Lecture 9 - Management Flashcards
How can you plan for human resource management
The human resource management plan establishes the baseline for identifying the prerequisite HR resource needs (and necessary skills) for the project’s success.
A well thought out resource management plan should contain:
➢Internal or external acquisition strategy
➢Roles and responsibilities
➢Team building strategies
Can use resources such as:
*Personnel files
*Performance reviews
*Application forms
*Social media
*Résumés
*Aptitude tests
*Psychological tests
*Behavioural interviews
What does it mean by acquiring the multi-generational project team?
➢Negotiating with operational managers to release/share resources
➢Investigating prevailing market conditions for contractors availability and commercial rates
➢Reviewing preferred supplier arrangements
➢Communicating potential consequences to stakeholders
on failing to acquire the necessary resources
➢Provide choices and pathways
What are some characteristics of a good project team (in terms of developing one)?
➢Clear, communicated and recognised long-term goals
➢Clear, communicated and accepted objectives
➢Unqualified opportunities for success
➢Tolerance for calculated risk
➢Mutual appreciation of members’ individual and broad skills
How do you value team diversity?
➢Project teams will consist of unique individuals drawn from a very diverse demographic and cultural backgrounds
➢Need to acknowledge, understand and value these differences
➢Tie together those differences to deliver the project
➢Creates an inclusive environment
➢Promotes equality, values diversity
What are the 5 stages of team development?
- Forming
Everyone comes together for the first time with introductions, attempts to ‘break the ice’, tentative relationships, little trust, unknown goals, ambiguity in both goal and role, hidden agendas and some ‘cards held close to the chest’ - Storming
Inevitable and natural conflict appears. This is often caused by personality clashes, team role, leadership issues or any other aspect of the team’s processes - Norming
The ‘unwritten’ rules, codes of conduct and acceptable behaviour (norms) for the team are developed, shared and agreed. Once these norms are established, all team members know what to expect from each other in their working relationship on the project - Performing
The team members are ready to perform the work they have been assigned in a united, cohesive and productive manner - Adjourning
The project has been finished and the team members disband
How can you learn and develop for teams
Taking on projects
* Online learning
* Formal study
* Job rotation
* Mentoring
* Private research
* Observation
* Committee work
* Work experience
* Conferences
How do you manage a team?
➢Energise the team members to complete their scheduled work (on
time, on budget, as specified)
➢Direct the team towards meeting deadlines, milestones and other
constraints
➢Draw the team together cohesively
➢Enable the team to function in self-directed mode
➢Allow the team members to self-correct much of their own work
How do you measure performance?
➢ Performance against the objectives
➢ Performance against the schedule
➢ Performance against the budget
➢ Performance against the scope
How do teams communicate differently with different personalities?
People will bring their personalities to the project. Consideration should be given to understanding (and accepting) their:
➢Natural preferences for focusing their energy, gathering information, making decisions and living a certain way
➢Preferred way to respond to team challenges
➢Style of interacting and communicating with others
➢Unique way in how they make a distinctive contribution
➢Areas of strength and weakness in being on the team
What is the Myers Briggs Type Indicator
Myers-Briggs Type Indicator consists of 100 questions that ask people how they usually act or feel in different situations
- The way you respond to these questions puts you at one end or another of four dimensions:
1. Social interaction - extrovert or introvert
2. Preferences for gathering data - sensing (experience) or intuitive (intuition)
3. Preference for decision-making - feeling (compassion) or thinking (facts)
4. Style of making decisions – perceptive (flexibility) or judgmental (rituals)
Used to:
To help in the selection process to decide who would be most suitable for a particular job & its requirements
* To understand how certain types solve problems & interact with people
Some examples:
▪ INFJ
▪ Introvert, intuitive, feeling, judgemental
▪ ESTP
▪ Extrovert, sensing, thinking, perceptive
▪ ISFP
▪ Introvert, sensing, feeling, perceptive
▪ ENTJ
▪ Extrovert, intuitive, thinking, judgemental
What does effective team members need
➢Clear, communicated & recognised and accepted long-term goals and objectives
➢Defined, communicated & accepted roles
➢Experience & knowledge of project methodology
➢Mutual appreciation of members’ individual technical & broad skills
➢The ability to identify key issues, solve problems & implement the solution
What are the postive and negative indicators of team cohesion?
Positive
*Cooperative climate
*Trust & open support
*Clear expectations
*Exchange of ideas, opinions
*Directions followed
Negative
*Delays with decisions
*Withholding information
*Competing agendas
*Directions challenged
*Under performance
*Suspicion, animosity & distrust
How do you manage a project team?
Motivation
*Maslow’s hierarchy of needs
*Herzberg satisfaction and productivity
This innate driving force will:
*Energise the team to complete their scheduled work
*Direct the team towards meeting deadlines, milestones and other constraints
*Draw the team together cohesively
*Enable the team to function in self-directed mode
*Allow the team to self-correct much of their own work.
What is some of the conflict that arise in a project team and its causes
➢Working under pressure to meet deadlines
➢Mismatched task & skill sets
➢Personality clashes within the team &/or stakeholders
➢Conflicting operational work priorities
➢Performance issues
➢Changes to the project scope
What are the positive and negatives of balancing conflict?
Positive
*Exploration of new ideas
*Consideration of other people’s perspectives
*Adjustments /modifications made
*Clarification of different positions/interests
*Postponed decisions
Negative
*The breakdown in communication
*Increased hostility
*The cessation of work on the project
*Legal action taken for contract breaches
*Project personnel being replaced
