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CHAPTER 9: PROJECT HUMAN RESOURCE MANAGEMENT - Coggle Diagram
CHAPTER 9: PROJECT HUMAN
RESOURCE MANAGEMENT
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.
CONFLICT CAN BE GOOD
-Conflict often produces important results, such as new ideas, better alternatives, and motivation to work harder and more collaboratively
-Groupthink: Conformance to the values or ethical standards of a group. Groupthink can develop if there are no conflicting viewpoints
-Research suggests that task-related conflict often improves team performance, but emotional conflict often depresses team performance
ACQUIRING THE PROJECT TEAM
-Acquiring qualified people for teams is crucial
-The project manager who is the smartest person on the team has done a poor job of recruiting!
-It’s important to Project managers must lead their teams in performing various project activities.
After assessing team performance and related information, the project manager must decide if changes should be requested to the project if corrective or preventive actions should be recommended
if updates are needed to the project management plan or organizational process assets.
Assign the appropriate type and number of people to work on projects at the appropriate times
MANAGING PROJECT TEAM
-Project managers must lead their teams in performing various project activities
-After assessing team performance and related information, the project manager must decide if changes should be requested to the project if corrective or preventive actions should be recommended
if updates are needed to the project management plan or organizational process assets
TOOLS & TECHNIQUES FOR MANAGING
PROJECT TEAMS
-Observation and conversation
-Project performance appraisals
-Interpersonal skills
-Conflict management
GENERAL ADVICE ON TEAMS
-Be patient and kind with your team
-Fix the problem instead of blaming people
-Establish regular, effective meetings
-Allow time for teams to go through the basic team-building stages
-Limit the size of work teams to three to seven members
-Plan some social activities to help project team members and other stakeholders get to know each other better
-Stress team identity
-Nurture team members and encourage them to help each other
-Take additional actions to work with virtual team members
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)
-NTs or rationals are attracted to technology fields
-IT people vary most from the general population in not being extroverted or sensing
COVEY & IMPROVING EFFECTIVENESS
Project managers can apply Covey’s 7 habits to improve effectiveness on projects
Be proactive
Begin with the end in mind
Put first things first
Think win/win
Seek first to understand, then to be understood
Synergize
Sharpen the saw
BENEFITS OF RESOURCE LEVELING
-When resources are used on a more constant basis, they require less management
-It may enable project managers to use a just-in time inventory type of policy for using subcontractors or other expensive resources
-It results in fewer problems for project personnel and the accounting department it often improves morale
DEVELOPING PROJECT TEAM
-The main goal of team development is to help people work together more effectively to improve project performance
-It takes teamwork to successfully complete most projects
TUCKMAN MODEL OF TEAM DEVELOPMENT
-Forming
-Storming
-Norming
-Performing
-Adjourning
TRAINING
-Training can help people understand themselves,each other, and how to work better in teams
-Team building activities include physical challenges psychological preference indicator tools
USING SOFTWARE TO ASSIST IN HUMAN
RESOURCE MGT
-Software can help in producing RAMS and resource histograms
-Project management software includes several features related to human resource management such as
Assigning resources
Identifying potential resource shortages or underutilization
Leveling resources
PROJECT RESOURCE MGT INVOLVES MORE
THAN USING SOFTWARE
-Project managers must
Treat people with consideration and respect
Understand what motivates them
Communicate carefully with them
Focus on your goal of enabling project team
members to deliver their best work