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Project managment 8
- 1. 4/3/2011 Project Management Knowledge Areas Section– 3 Chapter – 9 Project Human Resource Management Session Objectives… 1. To identify the project human resource management knowledge area’s processes 2. How to plan human resources for the project 3. How to acquire project team 4. How to develop project team 5. How to manage project team 1
- 2. 4/3/2011 Project HR Management ExamObjectives… 1. How to plan Human resources needed 2. Performing Organizational Planning 3. How to Acquire the Needed Staff 4. How to Develop the Project Team 5. How to Manage the Project Team Project HR Management o o o o Project human resource management includes activities… Ability to lead Direct Manage The project team The customers The sponsors and Other stakeholders 2
- 3. 4/3/2011 Project HR Management Theprocesses in Project HR Management are 1. Develop Human Resource Plan 2. Acquire Project Team 3. Develop Project Team 4. Manage Project Team Develop Human Resource Plan Develop Human Resource Plan is the process of identifying and documenting Project’s roles Responsibilities and Reporting relationships Creates staffing management plan 3
- 4. 4/3/2011 Develop Human ResourcePlan • 1. Activity Resource Requirements • 2. Enterprise Environmental Factors • 3. Organizational Process Assets Input Tools & Techniques • 1. Organization Charts & Position description • 2. Networking • 3. Organizational Theory • 1. Human Resource Plan Output Develop Human Resource Plan Inputs 1. Activity Resource Requirements 2. Enterprise Environmental Factors Organizational Culture & Structure Existing human resources Personnel administration policies Market place conditions 3. Organizational Process Assets 4
- 5. 4/3/2011 Develop Human ResourcePlan Tools and Techniques 1. Organization Charts and position descriptions 2. Networking 3. Organizational Theory Develop Human Resource Plan Outputs 1. Human Resource Plan Roles & Responsibilities Project Organization Charts Staffing Management Plan 5
- 6. 4/3/2011 Develop Human ResourcePlan Staffing Management Plan contains… Staff Acquisition Timetable Release Criteria Training Needs Recognition and Rewards Compliance Safety Organization Charts Hierarchical – type Organizational Chart PM Team Lead Member Member Team Lead Team Lead Member Member Member Member Member Member Member 6
- 7. 4/3/2011 Organization Charts Matrix –based Responsibility Chart RAM Member 1 Define Design Code X Test X Member 2 X Member 3 X Member 4 X X X X X Organization Charts Text – oriented Format 7
- 8. 4/3/2011 Organization Charts RACI FORMAT Activity PersonA Person B Person C Person D Person E Define A R R C I Design I A I I C Develop I A R I I Test A I I R C R – Responsible A - Accountable C – Consult I - Inform Organization Theories Maslow’s Hierarchy of Needs Physiological Safety Social Esteem Self-actualization 8
- 9. 4/3/2011 Organization Theories Herzberg’s Theoryof Motivation o Hygiene agents Job security Paycheck Acceptable working conditions Relationships Organization Theories Herzberg’s Theory of Motivation o Motivating agents o Opportunity o Responsibility o Appreciation o Recognition o Education 9
- 10. 4/3/2011 Organization Theories McGregor’s Theoryof X and Y o X is bad – no trust, lazy, avoid work o Y is good – self – led, motivated, capable Expectancy Theory o People will behave based on what they expect o Will work in relation to the expected reward Management Styles Autocratic The Project manager makes all the decisions Democratic The Project Team is involved in the decision – making process 10
- 11. 4/3/2011 Management Styles Laissez faire The Project Manager leaves everything on the team.The team is self-led, motivated in decision making Exceptional The Project Manager only pays attention to the top 10% of the performers and bottom 10% of the performers Acquire Project Team Project team acquisition is the process of getting the needed resources on the project Focuses on working within the policies and procedures of the organization Negotiating, influencing, and communicating skills play key role 11
- 12. 4/3/2011 Acquire Project Team •1. Project Management Plan • 2. Enterprise Environmental Factors • 3. Organizational Process Assets Tools & Techniques • 1. Pre-assignment • 2. Negotiation • 3. Acquisition • 4.Virtual Teams Input • 1. Project Staff Assignments • 2. Resource Calendars • 3. Project Management Plan Updates Output Acquire Project Team Inputs 1. Project Management Plan 2. Enterprise Environmental Factors 3. Organizational Process Assets Tools & Techniques 1. Pre-Assignment 2. Negotiation 3. Acquisition 4. Virtual Teams 12
- 13. 4/3/2011 Acquire Project Team Outputs 1.Project Staff Assignments 2. Resource Calendars 3. Project Management Plan Updates Develop Project Team The process objectives are To improve the team members skills To build trust and cohesiveness among team members Project Managers should acquire skills to identify, build, maintain, motivate, lead and inspire teams to achieve project objectives with optimal team performance 13
- 14. 4/3/2011 Develop Project Team •1. Project Staff Assignments • 2. Project Management Plan • 3. Resource Calendars Input Tools & Techniques • 1. Interpersonal Skills • 2.Training • 3.Team-Building Activities • 4. Ground Rules • 5. Co-Location • 6. Recognition and Rewards • 1.Team Performance Assignment • 2. Enterprise Environmental Factors Output Develop Project Team Inputs 1. Project Staff Assignments 2. Project Management Plan 3. Resource Calendars 14
- 15. 4/3/2011 Develop Project Team Toolsand Techniques 1. Interpersonal Skills 2. Training 3. Team-Building Activities 4. Ground Rules 5. Co-Location 6. Recognition and Rewards Perform Quality Control Outputs 1. Team Performance Assessment 2. Enterprise Environmental Factors 15
- 16. 4/3/2011 Develop Project Team TheProject Manager should possess five types of powers to develop project team o Expert The authority of the project manager comes from experience with the technology of the application area o Reward The project manager has the authority to reward the project team Develop Project Team Formal or Positional Power The project manager has been assigned by senior management Coercive or Penalty Power The project manager has the authority to discipline the project team members Referent ( referred by) The project manager has been assigned by CEO. 16
- 17. 4/3/2011 Develop Project Team Team-BuildingDevelopment Stages 1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning Manage Project Team Managing the project team involves Tracking each team member’s performance and providing feed back about their performance Resolving issues among team members Managing changes to project and project processes to enhance project performance 17
- 18. 4/3/2011 Manage Project Team •1. Project Staff Assignments • 2. Project Management Plan • 3.Team performance Assignments • 4. Performance Reports • 5. Organizational Process Assets Tools & Techniques • 1. Observation & Conversation • 2. Project Performance Appraisals • 3. Conflict Management • 4. Issue Log • 5. Interpersonal Skills Input • 1. Enterprise Environmental Factors • 2. Organizational Process Assets • 3. Change Requests • 4. Project Management Plan Updates Output Manage Project Team Inputs 1. Project Staff Assignments 2. Project Management Plan 3. Team Performance Assessments 4. Performance Reports 5. Organization Process Assets 18
- 19. 4/3/2011 Manage Project Team Toolsand Techniques Observation and Conversation Project Performance Appraisals Conflict Management Issue Log Interpersonal Skills Leadership Influencing Effective Decision Making Manage Project Team Outputs 1. Enterprise Environnemental Factor Updates 2. Organizational Process Assets Updates 3. Change Requests 4. Project Management Plan Updates 19
- 20. 4/3/2011 Manage Project Team Dealingwith Issues Schedule Seven most common issues are Priorities o 7. Schedule Resources o 6. Priorities o 5. Resources Technical o 4.Technical Policies & Procedures o 3. Policies and Procedures Project Costs o 2. Project Costs Person o 1. Personalities alities Conflict Resolution Characteristics are… Conflict is natural Conflict is a team issue Openness resolves conflict Conflict resolution should focus on issues, not personalities Conflict resolution should focus on the present, not the past 20
- 21. 4/3/2011 Conflict Resolution Problem Solving Confronts the problem head-on The preferred method Forcing Decision is made with power May not be the best solution Immediate solution Conflict Resolution Compromising Requires both parties give up something Decision is a blend of two parties argument Loose-loose solution Used to avoid fight Collaborating Incorporating multiple viewpoints from differing perspectives, leading to consensus 21
- 22. 4/3/2011 Conflict Resolution Smoothing Smoothingby minimizing the size of the problem Temporary solution Loose-loose solution Withdrawal One party withdraws form the problem with disgust Yield-loose solution Worst conflict resolution Project HR Management To Sum Up…. 1. We identified the project human resource management knowledge area’s processes 2. We learnt how to plan human resources for the project 3. We learnt how to acquire project team 4. We learnt how to develop project team 5. We learnt how to manage project team 22
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