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Human Resources

Management
Sections of this presentation were adapted
from A Guide to the Project Management
Body of Knowledge 4th Edition, Project
Management Institute Inc., © 2009
Human Resources Management
“The processes that organize and manage
the project team”
Why Do We Manage Human
Resources?
Clearly defined roles and responsibilities
are essential for the successful project
Roles and responsibilities are assigned to
one of six groups
 Project Sponsor
 Senior Management
 Project Team
 Stakeholders
 Functional Manager
 Project Manager
Common Responsibilities
Project Sponsor Senior Management
 Accept the product  Provide planning time
 Prioritize projects
 Provide key dates
 Prioritize triple constraint
 Risk threshold  Issue project charter
 Protect the project

Project Team
 Perform work tasks
 Manage stakeholders
 Define quality
 Review project
performance & correct
Common Responsibilities
Stakeholders Functional Manager
 Approve project  Assigns individuals to
team
changes
 Assist with team member
 Verify Scope performance issues
 Become risk owners  Notify PM of other project
resources demands
Project Manager
 Integrate project components
 In charge of project (not necessarily resources)
 Accountable for project failure
 Measure performance and act
 Does NOT sign the project charter
How Do We Manage Human
Resources?
Four processes
 Develop Human Resources Plan
 Acquire Project Team
 Develop Project Team
 Manage Project Team

Develop Human Acquire Project Develop Project Manage Project


Resources Plan Team Team Team
Develop Human Resources
Plan
Enterprise Inputs Tools & Techniques Outputs
Environmental Roles and
Factors  Organizational charts and Responsibilities
position descriptions
Organizational Project
Process Assets  Networking
Organizational
 Organizational theory Charts
Project
Management Staffing
Plan Management Plan

Develop Human Acquire Project Develop Project Manage Project


Resources Plan Team Team Team
Organizational Charts
Anna
Project Manager

Hierarchical Charts Ed Ted Fred


Instrument Lead Painter Document Control

Matrix Based
 Responsibility Assignment Matrix (RAM)
RACI - Responsible, Accountable, Consult, Inform

Person
Activity Ann Ben Carlos Dina
Define A R I I
Design I A R C
Develop I A R C
Test A I I R
R = Responsible A= Accountable C= Consult I = Inform
Acquire Project Team
Enterprise Inputs Outputs
Tools & Techniques
Environmental Project Staff
Factors  Pre-assessment Assignments
Organizational  Negotiation
Resource Availability
Process Assets  Acquisition
Roles and  Virtual teams
Staffing
Responsibilities Management Plan
Updates
Project Org
Charts
Staffing
Management
Plan

Develop Human Acquire Project Develop Project Manage Project


Resources Plan Team Team Team
Develop Project Team
Inputs Tools & Techniques
Project Staff
Assignments  General management skills
 Training Outputs
Staffing Team
Management Plan  Teambuilding activities performance
 Ground rules assessment
Resource
Availability  Co-location
 Recognition and rewards

Develop Human Acquire Project Develop Project Manage Project


Resources Plan Team Team Team
Manage Project Team
Organizational Process
Tools & Techniques Outputs
Assets
Requested
Project Staff  Observation and Changes
Assignments conversation
Recommended
Roles and Inputs  Project performance Corrective Actions
Responsibilities appraisals
Recommended
Project Org Charts  Conflict management Preventive Actions
Staffing  Issue log Organizational
Management Plan Process Assets
Team Performance Updates
Assessment
Project
Work Performance Management
Information Plan Updates
Performance
Reports

Develop Human Acquire Project Develop Project Manage Project


Resources Plan Team Team Team
Power and Leadership
Powers of PM Leadership Styles
(Order of Effectiveness)  Directing
 Expert  Facilitating
 Reward  Coaching
 Referent  Supporting
 Formal (legitimate)  Autocratic
 Penalty (coercive)  Consultative
 Consensus
Motivation Theories
McGregor’s Theory of X and Y
 X People need to be watched every minute. They are
incapable, avoid responsibility, and avoid work
wherever possible
 Y People are willing to work without supervision and
want to achieve. They can drive their own efforts

X X
Y
Motivation Theories
Maslow’s Hierarchy of Needs
 People work for self actualization – to contribute and
use their skills

Self
Actualization
Esteem

Social

Safety

Physiological
Motivation Theories
Hertzberg's Theory
 Hygiene Factors – Poor Hygiene Factors destroy
motivation
Working Conditions
Salary
Personal Life
Relationships at Work
Security
Status
 Motivating Agents – Motivates people to work harder
Responsibility
Self Actualization
Professional Growth
Recognition
Key Terms
War Room – Project team located in single room
to create project identity
Expectancy Theory – Employees who believe
that their efforts will lead to effective
performance and who expect to be rewarded for
their accomplishments remain productive as
rewards meet expectations
Perquisites – perks
Fringe Benefits – Standard benefits given to all
employees
Conflict Management
Five Conflict Resolution Modes
 Withdraw Temporary Only –
 Smoothing No Resolution
 Compromising
 Forcing Provide Resolution
 Problem Solving

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