1 / 35

Chapter 9 Human Resource Management

Chapter 9 Human Resource Management. Human Resource Management Contents. Human Resource Management overview Human Resource Management processes Management and Leadership styles Motivation theories. Human Resource Management Learning Objectives.

kobe
Download Presentation

Chapter 9 Human Resource Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter 9Human Resource Management PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-1

  2. Human Resource ManagementContents • Human Resource Management overview • Human Resource Management processes • Management and Leadership styles • Motivation theories PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-2

  3. Human Resource ManagementLearning Objectives By the end of this chapter, you should be able to: • Articulate the importance of Human Resource Management on projects • Name the Human Resource Management process • Explain the activities that occur in each process • Summarize concepts such as motivation theories, management styles, etc. PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-3

  4. Project Human Resource Management Processes Please animate PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-4

  5. Review Quiz All of the following are Human Resource Management processes except: A. Plan Human Resource Management B. Execute Human Resource Plan C. Acquire Project Team D. Develop Project Team PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-5

  6. Plan Human Resource Management • Identify and document project roles and responsibilities • Project organization charts • Staffing management plan includes: • Acquisition • Resource calendars • Staff resource plan • Staff training • Recognition and rewards • Compliance • Safety • Output is Human Resource Management Plan PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-6

  7. Plan Human Resource Management • Class Group Activity – 30 Minutes • Divide Class into 3 groups (3 to 4 students in each group) • Discuss and brainstorm the inputs/outputs • Present your inputs/outputs to the rest of the teams • Check and compare your inputs/outputs with PMBOK® Guide 5th edition PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 4-7

  8. Human Resource Management Plan • Main output of Plan Human Resource Management • Defines how project human resources should be defined, staffed, and managed. • Includes: • Roles and responsibilities • Role • Authority • Responsibility • Competency • Project organization charts • Staffing management plan PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-8

  9. Acquire Project Team • Input is Human Resource management plan • Output is project staff assignments PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-9

  10. Acquire Project Team • Class Group Activity – 30 Minutes • Divide Class into 3 groups (3 to 4 students in each group) • Discuss and brainstorm the inputs/outputs • Present your inputs/outputs to the rest of the teams • Check and compare your inputs/outputs with PMBOK® Guide 5th edition PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 4-10

  11. Acquire Project Team Outcomes • Know that this task is never completed during a project. • Skills required from a Project Manager • Negotiation • Virtual teams • Administer appraisals • Hire / Fire team members PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-11

  12. Develop Project Team • Improve competencies, team camaraderie, and overall team performance • Human resource management plan and project staff assignments are inputs • Team performance assessment is the main output PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-12

  13. Develop Project Team • Class Group Activity – 30 Minutes • Divide Class into 3 groups (3 to 4 students in each group) • Discuss and brainstorm the inputs/outputs • Present your inputs/outputs to the rest of the teams • Check and compare your inputs/outputs with PMBOK® Guide 5th edition PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 4-13

  14. Develop Project TeamTools and TechniquesStages of team development • Forming • Storming • Norming • Performing • Adjourning PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-14

  15. Review Quiz Which one of the following is not one of the stages of team development? A. Forming B. Storming C. Conflicting D. Adjourning PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-15

  16. Develop Project TeamTools and Techniques • Ground Rules • Colocation • Recognition and rewards PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-16

  17. Manage Project Team • Assessing team member performance, providing feedback, and resolving conflicts • Change requests are an output of this process PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-17

  18. Manage Project Team • Class Group Activity – 30 Minutes • Divide Class into 3 groups (3 to 4 students in each group) • Discuss and brainstorm the inputs/outputs • Present your inputs/outputs to the rest of the teams • Check and compare your inputs/outputs with PMBOK® Guide 5th edition PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 4-18

  19. Powers of the Project Manager • Formal (Legitimate) – based on position • Reward – ability to give rewards in return for performance • Penalty – opposite of reward • Expert – power derived from experience and knowledge • Referent – power of charisma or fame, or referring power to senior management. PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-19

  20. Review Quiz The power of the project manager that emanates from her knowledge and experience is called: A. Expert power B. Knowledge power C. Experience power D. Leadership power PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-20

  21. Delegating Bureaucratic Charismatic Democratic or participative Laissez-fair Analytic Driver Influencing Management and Leadership Styles • Directing • Facilitating • Coaching • Supporting • Autocratic • Consultative • Consultative-Autocratic • Consensus PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-21

  22. Source of Conflict Memorize the top four, and remember that personality is last • Schedule • Project priorities • Resources • Technical opinion • Administrative procedure • Cost • Personality PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-22

  23. Conflict Resolution Techniques • Confronting (Problem Solving) • Solving the problem so that it goes away • Win-win situation • Compromising • Lose-lose situation, each party loses something • Withdrawal (Avoidance) • Not best way to deal with situations • Smoothing (Accommodating) • emphasizes agreement rather than difference of opinion • Collaborating - consensus • Forcing – pushing one point of view PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-23

  24. Review Quiz The conflict resolution technique in which both parties lose something is called: A. Confronting B. Losing C. Smoothing D. Compromising PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-24

  25. Management TheoriesMcGregor's Theory of X and Y • McGregor believed that all workers fit into one of two groups X and Y Theory X • People are incapable, avoid responsibility, and avoid work whenever possible Theory Y • People are willing to work without supervision and want to achieve PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-25

  26. Maslow's Hierarchy of Needs • People are not most motivated by security or money. Instead motivated to contribute and use skills – self actualization PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-26

  27. David McClelland's Theory of Needs • People are most motivated by one of the three needs listed in this table. PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-27

  28. Herzberg's Theory • Deals with Hygiene Factors. Poor hygiene factors may destroy motivation, but improving them under most circumstances, will not improve motivation. Examples • Working conditions • Salary • Personal life • Relationships at work • Security • Status PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-28

  29. Herzberg (Cont…) • Motivating Agents • Responsibility • Self-actualization • Professional growth • Recognition PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-29

  30. Chapter Summary 1. Human Resource Management Processes: a. Plan Human Resource Management b. Acquire Project Team c. Develop Project Team d. Manage Project Team 2. Leadership styles 3. Powers of the project manager 4. Management Theories PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-30

  31. End of Chapter Quiz Question 1: The Human Resource Management process in which the project manager spends time on improving the competencies of the project team is: • Acquire Project Team • Develop Project Team • Manage Project Team • Motivate Project Team PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-31

  32. End of Chapter Quiz Question 2: The number one source of conflict on a project is: • Too much work • Lack of recognition • Schedules • Personalities PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-32

  33. End of Chapter Quiz Question 3: As a result of poor performance on the project, you, the project manager, write a negative review for one of the project team members. This is an example of which power of the project manager? • Leader • Referent • Penalty • Reward PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-33

  34. End of Chapter Quiz Question 4: Peter Parker, a project manager for Expert Consultants, Inc., believes that people are inherently lazy, avoid work, cannot be trusted, and must be closely supervised at all times. Which theory does this attitude signify? • Maslow’s hierarchy of needs • McGregor’s Theory X • Herzberg’s Hygiene theory • McClelland’s theory of needs PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-34

  35. End of Chapter Quiz Question 5: 2 project team members are not getting along and refuse to work with each other. You have a meeting with them, discuss the situation, and come to a resolution. This is called: • Confronting • Withdrawal • Resolving • Smoothing PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK  are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals www.Inov8Solutions.com 9-35

More Related