Pmbok 4th edition chapter 9 - Project Human Resources Management

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I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.this is the first presentations uploaded to Slide Share, For more information do not hesitate to contact me.Ahmad H. Maharma - PMPRamallah, Palestine Phone: + (972) (2) 2968644Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com

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Microsoft PowerPoint - PMBOK - Chapter 9 [Compatibility Mode]

CHAPTER9

PROJECTHUMANRESOURCEMANAGEMENT

Ahmad H. Maharma PMP

PMKnowledgeAreas&ProcessGroupsPM Process Groups / KnowledgeArea Processes

Initiating Process Group

Planning Process Group Executing Process Group

Monitoring & Controlling Process Group

Closing Process Group

Project Develop Project Charter Develop Project Management Direct and Manage Project Monitor and Control Project Work Close ProjectProject Management Integration

Develop Project Charter Develop Project Management Plan

Direct and Manage Project Execution

Monitor and Control Project WorkIntegrated Change Control

Close Project

Project Scope Management

Collect requirementsDefine ScopeCreate WBS

Verify ScopeControl Scope

Project Time Define Activity Schedule ControlProject Time Management

Define Activity Sequence ActivityEstimating ResourceEstimating Duration Develop Schedule

Schedule Control

Project Cost Management

Estimating CostBudgeting Cost

Control Cost

Project Quality Management

Quality Planning Perform Quality Assurance Perform Quality Control

Project HR Management

Human Resources Planning Acquire Project TeamDevelop Project TeamManage Project Team

ProjectCommunications Management

Identify Stakeholders Plan Communications Distribute Information Manage stakeholders expectations

Performance Reporting

Project Risk Management

Plan Risk ManagementRisk IdentificationQualitative / Quantitative Risk Analysis

Risk Monitoring and Control

yRisk Response Planning

Project Procurement Management

Plan procurement Conduct procurement Administer Contract Close procurement

10.ProjectHumanResourceManagement

PlanningProcesses

Monitoring &Controlling Processes

Enter phase/Start project

Exit phase/End project

InitiatingProcesses

ClosingProcesses

ExecutingProcesses

Knowledge AreaProcess

I iti ti Pl i E ti Monitoring & Cl iInitiating Planning Executing gContol Closing

HumanR

Develop Human R Pl

Acquire Project TeamDevelop Project TeamResource Resource Plan p jManage Project Team

ProjectHumanResourceManagement

Includetheprocessthatorganize,manage,andleadtheprojectteam.p j

Earlyinvolvementandparticipationofteammembersb fitbenefits:

addtheirexpertise duringtheplanningprocess strengthens their commitmentstrengthenstheircommitment

Tips: Understand clearly the role andTips:UnderstandclearlytheroleandresponsibilitiesofProjectSponsor/Initiator,

the team stakeholders functional managertheteam,stakeholders,functionalmanager,PM,portfoliomanager,programmanager

TeamBuildingActivities(Tools&Techniques)Tuckmans stageofteamformationand

development:development:1. FORMING

Theteammeetsandlearnsabouttheprojectandwhattheirrolesandresponsibilities.2. STORMING

Addresstheprojectwork,technicaldecisionsandtheprojectmanagementapproach.Conflict/disagreementmayoccurs.

3. NORMINGW k t th d dj t k h bit d b h i th t t th t Worktogetherandadjustworkhabitsandbehaviorthatsupporttheteam.

4. PERFORMING Beingawellorganizedunit

5. ADJOURNING5. ADJOURNING Teamcompletestheworkandmoveonfromtheproject.

MotivationTheory:MaslowsHierarchy of NeedsHierarchyofNeeds

Higher Level of Needs

Basic Needs

Image source: http://theskooloflife.com/wordpress/self-actualization-in-the-maslow-hierarchy/

MotivationTheory:McGregorsX&YTheoryTheory

TheoryX Peopletendstobenegative,passive

e.g.incapable,avoidresponsibility,needtobewatched

ExtrinsicMotivationh TheoryY

Peopletendstobepositivee.g.wanttoachieve,willingtoworkwithoutsupervision,candirecttheirowneffort

IntrinsicMotivation

MotivationTheory:AcquiredNeedsTheoryTheory

DavidMcClellandsTheory

l d b f h hPeoplearemotivatedbyoneofthethreeneedsNeeds Behavioral Style

Achievement (N-Ach)

These people should be given projects that are challenging but are reachable

They like recognitionAffiliation

(N-Affil) These people work best when cooperating with

others They seek approval rather than recognition

Power (N-Pow)

People whose need for power is socially oriented, should be allowed to manager others

These people like to organize and influence othersothers

MotivationTheory:TwoFactorsTheoryTheory

Herzbergs Theory Job dissatisfaction due to lack of hygiene factors

J b ti f ti d t ti ti f t Job satisfaction due to motivation factors

Hygiene Factors

- Working condition- Salary- Personal life- Relationship at work- Security- Status

Motivation Factors

- Responsibility- Self actualization

P f i l th- Professional growth- Recognition

ConflictManagement. Conflicts can be beneficial (an opportunities for improvement)

Conflicts is an inevitable consequence of organizational interactions.

Conflicts in the team are caused due to the following reasons in decreasing order of occurrences.g

1. Schedules2. Project priorities3. Resources4. Technical opinions4. Technical opinions

The most common cause of conflicts in projects are issues related to schedules (not personality differences)to schedules (not personality differences).

Conflict is best resolved by those involved in the conflict.

ConflictManagement General techniques to resolve conflict

CollaboratingForcing

Pushing ones viewpoint at the expense of others; Offers only win-

lose solutions.

Collaborating

Incorporating multiple viewpoints and insights from differing

perspectives; Leads to consensus and commitment.

f

Compromising

Searching for solution that bring some degree of satisfaction to all e

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v

i

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r

s

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h

a

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o

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s

e

d

o

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e

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f

Confronting & Problem Solving

Treating conflict as problem to be solved by examining alternatives; Withdrawing/Avoiding Smoothing/Accommodating

some degree of satisfaction to all parties.

B f

o

solved by examining alternatives;

Requires a give and take attitude and open dialogue.

Withdrawing/Avoiding

Retreating from an actual or potential conflict situation.

Smoothing/Accommodating

Emphasizing areas of agreement rather than areas of difference.

Behaviors that focused on others

Exercise:ConflictManagementDescription Type of Resolving

It seems that the real problem here is not a lack of communication, but a lack of knowledge of what needs to be done and when Here is a copy of the project schedule

Confronting knowledge of what needs to be done and when. Here is a copy of the project schedule. It should help you understand what you need to know.

"Do it my way!" Forcing

"Let's calm down and get the job done!" SmoothingLet s calm down and get the job done! Smoothing

Let us do a little of what both of you suggest Compromising

Let's deal with this issue next week" Withdrawal

Sandy and Amanda, both of you want this project to cause as little distraction to your departments as possible. With that in mind, I am sure we can come to an agreement on the purchase of equipment and what is best for the project."

Smoothing

We have talked about new computers enough I do not want to get the computers ForcingWe have talked about new computers enough. I do not want to get the computers, and that is it!"

Forcing

"Sandy, you say that the project should include the purchase of new computers, and Amanda, you say that the project can use existing equipment. I suggest we perform the

following test on the existing equipment to determine if it needs to be replaced "

Confronting

following test on the existing equipment to determine if it needs to be replaced.

Let's what everyone thinks, and try to reach a consensus Collaborating

ProblemSolving

Theimportantthingtorealizeaboutproblemsisiftheyarenot solved completely they just return again and againnotsolvedcompletely,theyjustreturnagainandagain.

Theprocessofproblemsolvinghasthesesteps1. Definethecauseoftheproblem

2. Analyzetheproblemy p3. Identifysolution4. Implement a decision4. Implementadecision5. Review thedecision,andconfirm thatthe

problemissolved.p

ProjectManagerPowerAProjectManagermayyieldauthorityovertheprojectteaminoneofthe

followingways

Formal (Legitimate) P d P j M i i Formal(Legitimate) PowerduetoProjectManagersposition Reward Powerstemsfromgivingrewards. Penalty (Coercive) Power due to afraid of the power the Project ManagerPenalty(Coercive) PowerduetoafraidofthepowertheProjectManager

holds.

Expert(Technical) Comesfrombeingtechnicalorprojectmanagementexpert.p

Referent Powerofcharismaandfame.Makeanotherpersonliking/respectingtheProjectManager.

Th b t f f EXPERT d REWARD The best forms of power: EXPERT and REWARD. Earned on your own: EXPERT

The worst choice: PENALTYDerived from position in the company: FORMAL REWARD and PENALTYDerived from position in the company: FORMAL, REWARD and PENALTY.

Management&LeadershipStyle Autocratic

Topdownapproach.Themanagerhaspowertodowhatevershe/hewants. Sometimeappropriatewhendecisionsmustbemadeforemergency

situationortimepressure.

Democratic/Participative Encouragingteamparticipationinthedecisionmakingprocess

Best used for people whose behavior fit with theory Y BestusedforpeoplewhosebehaviorfitwiththeoryY

Laissezfaire aFrenchtermmeansleavealone Themanagerisnotdirectlyinvolveintheworkoftheteam.

Effectiveforhighlyskilledteam

ImportantTerms HaloEffect

Theassumptionthatbecausethepersonisgoodat technical,hewillbegoodasa project manager.aprojectmanager.

ArbitrationAmethodtoresolveconflict.Aneutralpartyhearsandresolveadispute.

E t Th ExpectancyTheory VictorH.VroomThisisamotivationfactor.Peopleputinmoreeffortsbecausetheyaccepttobe

rewardedfortheirefforts.

P i it (P k ) Perquisites(Perks)Someemployeesreceivesspecialrewardse.g.parkingspaces,corneroffices,

executivedining.

F i B fi FringeBenefitsStandardbenefitsformallygiventoallemployees,suchasinsurance,education

benefitsandprofitbenefits.

ProjectManagerInterpersonalSkills

Leadership Team building Teambuilding Motivation Communicating Communicating Influencing

D i i M ki DecisionMaking Politicalandculturalawareness

N i i Negotiation

ProjectHumanResourceManagementProcesses

Project Human Resource Management includes the processesthat organize, manage, and lead the project team. The project

t i i d f th l ith i d l dteam is comprised of the people with assigned roles andresponsibilities for completing the project.

The type and number of project team members can change frequentlyas the project progresses.Project team members may also be referred to as the project's staffProject team members may also be referred to as the project s staff.

While the specific roles and responsibilities for the project teammembers are assigned, the involvement of all team members in project

planning and decision making can be beneficialplanning and decision making can be beneficial.Early involvement and participation of team members adds theirexpertise during the planning process and strengthens their commitment

to the projectto the project.

ProjectHumanResourceManagementProcesses

9.1 Develop Human Resource PlanThe process of identifyingand documenting project roles, responsibilities, and required

kill ti l ti hi d ti t ffiskills, reporting relationships, and creating a staffingmanagement plan.

9.2 Acquire Project TeamThe process of confirming humancqu e ojec ea p gresource availability and obtaining the team necessary tocomplete project assignments,

9 3 D l P j T Th f i i h9.3 Develop Project TeamThe process of improving thecompetencies, team interaction, and the overall teamenvironment to enhance project performance.

9.4Manage Project TeamThe process of tracking team memberperformance, providing feedback, resolving issues, and

managing changes to optimize project performancemanaging changes to optimize project performance.

ProjectHumanResourceManagementProcesses

The project management team is a subset of the project team and isresponsible for the project management and leadership activities such asinitiating planning executing monitoring controlling and closing the variousinitiating, planning, executing, monitoring, controlling, and closing the variousproject phases.

Thi l b f d t th ti l d hi tThis group can also be referred to as the core, executive, or leadership team.

For smaller projects, the project management responsibilities can be sharedby the entire team or administered solely by the project manager.

The project sponsor works with the project management team, typicallyassisting with matters such as project funding, clarifying scope, monitoringprogress, and influencing others in order to benefit the project.

M i d l di h j l i l d b i

ProjectHumanResourceManagementProcessesManaging and leading the project team also includes, but is not

limited to: lnfluencing the project team. Being aware of, and influencinglnfluencing the project team. Being aware of, and influencing

when possible, those human resource factors that may impactthe project. This includes team environment, geographicalIocations of team members communications amongIocations of team members, communications amongstakeholders, internal and external politics, cultural issues,organizational uniqueness, and other such people factors thatmay alter the project performance.

P f i l d thi l b h i Th j t t Professional and ethical behavior. The project managementteam should be aware of, subscribe to, and ensure that allteam members follow ethical behavior.

ProjectHumanResourceManagementProcesses

Examples of interactions (between Project Human ResourceManagement and other process) that require additional planningi l d th f ll i it tiinclude the following situations:

After initial team members create a work breakdownstructure, additional team members may need to be acquired., y q

As additional team members are acquired, their experiencelevels, or lack thereof, could increase or decrease project risk,

i h d f ddi i l i k l i dcreating the need for additional risk planning updates. When activity durations are estimated, budgeted, scoped, or

planned prior to identifying all project team members andplanned prior to identifying all project team members andtheir competency levels, the activity durations may be subjectto change.

9.1DevelopHumanResourcePlanDevelop Human Resource Plan is the process of identifying and

documenting project roles, responsibilities, and required skills,reporting relationships, and creating a staffing managementreporting relationships, and creating a staffing managementplan

Human resource planning is used to determine and identify humanresources with the necessary skills required for project successresources with the necessary skills required for...