PMP Communication & Human resource

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PMP Communication & Human resource

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  4. 4. PMP Communication & Human Resources
  5. 5. PMI Knowledge Areas <ul><li>Project Integration Management </li></ul><ul><li>Project Scope Management </li></ul><ul><li>Project Time Management </li></ul><ul><li>Project Cost Management </li></ul><ul><li>Project Quality Management </li></ul><ul><li>Project Human Resources Management </li></ul><ul><li>Project Communications Management </li></ul><ul><li>Project Risk Management </li></ul><ul><li>Project Procurement Management </li></ul>
  6. 6. Organizational Influences
  7. 7. Functional Organization Project Coordinator
  8. 8. Projectized Matrix Project Coordinator
  9. 9. Weak Matrix Project Coordinator
  10. 10. Balanced Matrix Project Coordinator
  11. 11. Strong Matrix Project Coordinator
  12. 12. HR Planning <ul><li>Enterprise environmental factors </li></ul><ul><li>Organizational process assets </li></ul><ul><li>Project management plan – Activity Resource Requirements </li></ul><ul><li>Organizational charts and position descriptions </li></ul><ul><li>Networking </li></ul><ul><li>Organizational theory </li></ul><ul><li>Roles and responsibilities </li></ul><ul><li>Project organization chart </li></ul><ul><li>Staffing management plan </li></ul>Inputs Tools and Techniques Outputs
  13. 13. Organizational process assets <ul><li>Are artifacts that relate to describing, implementing, and improving processes </li></ul><ul><li>(e.g., policies, measurements, process descriptions, and process implementation support tools). </li></ul><ul><li>The term “process assets” is used to indicate that these artifacts are developed or acquired to meet the business objectives of the organization, and they represent investments by the organization that are expected to provide current and future business value. </li></ul>
  14. 14. Acquire Project team <ul><li>Enterprise environmental factors </li></ul><ul><li>Organizational process assets </li></ul><ul><li>Roles & Responsibilities </li></ul><ul><li>Project organization chart </li></ul><ul><li>Staffing Management Plan </li></ul><ul><li>Pre-assignment </li></ul><ul><li>Negotiation </li></ul><ul><li>Acquisition </li></ul><ul><li>Virtual teams </li></ul><ul><li>Project staff assigned </li></ul><ul><li>Resource availability </li></ul><ul><li>Staffing management </li></ul><ul><li>plan (updates) </li></ul>Inputs Tools and Techniques Outputs
  15. 15. Responsibility matrix Project Manager Business Lead Technical Lead Function Manager Sponsor Create Project Plan Acquire resources Develop requirements Construction R Quality Control Close Project Responsible Approve Consult Informed R R R R R R R R R A A A C C C C C C C C C C C C I I C I C I
  16. 16. Develop Project team <ul><li>Project staff assignments </li></ul><ul><li>Staffing management plan </li></ul><ul><li>Resource availability </li></ul><ul><li>General management skills </li></ul><ul><li>Training </li></ul><ul><li>Team-building activities </li></ul><ul><li>Ground rules </li></ul><ul><li>Co-location </li></ul><ul><li>Reward and recognition systems </li></ul><ul><li>Team performance assessment </li></ul>Inputs Tools and Techniques Outputs
  17. 17. Team performance assessment <ul><li>The project management team makes ongoing formal or </li></ul><ul><li>informal assessments of the project team's performance. </li></ul><ul><li>Improvements in skills that allow a person to perform assigned activities more effectively </li></ul><ul><li>Improvements in competencies and sentiments that help the team perform better as a group </li></ul><ul><li>Reduced staff turnover rate. </li></ul>
  18. 18. Manage project team <ul><li>Organizational process assets </li></ul><ul><li>Project staff assignment </li></ul><ul><li>Roles and responsibilities </li></ul><ul><li>Project organization chart </li></ul><ul><li>Team performance assessment </li></ul><ul><li>Work performance information </li></ul><ul><li>Performance report </li></ul><ul><li>Observation and conversation </li></ul><ul><li>Project performance appraisal </li></ul><ul><li>Conflict management </li></ul><ul><li>Issue log </li></ul><ul><li>Requested change </li></ul><ul><li>Recommended corrective actions </li></ul><ul><li>Recommended preventive action </li></ul><ul><li>Organizational process assets (updates) </li></ul><ul><li>Project management (updates) </li></ul>Inputs Tools and Techniques Outputs
  19. 19. Conflict Management Concern For Self High Low High Low Concern for Others <ul><li>Forcing </li></ul><ul><li>Sure you are right </li></ul><ul><li>Do or die situations </li></ul><ul><li>Stakes are high </li></ul><ul><li>When you are stronger </li></ul><ul><li>When relationship is </li></ul><ul><li>unimportant </li></ul><ul><li>Collaborating </li></ul><ul><li>Both get at least what you want </li></ul><ul><li>To reduce cost </li></ul><ul><li>To create power base </li></ul><ul><li>There is time & trust </li></ul><ul><li>Skills compliment </li></ul><ul><li>Avoiding </li></ul><ul><li>When you can’t win </li></ul><ul><li>The stakes are low </li></ul><ul><li>Stakes are high but </li></ul><ul><li>you’re not ready </li></ul><ul><li>To gain time </li></ul><ul><li>You think the problem will go away </li></ul><ul><li>Use Accommodating </li></ul><ul><li>Reach overarching </li></ul><ul><li>goal </li></ul><ul><li>Stakes low </li></ul><ul><li>Liability limited </li></ul><ul><li>Maintain harmony </li></ul><ul><li>Trade-off later </li></ul><ul><li>Compromising </li></ul><ul><li>Both parties need to </li></ul><ul><li>be winners </li></ul><ul><li>When you can’t win </li></ul><ul><li>Others are equal </li></ul><ul><li>strength </li></ul><ul><li>Maintain relationship </li></ul><ul><li>Not sure if you’re </li></ul><ul><li>right </li></ul><ul><li>Nothing if you don’t </li></ul>
  20. 20. How conflict can be good <ul><li>Conflict often produces important results such as new ideas, better alternatives, and motivation to work harder and more collaboratively </li></ul><ul><li>Groupthink can be developed if there are no conflicting viewpoints </li></ul><ul><li>Task-related conflict often improves team performance , but emotional conflict often depresses team performance </li></ul>
  21. 21. Communication
  22. 22. What is Communication
  23. 23. Communications Channels
  24. 24. <ul><li>Communication planning </li></ul>1. Enterprise Environmental Factors 2. Organizational Process Assets 3. Project Scope Statement 4. Project Management Plan: Constraints & Assumptions 1. Communications requirements analysis 2. Communications Technology 1. Communications management plan Inputs Tools and Techniques Outputs
  25. 25. Communication management plan <ul><li>The communication management plan is the </li></ul><ul><li>written document that </li></ul><ul><li>outlines, highlights, and details </li></ul><ul><li>the communications needs and expectations for the entire project. </li></ul><ul><li>File structure detailing how the information will be stored and maintained </li></ul><ul><li>Method to access information between scheduled communications </li></ul><ul><li>Process for handling updates/corrections </li></ul>
  26. 26. Information distribution 1. Communication management plan <ul><li>Communication skills </li></ul><ul><li>Information gathering and retrieval systems </li></ul><ul><li>Lessons learned process </li></ul><ul><li>Organizational process assets </li></ul><ul><li>Requested change </li></ul>Inputs Tools and Techniques Outputs
  27. 27. <ul><ul><li>Information Distribution (1) </li></ul></ul>Getting the right information to the right people at the right time and in a useful format is just as important as developing the information in the first place.
  28. 28. <ul><li>Important considerations include: </li></ul><ul><li>Using technology to enhance information distribution. </li></ul><ul><li>Formal and informal methods for distributing information. </li></ul><ul><li>Don’t bury crucial information. </li></ul><ul><li>Don’t be afraid to report bad information. </li></ul><ul><li>Oral communication via meetings and informal talks helps bring important information—good and bad—out into the open. </li></ul><ul><ul><li>Information Distribution (2) </li></ul></ul>
  29. 29. Personal Preferences Affect Communication Needs Introverts like more private communications, while extroverts like to discuss things in public. Intuitive people like to understand the big picture, while sensing people need step-by-step details. Thinkers want to know the logic behind decisions, while feeling people want to know how something affects them personally. Judging people are driven to meet deadlines while perceiving people need more help in developing and following plans.
  30. 30. Information Distribution methods
  31. 31. Performance reporting 1. Work performance information 2. Performance measurements 3. Forecasted completion 4. Quality control measurements 5. Project management plan. Performance measurement baseline 6. Approved change requests 7 Deliverables 1. Information presentation tools 2. Performance information gathering and compilation 3. Status review meetings 4. Time reporting systems 5. Cost reporting systems 1. Performance reports 2. Forecasts 3. Requested changes 4. Recommended corrective actions 5. Organizational process assets updates Inputs Tools and Techniques Outputs
  32. 32. Sample reports & templates Project Description Monthly Progress Report Letter of Agreement for a Class Project Outline for a Final Project Report Final Project Documentation Items Gantt Chart Template for a Class Project
  33. 33. 1. Communications management plan 2. Organizational process assets 1. Communications methods 2. Issues logs 1. Resolved issues 2. Approved change requests 3. Approved corrective actions 4. Organizational process assets updates Manage stakeholder Inputs Tools and Techniques Outputs
  34. 34. Issue Log
  35. 35. Some Suggestions for Improving Project Communications <ul><li>Manage conflicts effectively. </li></ul><ul><li>Develop better communication skills. </li></ul><ul><li>Run effective meetings. </li></ul><ul><li>Use e-mail effectively. </li></ul><ul><li>Use templates for project communications. </li></ul>

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