Project Management Gaafar 2006 / 1 * This Presentation is uses information from PMBOK Guide 2000...
-
Upload
laurel-ward -
Category
Documents
-
view
213 -
download
0
Transcript of Project Management Gaafar 2006 / 1 * This Presentation is uses information from PMBOK Guide 2000...
Project Management Gaafar 2006 / 1
* This Presentation is uses information from PMBOK Guide 2000
Project Management
Human Resource Management*
Dr. Lotfi Gaafar
Project Management
Project Organization Structure
Uses information from Project Management: The Managerial Process. Gary and Larson
Project Management
Functional Organizations
– Different segments of the project are delegated to respective functional units.
– Coordination is maintained through normal management channels.
– Used when the interest of one functional area dominates the project or one functional area has a dominant interest in the project’s success.
Project Management
Functional Organization of Projects
Advantages
– No Structural Change
– Flexibility
– In-Depth Expertise
– Easy Post-Project Transition
Disadvantages
– Lack of Focus
– Poor Integration
– Slow
– Lack of Ownership
Project Management
Dedicated Teams
– Teams operate as separate units under the leadership of a full-time project manager.
– In a projectized organization where projects are the dominant form of business, functional departments are responsible for providing support for its teams.
Project Management
Dedicated Team
Advantages
– Simple
– Fast
– Cohesive
– Cross-Functional Integration
Disadvantages
– Expensive
– Internal Strife
– Limited Technological Expertise
– Difficult Post-Project Transition
Project Management
Matrix Structure
– Hybrid organizational structure (matrix) is overlaid on the normal functional structure.
Two chains of command (functional and project) Project participants report simultaneously to both functional
and project managers.
– Matrix structure optimizes the use of resources. Allows for participation on multiple projects while performing
normal functional duties. Achieves a greater integration of expertise and project
requirements.
Project Management
Matrix Structure
Advantages
– Efficient
– Strong Project Focus
– Easier Post-Project Transition
– Flexible
Disadvantages
– Dysfunctional Conflict
– Infighting
– Stressful
– Slow
Project Management
Project Management Structures
Challenges to Organizing Projects– The uniqueness and short duration of projects relative
to ongoing longer-term organizational activities– The multidisciplinary and cross-functional nature of
projects creates authority and responsibility dilemmas. Choosing an Appropriate Project Management
Structure– The best system balances
the needs of the project with the needs of the organization.
Project Management
Choosing the Appropriate Project Management Structure
Organization Form Considerations– How important is the project to the firm’s success?– What percentage of core work involves projects?– What level of resources (human and physical) are
available?
Project Management
Choosing the Appropriate Project Management Structure (cont’d)
Project Considerations– Size of project– Strategic importance– Novelty and need for innovation– Need for integration (number of departments involved)– Environmental complexity (number of external
interfaces)– Budget and time constraints– Stability of resource requirements
Project Management Gaafar 2006 / 12
Project Human Resource Management
“project human resource management includes the processes required to make the most effective use of the people involved in the project. It includes all the project stakeholders-sponsors, customers, partners, individual contributors, and others.”
Processes include–Organizational planning–Staff acquisition–Team development
Project Management Gaafar 2006 / 16
Keys to Managing People
Psychologists and management theorists have devoted much research and thought to the field of managing people at work
Important areas related to project management include– motivation– influence and power– effectiveness
Project Management Gaafar 2006 / 17
Motivation
Abraham Maslow developed a hierarchy of needs to illustrate his theory that people’s behaviors are guided by a sequence of needs
Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny
Project Management Gaafar 2006 / 18
Organizational Planning
Organizational planning involves identifying, documenting, and assigning project roles, responsibilities, and reporting relationships
Outputs and processes include– project organizational charts– work definition and assignment process– responsibility assignment matrixes– resource histograms
Project Management Gaafar 2006 / 19
Staff Acquisition
Staffing plans and good hiring procedures are important in staff acquisition, as are incentives for recruiting and retention
Some companies give their employees one dollar for every hour a new person they helped hire works
Some organizations allow people to work from home as an incentive
Research shows that people leave their jobs because they don’t make a difference, don’t get proper recognition, aren’t learning anything new, don’t like their coworkers, and want to earn more money
Project Management Gaafar 2006 / 20
Rewards and Recognition
• Reward and recognition systems are actions taken by project management in order to promote and achieve desired behavior and outcomes.
• The link between project performance and reward must be made clear and achievable.
Project Management Gaafar 2006 / 21
Rewards and Recognition
Considerations for Reward and Recognition• Size of the project• Project cost budget must be met• Desired quality of products• Scheduled date of completion must be met• Health and safety targets • Improved sales margin• Ideas that make a difference ( employee
suggestions)• Recognition of outstanding performance
Project Management Gaafar 2006 / 22
Training:
• Definition:“ A planned process to modify attitude, knowledge or
skill behavior through learning experience to achieve effective performance in an activity or range of activity. In order to satisfy the current and future needs of a project”
• Distinction between training and development.
(A different definition)
Project Management Gaafar 2006 / 23
Considerations to be taken:
• Is training a solution for the problem?
• Are the goals clear and realistic?
• Is it a good investment?
• Will it work?
Project Management Gaafar 2006 / 24
Needs Assessment Phase
• Organization needs.• Task needs.• Person needs.
Development and Training Conduct
• Location.On Job (OJT)Off Job
• PresentationSlides and video tapes.ComputerSimulationVirtual reality
• Types. Skills Retraining
Cross Functional Training Team Training Creativity Training
Evaluation
Training Process