Human Resource

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Human Resource Management Knowledge Areas Human Resource Management Human Resource Planning Identifying and 1. Enterprise 1. Organization documenting project roles, Environmental Factors charts and position responsibilities and 2. Organizational descriptions reporting relationships as Process Assets 2. Networking well as creating the 3. Project management 3. Organizational staffing management plan plan .Activity resource theory. requirements Obtaining the human resources needed to complete the project. 1. Enterprise 1. Pre-assignment Environmental Factors 2. Negotiation 2. Organizational 3. Acquisition Process Assets 3. Roles 4. Virtual teams and responsibilities 4. Project Organization charts 5. Staffing management plan 1. Project Staff Assignments 2. Resource Availability 3. Staffing management plan 1. General management skills 2. Training 3. Team-building activities 4. Ground rules 5. Co-location 6. Recognition and rewards 1. Roles and responsibilities 2. Project Organization charts 3. Staffing management plan Major Processes desc. Primary Inputs Tools & Techniques Primary Outputs

Acquire Project Team

1. Project Staff Assignments 2. Resource Availability 3. Staffing management plan (updates)

Develop Project Team

Improving the competencies and interaction of team members to enhance project performance.

1. Team Performance assessment

Manage Project Team

Tracking team member performance, providing feedback, resolving issues, and coordinating changes to enhance project performance

1. Organizational 1. Observation and Process Assets conversation 2. Project Staff 2. Project Assignments performance 3. Roles and appraisals responsibilities 3. Conflict 4. Project Organization management charts 4. Issue log 5. Staffing management plan 6. Team Performance assessment 7. Work Performance Information 8. Performance Reports

1. Requested Changes 2. Recommended Corrective Actions 3. Recommended Preventive Actions 4. Organization process assets (updates) 6. Project management plan (updates)

Enterprise Environmental Factors (Input to HR Planning) Organizational (which departments, their working arrangements, relationships) Technical (Disciplines and Specialties needed) Interpersonal (Formal or informal reporting relationships, culture and language differences etc) Logistical (How much distance) Political (Individual goals and agendas Constrains Organizational Structure, Collective bargaining agreements, Economic Conditions Organizational Charts Hierarchical, Matrix based and Text Oriented RBS Resource Break Down Structure is an hierarchical chart which shows break down of project by resource types. RBS is helpful in tracking project costs, aligned with organizations accounting system, can contain categories other than human resources RAM Responsibility assignment Matrix, can be developed at various levels. RACI (Responsible, Accountable, Consult and Inform) Halo Effect Tendency to rate high or low on all the factors due to the impression of a high or low rating on some specific factor Organizational theory Provides information regarding the ways that people, teams and organizational units behave. Roles and Responsibilities (O/P of HR planning) Role, Authority, Responsibility and competency Staff Management Plan Describes when and how human resource requirements will be met. SMP can be updated because of promotions, retirements, illness, performance issues and changing workloads. SMP contents: 1 Staff acquisition internal or external or contract, same location or different etc 2 Timetable Resource histogram is prepared, bars beyond the maximum available hours identify need for resource leveling strategy. 3 Release criteria Morale is improved if transitions are already planned. 4 Training Needs 5 Recognition and rewards 6 Compliance With Government regulations 7.Safety Five Stages of Team Development Forming, Storming, Norming, Performing and Adjourning Kickoff Meeting Indirect Method to start team development. It should answer 1.Why am I here? 2.Who are you and your expectations of me? 3. What is this team going to do? 4.How is the team going to do this work? 5.How do I fit into all this? Lessons Learned from Manage Project Team Project organization charts, positions and SMP Ground rules, conflict management techniques and recognitions Procedures for Virtual teams, co-location, training and team building Special skills and competencies by team members discovered Issues and solutions Project Human Resource Management - process required to make the most effective use of the people involved with the project Responsibility Assignment Matrix (RAM) Show who does what (x=person, y=phase). The most important feature of the RAM is the participatory development process involving all stakeholders. Show who is participant, who is accountable, who handles reviews, who provides input and who must sign off on specific work packages or project phases. Linear Responsibility Chart (LRC) identifying responsibility, assignments by work packages and action required. Also referred to as RAM. Organizational Breakdown Structure (ORS) - A depiction of the project organization arranged so as to relate work packages to organization units. Resources Histogram often part of Staffing Management Plan; shows resource usage (eg staff hours) per time period (eg wk, mth) of a specific job function. Rewards and Recognition Systems -- to be effective, must make the link between performance and reward clear, explicit and achievable.

Type of Power Legitimate (Formal) Coercive Derived from formal position Predicated on fear Involves positive reinforcement and ability to award something of value Project often needs their own rewards system to affect employee performance. Used correctly, bring the team s goals and objectives in line with each other and with the project. Held in esteem because of special knowledge or skill (requires time) Ability to influence others through charisma, personality, etc.

Reward

Expert Referent

The best forms of power are generally Reward and Expert Conflict Management Avoidance/Withdrawal (Ignoring) At least one party withdraws from conflict. Cool off period, could be lose/lose Retreating from actual or potential disagreement; delaying (e.g. Just document the problem ) Exerting one s viewpoint; a last resort [win/lose] (e.g. Call the customer and demand that you receive the approval today. Bargaining and searching for solutions; neither party wins but each gain some satisfaction [win-lose/win-lose] this is very rarely a good way to resolve technical issues. Opposite of Competition. One party meets other party need at expense of his own. Lose/Win Involves incorporating multiple ideas and viewpoints from people with different perspectives and offers a good opportunity to learn from others (good when project is too important to be compromised) Win/Win Best Strategy De-emphasize differences and emphasize commonalities; friendly but avoids solving root causes; delaying (eg. Manager says an issue is valid but doesn t think it will be a big problem later) Address conflict directly in problem solving mode [win/win]

Competition/Forcing

Compromising

Accommodation

Collaborating

Smoothing

Problem Solving / Confrontation

3 steps of problem solving: 1. Analyze the situation / Document the situation 2. Develop alternatives with the team 3. Go to management Motivational Theory: Content & Process Theories Content: What energizes, directs behavior 1. Maslow s Hierarchy of Needs Theory (Physiological, Safety, Social/Belonging, Esteem, Self-Actualization) 2. Hertzberg s Motivator/Hygiene Theories (Motivator: Responsibility, Self-Actualization, Esteem, Professional Growth, Recognition; Hygiene: Working Conditions, Salary, Relationship at Work, Social, Safety, Physiological) Process: How personal factors influence behavior

1. McGregor s Theory X and Theory Y (X: Assumes people lack ambition, dislike responsibility, are inherently selfcentered and are not very bright; motivate by reward and punishment. Y: Assumes people become lazy w/o recognition, will accept responsibility, can become self-motivated and exercise self-control; motivate by removing obstacles and providing self-directed environment.) 2. Ouchi s Theory Z/Japanese Theory ( focus on team, company; usually lifetime employment, collective decisionmaking ) Other Motivational Theories Behaviorism people behavior can be modified through manipulation of rewards and punishments Expectancy Theory Motivation is explained in terms of expectations that people have about (1) their ability to perform effectively on the job, (2) the rewards they might obtain if they do perform effectively and (3) the value or degree of satisfaction they anticipate from those rewards. MBO More support to team, not more power (remain to PM) Leadership Theories: McGregor Theory X (employee lack ambition) and Theory Y (org structure are responsible for motivation) Tannenabaum-Schmidt model Continuum of leadership styles between the autocratic and participative styles Blake and Mouton ref to managerial grid (Concern for People Vs Concern for Production), whereas 1,1 is laissez faire mgmnt, 1,9 is Country Club mgmnt, 9,1 is Task oriented mgmnt, 5,5 is Compromise mgmnt and 9,9 is team mgmnt. Forms of Organization Groups people by specialization. Project manager has no formal authority of resources and must Functional rely on informal power structure and his own interpersonal skills to obtain resource commitments from functional managers. Project Expeditor Retains functional but adds a Project Expeditor who serves as a communications link and coordinator for the project across functional units

Project Similar to Project Expeditor except the Coordinator reports to a higher level manager and has some Coordinator authority to assign work Vertical functional lines of authority maintained with a relatively permanent horizontal structure containing managers for various projects. Balance of power leans toward the Functional Manager. Weak Matrix Can cause a project to fall behind because functional managers are pulling resources away to perform non-project related tasks. The Project Manager may be able to make resource decision on his own but not technical decision. Strong Matrix Same as Weak except that the balance of power leans towards the Project Manager Projectized A separate, vertical structure is established for each project. All the project team members report directly and solely to the project manager.

Team building is most difficult in a matrix organization. Its main purpose is to improve team performance Team development is based on the individual development of each member Leadership Styles

Autocratic Consultive Consensus Shareholder

PM makes decision without soliciting information from team Intensive information solicited; PM makes decision Team makes decision; open discussion and information gathering by team Little or no information exchange; team has ultimate authority for final decision

Roles of the Project Manager Functions of the Project Manager Integrator Communicator Team Leader Decision Maker Climate Creator/Builder Documentation Staffing Management Plan describes when resources will be brought into and taken off the project. Employee Record Update as part of closure, the project manager should update employee s record with the new skills acquired. Resource calendar identifies period when work is allowed. Performance Appraisals/Assessment Project Manager will collect information from team member s supervisors when project performance appraisals are completed. Team Performance assessment is done by the PM in order to evaluate and improve the effectiveness of team. Conflicts in Order of Frequency 1. Schedule 2. Project Priorities 3. Resources 4. Technical Opinions 5. Administrative Procedures 6. Cost 7. Personality Arbitration The hearing and resolution of a dispute performed by a neutral party Perquisites Giving Special rewards Fringe Benefits Standard benefits given to all employees Planning Organizing Leading Controlling

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