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Block 4 Project Human Resource

Learn the importance of good human resource management in IT projects, including organizational planning, staff acquisition, and team development. Understand motivational theories and ways to influence and motivate project teams.

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Block 4 Project Human Resource

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  1. Block 4Project Human Resource IT Project Management, Third Edition Chapter 9

  2. Learning Objectives • Explain the importance of good human resource management on projects. • Define project human resource management and understand its processes • Summarize key concepts for managing people by understanding the theories on motivation, influencing workers and how people and teams can become more effective IT Project Management, Third Edition Chapter 9

  3. Learning Objectives • Discuss organizational planning and be able to create a project organizational chart, responsibility assignment matrix, and resource histogram • Understand important issues involved in project staff acquisition and explain the concepts of resource assignments, resource loading, and resource leveling IT Project Management, Third Edition Chapter 9

  4. What is Project Human Resource Management? • Project human resource management includes the processes required to make the most effective use of the people involved with a project. Processes include • Organizational planning • Staff acquisition • Team development IT Project Management, Third Edition Chapter 9

  5. HR Management • HR Management has three main areas: • How many people do we need? i.e Organisational planning • How do we get them? i.e. staf acquisition or recruitment • How do we assist them to be as productive as possible? i.e. teamdevelopment/team management IT Project Management, Third Edition Chapter 9

  6. Motivational Theories • Hierarchy of Needs – Abraham Maslow (1950) • Key points about Maslow’s theory: * People not motivated by higher order need until lower order needs are net * Once a need is met, it is no longer a motivational factor IT Project Management, Third Edition Chapter 9

  7. Motivational Theories • Frederick Herzberg distinguished between: • motivational factors: achievement, recognition, the work itself, responsibility, advancement, and growth, which produce job satisfaction • hygiene factors: cause dissatisfaction if not present, but do not motivate workers to do more. Examples include larger salaries, more supervision, and a more attractive work environment Herzberg’s Motivational and Hygiene Factors IT Project Management, Third Edition Chapter 9

  8. Thamhain and Wilemon’s Ways to Have Influence on Projects 1. Authority: the legitimate hierarchical right to issue orders 2. Assignment: the project manager's perceived ability to influence a worker's later work assignments 3. Budget: the project manager's perceived ability to authorize others' use of discretionary funds 4. Promotion: the ability to improve a worker's position 5. Money: the ability to increase a worker's pay and benefits 6. Penalty: the project manager's ability to cause punishment 7. Work challenge: the ability to assign work that capitalizes on a worker's enjoyment of doing a particular task 8. Expertise: the project manager's perceived special knowledge that others deem important 9. Friendship: the ability to establish friendly personal relationships between the project manager and others IT Project Management, Third Edition Chapter 9

  9. Ways to Influence that Help and Hurt Projects • People work better when when project managers influence with • expertise • work challenge • People don’t work so well when project managers rely too heavily on • authority • money • Penalty • What do you do when people don’t respond? IT Project Management, Third Edition Chapter 9

  10. Use of Power • Power is the potential ability to influence behavior to get people to do things they would not otherwise do. • Types of power include: • Coercive • Legitimate • Expert • Reward • Referent • Physical IT Project Management, Third Edition Chapter 9

  11. Effectiveness • Producing or capable of producing a decided or desired effect. • Stephen Covey – 7 Habits of Effective People 1 Be proactive 2 Begin with end in mind 3 Put first things first 4 Think win/win 5 Understand and then be understood 6 Synergize 7 Sharpen the saw IT Project Management, Third Edition Chapter 9

  12. 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 IT Project Management, Third Edition Chapter 9

  13. Sample Organizational Chart IT Project Management, Third Edition Chapter 9

  14. Sample Responsibility Assignment Matrix (RAM) IT Project Management, Third Edition Chapter 9

  15. Sample Resource Histogram IT Project Management, Third Edition Chapter 9

  16. Staff Acquisition • Staffing plans and good hiring procedures are important in staff acquisition, as are incentives for recruiting and retention • 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 IT Project Management, Third Edition Chapter 9

  17. Resource Loading and Leveling • Resource loading refers to the amount of individual resources an existing project schedule requires during specific time periods • Resource histograms show resource loading • Overallocation means more resources than are available are assigned to perform work at a given time. IT Project Management, Third Edition Chapter 9

  18. Resource Leveling • Resource leveling is a technique for resolving resource conflicts by delaying tasks • The main purpose of resource leveling is to create a smoother distribution of resource usage and reduce overallocation IT Project Management, Third Edition Chapter 9

  19. Team Development • It takes teamwork to successfully complete most projects • Training can help people understand themselves, each other, and how to work better in teams • Team building activities include • physical challenges • psychological preference indicator tools IT Project Management, Third Edition Chapter 9

  20. Meyers-Briggs Type Indicator (MBTI) • MBTI is a popular tool for determining personality preferences and helping teammates understand each other. IT Project Management, Third Edition Chapter 9

  21. Reward and Recognition Systems • Team-based reward and recognition systems can promote teamwork • Focus on rewarding teams for achieving specific goals • Allow time for team members to mentor and help each other to meet project goals and develop human resources IT Project Management, Third Edition Chapter 9

  22. Some Suggestions for Team Development • Focus on meeting project objectives and producing positive results • Fix the problem instead of blaming people • Establish regular, effective meetings • Nurture team members and encourage them to help each other • Acknowledge individual and group accomplishments IT Project Management, Third Edition Chapter 9

  23. Using Software (MS Project) for Human Resource Management • Software can help in producing RAMs and resource histograms • Project management software includes several features related to human resource management such as • viewing resource usage information • identifying under and overallocated resources • leveling resources IT Project Management, Third Edition Chapter 9

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