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1、PMP Preparation TrainingHuman Resource ManagementChapter 9Source:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-2Human Resource ManagementOrganizational PlanningStaff AcquisitionTeam DevelopmentProcesses required to make effective use of the people involved with the project Source:pmbok guide 2000 2002 R
2、obbins-Gioia,Inc.9-3Managing People on the ProjectSelect techniques that are appropriate for personal and organizational relationships that are temporary and newThe nature and number of project stakeholders will often change as the project moves from phase to phase.Choose techniques that are appropr
3、iate to the current needs of the projectTeam must be sufficiently aware of HR administrative requirements to ensure complianceSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-4Human Resource Management9.1OrganizationalPlanningPlanning9.3TeamDevelopmentExecuting9.2StaffAcquisitionSource:pmbok guide 2
4、000 2002 Robbins-Gioia,Inc.9-5Organizational PlanningIndividuals and groups may be part of the organization performing the project ormay be external to itInternal groups are often associated with a specific functional department,such as engineering,marketing,or accountingSource:pmbok guide 2000 2002
5、 Robbins-Gioia,Inc.9-6Organizational PlanningInputsProject interfacesStaffing requirementsConstraintsTools&TechniquesTemplatesHR practicesOrganizational theoryStakeholder analysisOutputsRole and responsibilityassignmentsStaffing managementplanOrganization-chartSupporting detailSource:pmbok guide 200
6、0 2002 Robbins-Gioia,Inc.9-7InputsProject interfaces Organizational interfaces Formal and informal reporting relationships among different organizational unitsTechnical interfaces Formal and informal reporting relationships among technical disciplinesInterpersonal interfaces Formal and informal repo
7、rting relationships among different individuals working on the projectOrganizational PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-8Inputs(cont.)Staffing requirements Definition of the kinds of competencies required and in what time frame and from which kinds of individualsConstraints Fac
8、tors that limit project teams optionsOrganizational structure of the performing organizationStrong matrixWeak matrixCollective bargaining agreements with unions or other employee groupsPreferences of the project management teamSkills and capabilities of the staffOrganizational PlanningSource:pmbok g
9、uide 2000 2002 Robbins-Gioia,Inc.9-9Tools&TechniquesTemplates Role and responsibility definitions or reporting relationships from a similar projectHR practices Variety of policies,guidelines,and procedures used as organizational-planning aidOrganizational theory Body of literature describing how an
10、organization can,and should,be structuredStakeholder analysis Ensures their needs are metOrganizational PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-10OutputsAssignments Roles and responsibilities assigned to the appropriate stakeholderOrganizational PlanningSource:pmbok guide 2000 2002
11、Robbins-Gioia,Inc.9-11Outputs(cont.)Staffing Management Plan Describes when and how human resources will be brought onto,and taken off of,the project teamOrganization Chart Graphic display of project reporting relationships.OBE indicates which organizational unit is responsible for which work itemsS
12、upporting Detail:Organizational impact What alternatives are precluded by organizing in this manner?Job descriptions Written outline of characteristics involved in performing a given jobTraining needs To develop skills needed to perform jobOrganizational PlanningSource:pmbok guide 2000 2002 Robbins-
13、Gioia,Inc.9-12Resource HistogramOrganizational PlanningSenior Designers02550751001251501752002252502753009162330613202761320273101724181522Resource Usage Staff HoursResource UsageJanFebMarAprMaySource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-13Reward SystemsExtrinsic(External)SalaryWork conditionsS
14、tatusIntrinsic(Internal)AchievementResponsibilityAdvancementRewards given timely and in publicOrganizational PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-14Staff Acquisition Getting the needed human resources assigned to and working on the projectSource:pmbok guide 2000 2002 Robbins-Gioi
15、a,Inc.9-15InputsStaffing managementplanStaffing-pool descriptionRecruitment practicesTools&TechniquesNegotiationsPre-assignmentProcurementOutputsProject staff assignedProject team directoryStaff AcquisitionSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-16InputsStaffing management planStaffing-pool
16、 description Characteristics of the potentially available staffPrevious experiencePersonal interestsPersonal characteristicsAvailabilityCompetencies and proficiencyRecruitment practices Policies,guidelines,and procedures governing staff assignmentsStaff AcquisitionSource:pmbok guide 2000 2002 Robbin
17、s-Gioia,Inc.9-17Tools&TechniquesNegotiations With FMs or other project management teams;to ensure receiving appropriate resources within required time framesPre-assignment Staff have been assigned because they were promised in the proposal or were defined in the project charterProcurement People out
18、side the organization obtained to perform project activitiesStaff AcquisitionSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-18OutputsProject staff assigned Appropriate people have been assigned to work on the project full-time,part-time,or variablyProject team directory Lists of all project team m
19、embers and other key stakeholdersStaff AcquisitionSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-19Team DevelopmentEnhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a teamSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-2
20、0InputsProject staffProject planStaffing management planPerformance reportsExternal feedbackTools&TechniquesTeam-building activitiesGeneral management skillsReward and recognition systemsCollocationTrainingOutputsPerformance improvementsInputs to performance appraisalsTeam DevelopmentSource:pmbok gu
21、ide 2000 2002 Robbins-Gioia,Inc.9-21InputsProject staffProject planStaffing management planPerformance reportsExternal feedback Team measure itself against the expectations of those outside the projectTeam DevelopmentSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-22Tools&TechniquesTeam-building ac
22、tivities Include management and individual actions taken to improve team performanceGeneral management skillsReward and recognition systems Formal management actions that promote or reinforce desired behaviorCollocation Placing all or most of the team members in the same physical locationTraining In
23、cludes all activities designed to enhance the skills,knowledge,and capabilities of the project teamTeam DevelopmentSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-23OutputsPerformance improvementsImprovements in individual skillsImprovements in team behaviorsImprovements in either individual skills
24、 or team capabilitiesInputs to performance appraisalsTeam DevelopmentSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-24Management StylesAutocraticStrengthMature,well defined projectsQuick decisions requiredWeaknessLimits staff buy-in leading to low moralePossible arbitrary decisionsTeam Development
25、Source:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-25Management StylesLaissez-FairStrengthInnovative projectsHigh morale of self-motivated staffWeaknessConfusion about objectives of the projectInability to make decisionsTeam DevelopmentSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-26Maslows Hierarc
26、hy of NeedsPhysiological Need for biological maintenance(food,water etc.)Safety Need for security,protection and stability Social Need for love,affection,sense of belongingSelf-Actualization Need to grow and use abilities to the fullest and most creative extentTeam DevelopmentEsteem-Need for respect
27、,prestige,recognition,sense of competenceHigher Order NeedsLower Order NeedsSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-27McGregors TheoryTheory XTraditional view of management;top-downManagers:Control the peopleWorkers:Viewed as inherently self-centered,lazyTheory YWorkers:Viewed as willing an
28、d eager to accept responsibilityManagers:Create environment that aids workers in achieving goalsTeam DevelopmentSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-28Hertzbergs Motivation TheoryHygienePay;working conditions;bosss attitudePoor hygiene factors negatively impact motivationGood hygiene fac
29、tors increase motivationMotivatorsPositive motivation leads to achievement and self-actualizationWorkers have a sense of personal growth and responsibilityTeam DevelopmentSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-29Communications Skills TipsWrittenUse active voiceKISS principleOralAnticipate reactionSay what you meanMake eye contactNEVER LIETeam DevelopmentSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-30SummaryReview QuestionsSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.9-31演讲完毕，谢谢观看！