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Resource Management (Resources (Manage Team (Basis of power (Legitimate or…
Resource Management
Resources
Plan Resource
Team charter
Ground rules or working agreements
Operating guidelines (meetings, decisions, handle conflicts, communicate, distribute workload)
Team Values
OBS (Organizational
Breakdown Structure)
Relation between WBS
and organizational units
Resource Breakdown Structure
Hierarchical diagram of
the resources required
Responsibility matrix
1 accountable per activity
Always 1 accontable and 1 responsible
Estimate activity resources
Skills, characteristics, quantity
and assignments
Collected on activity level and
aggregated at project level
Resource histogram to represent
resource requirements
Resource assignments
Negotiation between PM and FM
Pre-assignment:resources selected without negotiation
Virtual teams: team members cooperate remotely
PM should influence resource selection
Resource calendars should be updated
to reflect assignments
Manage Team
Observe, Assess and Influence
Conflicts: quickly, preferably in private
and informally with member and functional
PM: facilitate resolution
Techniques
Force or direct
Compromise, reconcile, negotiate
Smooth or accomodate
Withdraw or avoid
Problem solve, collaborate, or confront
Issue Log
Basis of power
Legitimate or formal
Expert
Reward
Cohersive or penalty
Referent
Informational
Develop Team
Tools and Techniques
Training
Ground Rules
Team building
Collocate team members
Recognition and reward
Generate consensus (delphi, NGT)
Involve team members on decisions
Tuckman devlp. phases
Forming
Storming
Norming
Performing
Adjourning
Motivation
Maslow
Physiological
Safety
Love / belonging
Esteem
Self-actualization
Herzberg
Hygiene factors (absense destroys but cannot improve)
Wage and work conditions
Expectancy Theory
(Victor Vroom)
Effort leads to successful results
Success will lead to rewards
Theory of needs
David McClelland
Motivated by 3 type of needs
Results
Affiliation
Power
Theory X and Y
Theory X: x employees cannot be trsuted, should
be micro managed and monitored permanently
Theory Y: Y employees are self motivated,
can work without being managed
Recognition and
Reward Systems
Establish relationship between individual performance and reward
Mainly relevant in matrix organizations
Fringe benefits are standard compensation, additional to direct wages, formally given to all employees
Perquisites or perks are special compensation given to some employees
Objectives
Improves the team overall performance
Acting on knowledge, behaviours, trust, motivation, engagement and alignment, technical skills and competences, interpersonal skills, team collaboration skills
Outcome observed through team performance assessment
Team Performance
Assessment
-Formal or informal valuation of team performance
-Identifying strangths, uncovering areas for improvements-
-Actions requierd to close gaps
-Changes required in team allocation