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Chapter 9: Project Human Resource Management - Coggle Diagram
Chapter 9: Project Human Resource Management
Implications for the Future of IT Human Resource Management
improving benefits
redefining work hours and incentives
finding future workers
Proses Project Human Resource Management
Planning human resource management:
identifying and documenting project roles, responsibilities, and reporting relationships
Acquiring the project team:
getting the needed personnel assigned to and working on the project
Developing the project team:
building individual and group skills to enhance project performance
Managing the project team:
tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance
Intrinsic and Extrinsic Motivation
Intrinsic motivation
causes people to participate in an activity for their own enjoyment
Extrinsic motivation
causes people to do something for a reward or to avoid a penalty
Maslow’s Hierarchy of Needs
developed a
hierarchy of needs
which states that people’s behaviors are guided or motivated by a sequence of needs
Herzberg’s Motivational and Hygiene Factors
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.
McClelland’s Acquired-Needs Theory
Achievement (nAch):
Achievers like challenging projects with achievable goals and lots of feedback
Affiliation (nAff):
People with high nAff desire harmonious relationships and need to feel accepted by others, so managers should try to create a cooperative work environment for them
Power: (nPow):
People with a need for power desire either personal power (not good) or institutional power (good for the organization).
McGregor’s Theory X and Y
Theory X
: assumes workers dislike and avoid work, so managers must use coercion, threats and various control schemes to get workers to meet objectives
Theory Y
: assumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needs
Theory Z
: introduced in 1981 by William Ouchi and is based on the Japanese approach to motivating workers, emphasizing trust, quality, collective decision making, and cultural values
Thamhain and Wilemon’s Ways to Have Influence on Projects
Authority
Assignment
Budget
Promotion
Money
Penalty
Work challenge
Expertise
Friendship
Power
Power is the potential ability to influence behavior to get people to do things they would not otherwise do
Developing the Human Resource Plan
Involves identifying and documenting project roles, responsibilities, and reporting relationships
Contents include
project organizational charts
staffing management plan
responsibility assignment matrixes
resource histograms
Staffing Management Plans and Resource Histograms
staffing management plan
describes when and how people will be added to and taken off the project team
resource histogram
is a column chart that shows the number of resources assigned to a project over time
Resource Loading
Resource loading
refers to the amount of individual resources an existing schedule requires during specific time periods
Overallocation
means more resources than are available are assigned to perform work at a given time
Benefits of Resource Leveling
require less management
It results in fewer problems for project personnel and accounting department
It often improves morale
Developing the Project Team
The main goal of team development is to help people work together more effectively to improve project performance
Tuckman Model of Team Development
Forming, Storming, Norming, Performing, Adjourning
Meyers-Briggs Type Indicator (MBTI)
MBTI is a popular tool for determining personality preferences and helping teammates understand each other
Four dimensions include:
Extrovert/Introvert (E/I)
Sensation/Intuition (S/N)
Thinking/Feeling (T/F)
Judgment/Perception (J/P)
Managing the Project Team
Project managers must lead their teams in performing various project activities
Conflict Handling Modes
Confrontation
: Directly face a conflict using a problem-solving approach
Compromise
: Use a give-and-take approach
Smoothing
: De-emphasize areas of difference and emphasize areas of agreement
Forcing
: The win-lose approach
Withdrawal
: Retreat or withdraw from an actual or potential disagreement
Collaborating
: Decision makers incorporate different viewpoints and insights to develop consensus and commitment
five dysfunctions of teams
Absence of trust
Fear of conflict
Lack of commitment
Avoidance of accountability
Inattention to results