 53 55 57 9.1 Plan Human Resource Management 9.1.3 Outputs: 9.1.3.1 Human Resource Management Plan 9 . 1 . 3 . 1 OSO A2013
  • 52. HRM Plan sample 9.1 Plan Human Resource Management 9.1.3 Outputs: 9.1.3.1 Human Resource Management Plan 9 . 1 . 3 OSO A2013
  • 53. Tools&Techniques 9.3 Develop Project Team 9.3.2 Develop Project Team – T & T  Everyone will participate and take ownership of group projects.  Team members will complete assignments on time.  Meetings will start and end on time – no backtracking if someone is late.  Each meeting will have a note taker (rotating task) who will distribute notes and record decisions and assignments.  Anyone who is absent from a meeting is responsible for finding out what they missed.  Respect the value of each individual's contribution.  Resolution of differences will typically be by majority decision, but on key issues the group will reach consensus 9.3.2 OSO A2013
  • 54. Typesofpowers Legitimate (positional) • derived from the position a person holds in an organization's hierarchy (company's CEO). Expert power • Knowledge is power - derived from possessing knowledge or expertise in a particular area. Referent Power • derived from the interpersonal relationships that a person cultivates with other people in the organization. Coercive Power • derived from a person's ability to influence others via threats, punishments or sanctions. Reward Power • arises from the ability of a person to influence the allocation of incentives in an organization. 9.4 Manage Project Team “Halo effect”: The assumption that because the person is good at a technology he will also be good at managing a project.9 . 4 . 3 OSO A2013
  • 55. Leadership Styles 9.4 Manage Project Team Leadership Styles 9 . 4 . 3 OSO A2013
  • 56. 360-degree principle self Manager Peer Subordinate Peer 9 . 4 . 3 OSO A2013
  • 57. T&T seven reasons for conflict scheduling Priorities scarce resources Technical Administrative cost personal work styles. seven reasons for conflict, in order of most common to least common 9.4.2 Manage Project Team- T & T 9.4 Manage Project Team 9.4.2 OSO A2013
  • 58. T&T 9.4.2 Manage Project Team- T&T OSO A2013 9.4.2
  • 59. T&T Collaborate /Problem Solve Withdraw/ Avoid Smooth/ Accommodate Force / Direct Compromise /Reconcile OSO A2013 9.4.2