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Human resource management (Develop Project Team process (Project Manager…
Human resource management
four processes in Human Resource
Management are for: guiding you through all the things you need to do to
make sure you get everyone for your project when you need them.
Planning
process group
Plan Human Resource
Management Process
Executing
process
group
Develop Project
Team
Manage Project
Team
Executing
process
group
Plan Human
Resource Management
Input
Activity resource
requirements
Enterprise
environmental factors
Organizational
process assets
Project
Management
plan
Tools
Organization charts
and
position descriptions
tell
everyone how your team is structured
Networking
means both formally and informally interacting with
other people in your company and industry to stay on top of everything
Organizational theory
is where you use proven principles to guide
your decisions.
Expert judgment
is used to figure out resource requirements and
position descriptions
Meetings
help the team come together and agree on what’s needed
for the project.
Outputs
Project
organization
chart
The project organization chart
shows how your team members
relate with one another.
This might include people or relationships
that may not necessarily show up on a
company organization chart
Staffing Management
plan
RACI matrix, which is just a table that
lists the role or people on the top; the specific activities, work, or
responsibilities down the side; and the level of responsibility that
each person or role has for each of the activities or responsibilities.
Roles and
responsibilities
Roles and responsibilities show who’s
responsible for what.
An important component of the Human Resource
Management plan is the
Staffing Management plan
.
It tells you everything that you need in order to build your
team, keep them motivated, and manage them to resolve
conflicts and get the work done.
The
resource histogram
tells
you the type and number of
resources you need at any time.
It’s usually a vertical bar chart. (Resources x time unit each bar represent a rola or a type of resource)
You need to make sure everyone
on the team has the
skills
he or
she needs to do the job.
Acquire
Project Team process
This is where you negotiate with functional managers for your project
team members. You need the right people for the project, and you’ve
done all the prep work to figure out who you need and when you need
them.
Inputs
Human Resource
Management plan
Tools
Negotiation
is the most important tool
in this process. There are resources that
you need for your project, but they don’t
report to you. So you need to negotiate
with the functional managers—and
maybe even other project managers—for
their time.
Virtual teams
are when your team consultants to staff your team.
members don’t all work in the same
location. This is really useful when you’re
relying on consultants and contractors for
outsourced work.
Preassignment
is when you can
actually build the assignments into your
Staffing Management plan. Sometimes
you have resources who are guaranteed
to you when you start the project, so you
don’t need to negotiate for them.
Acquisition
means going outside
of your company to contractors and consultants to staff your team.
Multicriteria decision analysis
means looking at a bunch of factors when
deciding on who should be part of your
project team
Output
Project staff assignments
are the
whole point of the process! They’re what you get when you secure a team member and assign him or her to a specific role on the project.
Resource calendars
tell the
company exactly when the team
members will be available once
they’re done
Project Management plan
updates
During Plan Human Resource Management, you might not have all the information. You might discover a better team structure, or find out that certain resources simply aren’t available. Keep the plan up to date with this new information.
Develop Project
Team process
is the most important one in Human
Resource Management. It’s the one where you make sure your team is
motivated and well managed—and those are some of the most important
things that project managers do!
Inputs
Project staff
assignments
Resource
calendars
Human Resource
Management plan
Tools
Recognition and
rewards
are the best way
to keep your team motivated
Recognition and
rewards
are the best way
to keep your team motivated
Ground rules
help you
prevent problems between
team members, and let you
establish working conditions
that everyone on the team
can live with.
Team-building activities
are important throughout your
entire project. You’re responsible
for keeping the team together
Personnel assessment tools
are
used to figure out how your
team approaches the work and
how they like to work together. These
tools include things like focus
groups and surveys used to determine
your team’s style of working and interacting.
Training
is a really important part
of developing your team. If you’ve
got a team member who doesn’t
have the skills to do the job, you
need to get him trained…and it’s
up to you to plan enough of the
project’s time and budget to make
sure it happens!
Colocation
is the opposite of
virtual teams. When you have
all of your team located in the
same room, you can increase
communication and help them
build a sense of community
Project Manager Skills
Leadership
is all about giving the team a goal to shoot for and helping them to see the
value in the work they are doing
Team building
involves helping your team learn to depend on and trust one
another. As a project manager, you’re responsible for helping the team come to an
understanding about how they’ll communicate and stay motivated when things
go wrong
Motivation
demonstrates to your team the value that the project has for them. It
includes making sure that people are compensated and rewarded financially for their work.
But that’s not the only facet of team motivation that you need to be concerned with.
Communication
is a constant concern when you’re leading a team. It’s not enough to
make the best decisions to get your project done; you’ve got to make sure that everybody
in the team knows why you’re making them, and feels like you’re being open and honest
about what’s motivating every decision you make
Influencing
is all about using your relationships with the people on
your team to get them to cooperate in making good decisions for the
project. When you lead by example, you show your team how you want
them to behave by doing it. It may seem subtle, but the way you work
as a project manager can set the standard for your teammates.
Political and cultural awareness
means knowing the people
on your team and understanding their backgrounds. Since projects
sometimes span more than one culture, it’s important to take the time
to understand the similarities and differences in the working
environments across the project team.
Decision making
is how you handle the issues that come up when you’re working
through your project. There are a few basic techniques for decision making that you’ll use:
Command
: Sometimes you’ll just make a decision and inform your team
about it. You’ll decide, and then team will do what you say.
Consultation
: Sometimes you’ll talk your decision over with your team and ask
for their opinions before you decide.
Consensus
: Another way of making decisions is to talk about a few options
with your team and get everybody to agree on one of them before you decide.
Coin flip
: Another way to make a decision is to just randomly choose one of
the options.
Negotiation helps the people on your team come to an
agreement about how to work together. It’s important when you’re
negotiating to listen to both parties and to make sure that you
make it clear when concessions are made
Negotiation
helps the people on your team come to an
agreement about how to work together. It’s important when you’re
negotiating to listen to both parties and to make sure that you
make it clear when concessions are made
Trust building, coaching, and conflict
management
are also important in managing the
interpersonal dynamics on your team
The five kinds of power
legitimate power
, which is what
you use when you assign work to someone who reports to you.
Reward powe
r is what you have when you
can award a bonus or another kind of reward in
order to motivate team members. Always make
sure that rewards are fair
Expert power
means that the team
respects you for your expertise in a
specific area, and gives you credibility
because of that
Referent power
means that people admire
you, are loyal to you, and want to do what you
do because you’re part of the cool crowd
Punishment power
is exactly what it
sounds like—you correct a team member for
poor behavior. Always remember to do
this one-on-one and in private
Motivate your team
For the PMP exam, you’ll be expected to
be familiar with the most popular theories of motivation and organization
Maslow’s Hierarchy of Needs
says that
people have needs, and until the lower ones are satisfied
they won’t even begin to think about the higher ones.
Herzberg’s Motivation-Hygiene Theory
What Herzberg figured out was that you need things like good working conditions, a satisfying personal life, and good relations with your boss and coworkers—stuff he called “hygiene factors.” They don’t motivate you, but you need them before you can be motivated
McGregor’s Theory X and Theory Y
McGregor tells us that there are two kinds of
managers: ones who assume that everyone on
the team is selfish and unmotivated, and ones
who trust their team to do a good job. He calls
the kind of manager who distrusts the team a
“Theory X” manager, and the kind who trusts
them a “Theory Y” manager. You could get
exam questions where the answer could
be “Theory X” or “Theory Y”—or both
Expectancy Theory
says that you need to give
people an expectation of a reward in order to motivate
them—but this works only if that award is achievable.
McClelland’s Achievement Theory
says that
people need to be motivated. Achievement is when
someone performs well and is recognized for it. Power
means he or she has a lot of control or influence in the
company.
Stages of team development
There’s a process for a team to get from a group of strangers
to a group that creates something good together, and that’s
what the stages of team development are all about.
Forming
: People are still trying to figure out their roles in the
group; they tend to work independently, but are trying to get
along
Storming
: As the team learns more about the project,
members form opinions about how the work should be done.
This can lead to temper flare-ups in the beginning, when people
disagree about how to approach the project.
Norming
: As the team learns more about the other members,
they begin to adjust their own work habits to help out one
another and the team as a whole. Here’s where the individuals
on the team start learning to trust one another
Performing
: Once everyone understands the problem and
what the others are capable of doing, they start acting as a
cohesive unit and being efficient. Now the team is working like
a well-oiled machine.
Adjourning
: When the work is close to completion, the team
starts dealing with the fact that the project is going to be closing
soon.
Outputs
team performance assessment
The project manager should look
at how the team’s skill set has
improved, and make sure it’s
documented here
Competencies / Skills improvements
Team Performance
Turnover Rate
updates to
your company’s enterprise environmental
factors, to update your company’s personnel
records.
Manage Project Team process
Inputs
Human Resource
Management plan
Project staff
assignments
Issue Log
Team performance
assessments
Work performance
reports
Tools
Conflict management
is one of
the most important tools in Manage
Project Team, because it’s where you
resolve conflicts between people
It’s probably no surprise that over half of conflicts come from priorities, schedules,
and people. That’s why so many of the processes you’re learning about are
focused on preventing conflicts. Ground rules, good planning practices, and
pretty much anything that has to do with communication are all there to prevent
the most common reasons that conflicts happen
Some of the common reasons
that conflicts happen
Resources
are scarce—
that’s why you have to negotiate for them.
Priorities
mean one project or person is more important
than another, and gets more budget, resources, time, prestige,
or other perks
Schedules
decide who gets what, when. Have you ever
had a client, sponsor, or stakeholder get upset because your
project won’t come in as early as he or she wanted it to?
Personalities
are always clashing. Sometimes two people just don’t get along, and you’re going to have to find a way to make them work together in order to get your project done.
Cost
disagreements seem to
come up a lot, especially where
contracts are involved
Technical
opinions are
definitely a reason that conflicts
happen, because it’s really hard
to get an expert to change his
mind…so when two of them
disagree, watch out!
The best way to resolve a
conflict is to confront the
problem: do your research,
figure out what’s behind it,
and fix the root cause
Confronting
—or problem solving—is the
most effective way to resolve a conflict.
When you confront the source of the conflict head-on
and work with everyone to find a solution that actually
fixes the reason that conflicts happen, then the problem
is most likely to go away and never come back!
Compromise
sounds good, doesn’t it?
But hold on a second—when two people
compromise, it means that each person gives
up something. That’s why a lot of people call
a compromise a “lose-lose” solution
Collaborating
means working with other
people to make sure that their viewpoints and
perspectives are taken into account
Smoothing
is what you’re doing when you try to
play down the problem and make it seem like it’s not so
bad. It’s a temporary solution, but sometimes you need
to do it to keep tempers from flaring and give people
some space to step back and really figure out what’s
going on.
Forcing
means putting your foot down and
making a decision.
Withdrawal
doesn’t do much good for
anyone. It’s when people get so frustrated, angry,
or disgusted that they just walk away from the
argument. It’s almost always counterproductive.
If someone withdraws from a problem before it’s
resolved, it won’t go away—and your project will
suffer.
Project performance
appraisals
means looking at
each person’s work and assessing
his or her performance
Interpersonal skills
are all
about helping the people on your
team to solve problems
Observation and
conversation
are how you
communicate to manage your
team.