Session 15 4th edition PMP


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Session 15 4th edition PMP

  1. 1. Project Human Resource Management
  2. 2. • Process Groups & Knowledge Areas Mapping Knowledge Area Process Initiating Planning Executing Monitoring & Control Closing Integration Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Close Project Scope Collect Requirements Define Scope Create WBS Verify Scope Control Scope Time Define Activities Sequence Activities Estimate Activities Resources Estimate Activities Duration Develop Schedule Control Schedule Cost Estimate Costs Determine Budget Control Costs Quality Plan Quality Perform Quality Assurance Perform Quality Control Human Resource Develop Human Resources Plan Acquire Project Team Develop Project Team Manage Project Team Communication Identify Stakeholders Plan Communications Distribute Information Manage Stakeholders Expectations Report Performance Risk Plan Risk Management Identify Risk Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Response Monitor and Control Risks Procurement Plan Procurements Conduct Procurements Administer Procurements Close Procurements
  3. 3. Project Human Resource Management Knowledge Area Process Initiating Planning Executing Monitoring & Contol Closing Human Resource Develop Human Resource Plan Acquire Project Team Develop Project Team Manage Project Team Enter phase/ Start project Exit phase/ End project Initiating Processes Closing Processes Planning Processes Executing Processes Monitoring & Controlling Processes
  4. 4. Develop Project Team objectives: -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
  5. 5. Develop Project Team • The process of improving the competencies, team interaction, and the overall team environment to enhance project performance. Inputs 1. Project staff assignment 2. Project management plan 3. Resource calendar Tools & Techniques 1. Interpersonal skills 2. Training 3. Team-building activities 4. Ground rules 5. Co-location 6. Recognition and rewards Outputs 1. Team performance assessments 2. Enterprise environmental factors updates
  6. 6. Interpersonal skills • Called Soft Skills
  7. 7. Training - Classroom - online, - on-the-job training from another project team member, - mentoring - coaching
  8. 8. 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.
  9. 9. 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.
  10. 10. 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
  11. 11. • 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
  12. 12. Motivation Theory: Maslow’s Hierarchy Basic Needs Higher Level of Needs
  13. 13. •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
  14. 14. •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
  15. 15. 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.
  16. 16. 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
  17. 17. 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
  18. 18. 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 reports 5. Organizational process assets Tools & Techniques 1. Observation and conversation 2. Project performance appraisals 3. Conflict management 4. Issue log 5. Interpersonal skills Outputs 1. Enterprise environmental factors updates 2. Organizational process assets updates 3. Change requests 4. Project management plan updates .
  19. 19. Observation and Conversation • Observation and conversation are used to stay in touch with the work and attitudes of project team members.
  20. 20. • 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
  21. 21. 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.
  22. 22. So conflicts are causedby hard-headed ... People?
  23. 23. Conflict Management. • Conflicts can be beneficial (an opportunities for improvement) • Conflicts reasons Schedules Project priorities Resources Technical opinions Admin Procedures Cost Personality • Conflict is best resolved by those involved in the conflict.
  24. 24. 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 Behaviorsthat focusedonself
  25. 25. 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.
  26. 26. Important Terms • Halo Effect The assumption that because the person is good at technical, he will be good as a project manager. • Arbitration A 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 Benefits Standard benefits formally given to all employees, such as insurance, education benefits and profit benefits.
  27. 27. QUESTIONS?
  28. 28. 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
  29. 29. 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
  30. 30. 3-A resolution that makes all parties unhappy is called _______. 1-Collaborative 2-Compromising 3-Forcing 4.confronting
  31. 31. 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
  32. 32. 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
  33. 33. 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
  34. 34. 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
  35. 35. 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
  36. 36. Thank you