Ed4 P9 Project Human Resources Management
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Transcript of Ed4 P9 Project Human Resources Management
Project Human Resource Management
Project Human Resource Management
Presentation initially prepared by Ken Dixon, PMP
Updated by Jon Ashby
Chapter 9 of the PMBOK® Guide (Fourth Edition)
Project Human Resource Management
Project Human Resource Management• The processes that organizes, manage, and lead the project team• Those with assigned roles and responsibilities for completing the
project• Members can change as the project progresses
Pages 215 - 242
Project Stakeholders
Project Team
Project Management Team
Project Sponsor
Project Manager
9.1 Develop HR Plan
Identify/document roles/responsibilities/
skill required/ reporting
Planning
Project Human Resource Management
Page 217
9.3 Develop Project Team
Improving competencies, team interaction, overall
environment
Executing
9.4 Develop Project Team
Tracking performance, providing feedback, resolving issues,
managing changes to optimise project performance
Executing
9.2 Acquire Project Team
Confirming availability/obtaining the people needed to complete the project
Executing
Project Human Resource ManagementProcesses
Project Human Resource Management
Develop Human Resource Plan (1 of 3)• Inputs
– Understand your organisation and environment– Availabilityof limited skills and experience– NB Plan for and develop options
• Tools and Techniques– Organisation chart– Use RAM (eg: RACI) and organisation charts (Pages
220/1)– Networking– NB For exam, need to have a basic understanding of
Organisational Theory• Outputs
– Human Resource Plan• Project roles and Responsibilities• Skills required• Reporting relationships• Project organisation• Staffing management plan
NB For exam, need to understand the American view of Recognition and Rewards
Pages 218 - 225
9.1 Develop Human Resources Plan
Inputs1.Activity resource requirements2.Enterprise environmental factors3.Organisational process assets
Tools and Techniques1.Organisation charts and position responsibilities2.Networking3.Organisational theory
Outputs1.Human resource plan
Project Human Resource Management
A Responsibility Assignment Matrix (RAM – RACI example)
RACI Chart Person
Activity Anne Ben Carlos Dina Ed
Define A R I I I
Design I A R C C
Develop I A R C C
Test A I I R I
Develop Human Resource Plan (2 of 3)
Project Human Resource Management
Organisational Theory
• Maslow's hierarchy of human needs• Herzberg
– Hygiene (failure can lead to dissatisfaction)– Motivational Factors
• McGregor Theory X: (developed by McGregor to describe how managers relate to subordinates)
• Theory Y:• Theory Z: (Developed by Ouchi. The source was the Japanese
workplace)
Develop Human Resource Plan (3 of 3)
Project Human Resource Management
Acquire Project TeamAcquire the human resources needed to complete
the project• Inputs
– People• What sort of people do you need on the team?• Who do you want on the team?• Who wants to be on the team?
• Tools and Techniques– Pre-assignment– Negotiation and influencing– Acquisition– Virtual teams
• Outputs– Staff assignments– Resource calendars– PM Plan updates
Pages 225 - 229
9.2 Acquire Project Team
Inputs1.Project management plan2.Enterprise environmental factors3.Organisational process assets
Tools and Techniques1.Pre-assignment2.Negotiation3.Acquisition4.Virtual teams
Outputs1.Project staff assignments2.Resource calendars3.Project management plan updates
Project Human Resource Management
Develop Project Team (1 of 2) • Inputs
– Staff assignments– Resource calendars– PM Plan
• Tools and Techniques– Interpersonal skills (soft skills)
• Empathy• Influence• Creativity• Group facilitation
– Training – informal or formal
– Team Building (Team Development Stages)• Forming• Storming• Norming• Performing• AdjourningPages 229 - 236
9.3 Develop Project Team
Inputs1.Project staff assignments2.Project management plan3.Resource calendars
Tools and Techniques1.Inter-personal skills2.Training3.Team-building activities4.Ground rules5.Co-location6.Recognition and rewards
Outputs1.Team performance assessment2.Enterprise environmental factors updates
Project Human Resource Management
Develop Project Team (2 of 2) • Tools and Techniques
– Ground rules• Clear expectations• Should be developed and enforced by the team • Meeting ground rules
– Co-location• Team members working in the same place
– Recognition and Rewards• Recognise and reward desirable behaviour• Team rewards are best
• Objectives– Improve skills of team members– Improve trust and cohesiveness among team members– Create a dynamic and cohesive team culture
• Outputs– Team performance assessment – Update personnel records of the people on the project
Pages 229 - 236
9.3 Develop Project Team
Inputs1.Project staff assignments2.Project management plan3.Resource calendars
Tools and Techniques1.Inter-personal skills2.Training3.Team-building activities4.Ground rules5.Co-location6.Recognition and rewards
Outputs1.Team performance assessment2.Enterprise environmental factors updates
Project Human Resource Management
Manage Project Team (1 of 3) Appointed
• Formal (Legitimate)• Reward• Penalty• Expert• Referent
Involves• Both formal and informal• A matrix environment• Tracking team performance• Providing feedback• Resolving issues• Coordinating changes
Interpersonal Skills• Leadership• Influencing skills• Effective decision making
Pages 236 - 242
Project Human Resource Management Page 239
• Reduce conflict• Differences of opinion - healthy and creative• Practice positive criticism• Generally manage their own conflicts• If conflict escalates then Project Manager steps in• Conflict should be addressed early and in private• Five methods of managing conflict:
1. Withdrawal: 2. Smoothing: 3. Compromising: 4. Forcing: 5. Problem Solving
Manage Project Team (2 of 3)
Project Human Resource Management
Manage Project Team (3 of 3) • Inputs
– Staff assignments– PM Plan– Team performance assessments (RM - team effectiveness)– Performance reports– Organisational process assets
• Tools and Techniques– Observation and Conversation– Conflict Management (RM – remember top 4)
• Schedules• Priorities• Resources• Technical opinions• Administrative procedures• Cost• Personality
– Issues logs– Interpersonal skills
• Outputs– Staffing changes – may or may not impact schedule– Inputs to performance appraisals
Pages 236 - 242
9.4 Manage Project Team
Inputs1.Project staff assignments2.Project management plan3.Team performance assessments4.Performance reports5.Organisational process assets
Tools and Techniques1.Observation and conversation2.Project performance appraisals3.Conflict management4.Issues log5.Interpersonal skills
Outputs1.Enterprise environmental factors updates2.Organisational process assets updates3.Change requests4.Project management plan updates