Chapter 9- Project Human Resource Management Flashcards
Plan human resource management
is the process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan. Key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.
Plan human resource management ITTO
inputs Project management plan Activity resource requirements Enterprise environmental factors Organisational process assets
TT Organisation charts and position description Networking Organisational theory Experts judgment Meetings
Outputs
Human resource management plan
Organisation charts and position descriptions
Hierarchical-type chart
Matrix-based charts (responsibility assignment matrix (RAM), RACI is a type of RAM
Text oriented formats
Networking
formal and informal interaction with others in an organization, industry or professional environment. Examples or human resource networking activities include proactive correspondence, lunch meetings, informal conversations including meetings and events, trade conferences, symposia.
Organisational theory
Provides information regarding the way in which people, teams and organizational units behave.
human resource management plan includes
Roles and responsibilities
Project organization charts
Staffing management plan
Role
The function assumed or assigned to a person in the project. Examples of project roles are business analyst and testing coordinator.
Authority
The right to apply project resources, make decisions, sign approvals, accept deliverables, and influence others to carry out the work of the project.
Responsibility
The assigned duties and the work that a project team member is expected to perform in order to complete the project activities.
Competency
The skill and capacity required to complete assigned activities within the project constraints.
Project organization chart
Graphic display of project team members and their reporting relationships.
Staffing management plan
Describes when and how project team members will be a acquired and how long they will be needed. It describes how human resource requirements will be met. Items in the plan: Staff acquisition Resource calendars Staff release plan Training needs Recognition and rewards Compliance Safety
Acquire project team
Process of confirming human resource availability and obtaining the team necessary to complete project activities.
inputs
Human resource management plan
Enterprise environmental factors
Organisational process assets
TT Pre-assignment Negotiation Acquisition Virtual teams Multi-criteria decision analysis
Outputs
Project staff assignments
Resource calendars
Project management plan updates
Multi-Criteria decision analysis (HR)
Criteria for acquiring project teams are developed and used to rate or score potential team members. Examples of selection criteria: Availability Cost Experience Ability Knowledge Skills Attitude International factors
develop project team
Is the process all for improving competencies, team member interaction, and overall team environment to enhance project performance. The key benefit of this process is that it results in improved team work, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance. Inputs: Human resource management plan Project staff assignments And resource calendars
T&T Interpersonal skills Training Teambuilding activities Ground rules Colocation Recognition and rewards Personal assessment tools
Outputs:
Team performance assessments
Enterprise environmental factors update
Tuckman ladder model
model used to describe the team development , which includes five stages that team may go through: Forming, Storming Norming Performing Adjourning
Forming
This phase is where the team meets and learns about the project and a formal roles in responsibilities. Team members tend to be independent and not as open in this phase.
Storming
During This phase the team begins to address the project work, technical decisions, and project management approach. If team members and not collaborative and open to deferent ideas and perspectives the environment can be counterproductive.
Norming
In the norming studies team members begging to work together and adjust their work habits and their behaviour to support the teem.
Performing
Teams that reach the performing stage function as a well organized unit. They are independent and work through issues smoothly and effectively.
Adjourning
The team completes the work and moves on from the project. This typically occurs from Owen staff eased released from project as deliverables are completed or as part of carrying out the Close Project or Phase Project.
Ground rules
Establishes clear expectations regarding acceptable behaviour by project team members.
Colocation
Also called tight matrix, involves placing many or all of the most acting project team members in the same physical location to enhance their ability to perform as a team.
Manage Project Teams
Monitor and Control
is the process of tracking teams member performance, providing feedback, resolving issues, and managing team changes to optimise performance. the key benefit of this process is that it influences the team behaviour, manages conflict, resolves issues, and appraises team member performance.
Manage Project Teams ITTO
Inputs HR Plan Project Staff assignments Team performance assessments Issue log Work performance reports Organisational process assets
TT Observation and conversation Project performance appraisal Conflict Management Interpersonal skills
Outputs Change requests PMP updates Project documents updates Enterprise environmental factors Organisational process assets updates
Five general techniques in resolving the conflict
Withdraw/avoid Smooth/ Accommodate Compromise/Reconcile Force/Direct Collaborate/Problem solve
Withdraw/avoid
Retreating from an actual or potential conflict situation, postponing the issue to be better prepared or to be resolved by others
Smooth/Accommodate
Emphasizing areas of agreement rather than areas of difference, conceding one’s position to the needs of others to maintain harmony and relationship
Compromise/Reconcile
Searching for solutions and bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict
Force/ Direct
Pushing one’s a viewpoint at the expense of others; offering only win-lose situations, usually forced through a power position to resolve an emergency
Collaborate/ problem solve
Incorporating multiple viewpoints and insights from different perspectives; requires a cooperative and open dialogue and that typically leads to consensus and commitment
Interpersonal skills
Leadership
Influencing
effective decision making
