PMP Exam Preparation Workshop

Transcription

1 PMP Exam Preparation Workshop Chapter # 9 Project Human Resource Management 1

2 Learning Objectives By the end of this session you will understand: PM communication processes PM process groups Human Resource Management Inputs Tools & Techniques Outputs 2

3 Agenda Introduction Plan Human Resource Management Acquire Project Team Develop Project Team Manage Project Team Sample Exam Questions 3

4 Involves the following: Organize and manage the project team Define project roles, responsibilities and reporting relationships Obtain resources required to complete project Build a team to enhance trust and interaction Influence & motivate the project team Professional and ethical behaviour 4

5 Project team must know how to apply H.R. knowledge Management team must take care to select appropriate techniques Different techniques may be required in different phases of the project 5

6 Overview 6

7 9.1 Plan Human Resource Management 7

8 9.1 Plan Human Resource Management 8

9 9.1 Plan Human Resource Management Used to determine and document: Project roles Responsibilities Required skills Reporting relationships Project roles designated for teams or team members Part of the organization performing the project or External to it 9

10 9.1 Plan Human Resource Management Contain staffing management plan Timetable for staff acquisition and release Identification of training needs Team building-strategy Plan for recognition and rewards Compliance considerations Safety issues Impact of staffing plan on the organization 10

11 9.1.1 Plan Human Resource Management - Inputs Project Management Plan (Section ) Used to develop HR management plan, using: Project lifecycle and process that will be applied Change management Plan Configuration management plan How integrity of project will be maintained Needs and methods of communication among stakeholders 11

12 9.1.1 Plan Human Resource Management - Inputs Activity Resource Requirements (Section ) Enterprise Environmental Factors (Section ) Organizational culture and structure Existing human resources Geographical dispersion of team members Personnel administration policies Market place conditions 12

13 9.1.1 Plan Human Resource Management - Inputs ( Organizational process assets (Section Can influence HR resource management including: Organizational standard process, policies and role descriptions Templates for organizational charts and position descriptions Lessons learned on organizational structures Escalation procedures 13

14 9.1.2 Plan Human Resource Management Tools & Tech. Organizational Charts & Position Descriptions (Section ) Formats used for team member roles & responsibilities Hierarchical-type charts Similar to organizational chart structure Shows positions and reporting relationships 14

15 9.1.2 Plan Human Resource Management Tools & Tech. Organizational Charts & Position Descriptions Formats used for team member roles & responsibilities (cont d) Matrix-based charts Illustrates who is responsible for what. e.g. RACI chart 15

16 9.1.2 Plan Human Resource Management Tools & Tech. Organizational Charts & Position Descriptions Formats used for team member roles & responsibilities (cont d) Text-oriented formats Detailed description of responsibility, authority, competencies and qualifications Also known as position descriptions and role responsibility-authority forms 16

17 9.1.2 Plan Human Resource Management Tools & Tech. Networking (Section ) Purpose Understand political and interpersonal factors that will impact the effectiveness of staffing management Techniques Proactive correspondence, luncheon meetings, information conversations When and trade conferences Throughout the project 17

18 9.1.2 Plan Human Resource Management Tools & Tech. Organizational Theory (Section ) Explain the way people, team & organizational units behave Explains how planning and execution will be more effective Organizational structures will differ in: Individual response characteristics Individual performances Personal relationships Recommends flexible leadership styles that adapt to team changes during the project 18

19 9.1.2 Plan Human Resource Management Tools & Tech. Expert Judgment (Section ) List preliminary requirements for required skills Asses the roles required for the project Determine preliminary effort level and number of resources Determine reporting relationship based on organization culture Provide guidelines on lead time required for staffing Identify risk associated with staff acquisition, retention, Identify and recommend programs for complying with laws and union contracts 19

20 9.1.2 Plan Human Resource Management Tools & Tech. Meetings (Section ) Meetings used to allow all project management team members to leverage other tools to reachconsensus on the human resource management plan 20

21 9.1.3 Plan Human Resource Management - Outputs Human Resource Management Plan (Section ) Part of the project plan Provides guidance on how project human resources should be: Defined Staffed Managed Controlled Released 21

22 9.1.3 Plan Human Resource Management - Outputs Human Resource Plan - Roles & Responsibilities ( ) Role Function assigned to a team member Authority Right to apply project resources, make decisions &sign approvals Responsibility e. g. Lead analyst Work that a team member is expected to perform in order to complete the assigned activities 22

23 9.1.3 Plan Human Resource Management - Outputs Human Resource Plan - Roles & Responsibilities ( ) Competency Skill and capacity required to complete project activities e.g. 3 years experience in designing web interfaces for interaction with mobile applications for retail industry 23

24 9.1.3 Plan Human Resource Management - Outputs Competency Skill and capacity required to complete project activities Human Resource Plan - Project Organization Charts ( ) Graphic display of team members and reporting relationships Formal or informal Highly detailed or broadly framed Based on the needs of the project 24

25 9.1.3 Plan Human Resource Management - Outputs Human Resource Plan - Staffing Management Plan ( ) Staff acquisition: internal or external contracted resources, costs, expertise, work on site or remotely Resource Calendar: timeframes during which each resource (or group) is required e.g. resource histogram Staff release plan: Method and timing of releasing team members Training needs: Help team acquire required competencies 25

26 9.1.3 Plan Human Resource Management - Outputs Human Resource Plan - Staffing Management Plan ( ) Recognition & rewards: Promote & reward desired behaviors Compliance: Government regulations, union contracts and other established HR policies Safety: Protect team members from safety hazards 26

27 9.1.3 Plan Human Resource Management - Outputs Human Resource Plan 27

28 9.2 Acquire Project Team Involves: Confirming human resources availability Obtain the team necessary to complete project activities Guide successful team selection and responsibility assignment 28

29 9.2 Acquire Project Team 29

30 9.2 Acquire Project Team Factors to be considered and planned: PM team may or may not have direct control over team: Collective bargaining agreement Use of subcontractor Matrix environment Internal/external reporting relationships 30

31 9.2 Acquire Project Team Factors to be considered and planned: PM should effectively negotiate & influence those who provide resources Not having the proper resources may impact project PM need to use other alternatives if resources not available 31

32 9.2.1 Acquire Project Team - Inputs Human Resource Management Plan ( ) Roles and responsibilities Project organization charts Staffing management plan Enterprise Environmental Factors ( ) Existing information for human resources Personnel administration policies Organizational structure Co-location or multiple locations 32

33 9.2.1 Acquire Project Team - Inputs Human Resource Management Plan ( ) Organizational Process Assets ( ) Organization standard policies, processes & procedures Lessons learned 33

34 9.2.2 Acquire Project Team Tools & Techniques Pre-Assignment ( ) Pre-assignment occurs when Team members are selected in advance Resources are promised in a competitive proposal Project depends on specialized expertise Staff assignments are identified within the project charter 34

35 9.2.2 Acquire Project Team Tools & Techniques Negotiations ( ) Staff assignments generally negotiated with: Functional managers Other project management teams External organizations Influencing ability and organizational politics play a large role in negotiating 35

36 9.2.2 Acquire Project Team Tools & Techniques Acquisition ( ) Required when an organization lacks Sufficient resources Appropriate skills and competencies May involve Hiring individual consultants Subcontracting work to another organization 36

37 9.2.2 Acquire Project Team Tools & Techniques Virtual Teams ( ) Members who fulfill their roles without meeting face-2- face Virtual team makes it possible to: Form team from same organization who live in widespread areas Add expertise who might not be in the same areas Incorporate employees who work from home Form team of people who work different shifts Include people with mobility limitations 37

38 9.2.2 Acquire Project Team Tools & Techniques Virtual Teams ( ) Move forward with a project that could have been expenses ignored due to travel Disadvantages Possibility of misunderstanding Feeling of isolation Difficulties in sharing knowledge and experience Cost of appropriate technology 38

39 9.2.2 Acquire Project Team Tools & Techniques Virtual Teams ( ) Communication planning becomes increasingly important Additional time might be needed to: Set clear expectations Facilitate communication Solve conflicts Make decisions Understand cultural differences Share credit in success 39

40 9.2.2 Acquire Project Team Tools & Techniques Multi-Criteria Decision Analysis ( ) Used to rate potential team members Selection criteria can include: Availability Cost Experience Ability Knowledge Skills Attitude International factors 40

41 9.2.3 Acquire Project Team Outputs Project Staff Assignments ( ) Project team directory Memos to team members Project organization charts and schedules Resource Calendars ( ) Document staff availability to work on project Creating reliable calendar depends on understanding each person s availability and constraints Project Management Plan Updates ( ) 41

42 9.3 Develop Project Team 42

43 9.3 Develop Project Team 43

44 9.3 Develop Project Team Is the process to improve: Competencies Team member interaction Overall team environment Benefits Enhanced knowledge and skills of team members Improved teamwork Motivated employees Reduced staff turnover rates Improved overall project performance 44

45 9.3.1 Develop Project Team - Inputs Human Resource Management Plan ( ) Guides how resources are defined, staffed, managed, controlled and released Identifies training strategies and plans Covers also: Rewards Feedback Additional training Disciplinary action for developing the project team 45

46 9.3.1 Develop Project Team - Inputs Project Staff Assignments ( ) Documents the team members that are assigned to the team Resource Calendars ( ) Identify times when the project team members can participate in team development activities 46

47 9.3.2 Develop Project Team Tools & Techniques Interpersonal Skills ( ) Behavioural competencies (aka soft skills) Communication skills Emotional intelligence Conflict resolution Influence Team building Group facilitation Negotiation 47

48 9.3.2 Develop Project Team Tools & Techniques Training ( ) Activities to enhance the competencies of team members Training cost: Could be included in the project budget or Supported by performing organization if the added skills can be useful for future projects Can be formal or informal: Classroom Computer-based Online On-the-job training Coaching and mentoring 48

49 9.3.2 Develop Project Team Tools & Techniques Team Building Activities ( ) Help individual team members work together Particular importance for virtual teams Informal communication help building trust and establish working relationships Forms vary : 5 minutes agenda item Status review meeting Off-site Professionally facilitated experience designed 49

50 9.3.2 Develop Project Team Tools & Techniques Team Building Activities ( ) Crucial to project success Essential during initial stages of project, but never-ending PM should continuously monitor team functionality and performance PM should decide on any actions to prevent or correct team problems 50

51 9.3.2 Develop Project Team Tools & Techniques Team Building Activities ( ) Five stages of development (Tuckman Ladder) Forming: Team learns about the project & their roles/responsibilities Storming: Team members address project work, technical decisions and project management approach Norming: Team members begin to work together Performing: Independent and organized unit that work through issues smoothly and effectively 51

52 9.3.2 Develop Project Team Tools & Techniques Team Building Activities ( ) Five stages of development (Tuckman Ladder) Adjourning: Team completes the work and members move on to other projects Duration of each phase depends on team dynamics, size, leadership 52

53 9.3.2 Develop Project Team Tools & Techniques Team Building ( ) Role clarification Procedures development Interpersonal concerns communicating leadership Team Process Behaviour managing conflict providing support gaining commitment making decisions Climate Setting Goal setting Control Decision making 53

54 9.3.2 Develop Project Team Tools & Techniques Ground Rules ( ) Establish clear expectations for acceptable behavior Early commitment: Decrease misunderstanding Increase productivity Ground rules include: Code of conduct Working together Communication Meeting etiquette All team members are responsible for enforcing ground rules 54

55 9.3.2 Develop Project Team Tools & Techniques ( ) matrixtight aka=co-location Placing most active team members in same physical location Can be temporary or for the entire project Improve members' ability to perform as a team 55

56 9.3.2 Develop Project Team Tools & Techniques ( ) matrixtight aka=co-location Strategies: Team meeting or war room Places to post schedules /notes/other information Other conveniences to improve communication/sense of community Still virtual teams can bring more skilled resources, reduce cost, less travel, eliminate relocation expenses 56

57 9.3.2 Develop Project Team Tools & Techniques Recognition and Rewards ( ) Involves recognizing and rewarding desired behavior Rewards are effective if they meet needs that the individual values Decision can be formal or informal Cultural difference must be considered in these decisions 57

58 9.3.2 Develop Project Team Tools & Techniques Recognition and Rewards ( ) People are motivated: IF they feel valued and receive reward for this value Tangible (money) or intangible reward can be equally effective If they given opportunities to grow, accomplish, and apply skills Recognize team throughout project lifecycle rather than at the end 58

59 9.3.2 Develop Project Team Tools & Techniques Personal Assessment Tools ( ) Give PM and team insights into strengths & weaknesses Enables PM to assess team on : Preferences and aspirations How they process and organize information How they take decisions How they prefer to interact with people 59

60 9.3.2 Develop Project Team Tools & Techniques Personal Assessment Tools ( ) Tools used provide understanding, trust, commitment: Attitudinal survey Specific assessments Ability tests Focus groups Structured interviews 60

61 9.3.3 Develop Project Team Outputs Team Performance Assessment ( ) Formal and informal assessment of project effectiveness Training, team building, and co-location are expected to improve performance Performing team increase the likelihood in meeting project objectives Performance assessment criteria should be determined by all appropriate parties 61

62 9.3.3 Develop Project Team Outputs Team Performance Assessment ( ) Performance of a successful team is measured in terms of: Technical success to agreed upon project objectives Performance on project schedule Performance on budget High-performance teams are characterized by these: Task-oriented outcomes and Result-oriented outcomes 62

63 9.3.3 Develop Project Team Outputs Team Performance Assessment ( ) Based on the tools & techniques implemented evaluations include: Improved skills that allows individual to perform more effectively Improved competences that help perform better as a team Reduced staff turnover rate Increased team cohesiveness 63

64 9.3.3 Develop Project Team Outputs Team Performance Assessment ( ) Results of conducting performance review: PM team identify training, coaching, mentoring, assistance, changes Identify resources that are required to implement improvement 64

65 9.3.3 Develop Project Team Outputs Enterprise Environmental Factors ( ) Enterprise Environmental Factors Updates: Personnel administration Updates for employee training records Skill assessments 65

66 9.4 Manage Project Team Process to optimize performance by: Tracking performance Provide feedback Benefits: Resolve issues Manage conflicts Resolve issues Manage team changes administration Influence team behaviour Appraise team performance 66

67 9.4 Manage Project Team 67

68 Human Resource Management Plan ( ) Roles and responsibilities Project organization staffing management plan Project Staff Assignments ( ) Team Performance Assessments ( ) Issue Log ( ) Identifies who is responsible for resolving and when 68

69 9.4.1 Manage Project Team - Inputs Work Performance Reports ( ) Document current project status vs. project forecasts Organizational Process Assets ( ) Influence PM team and will include: Certificate of appreciation Newsletters Websites Bonus Structure Corporate apparel Other organization prerequisites 69

70 9.4.2 Manage Project Team Tools & Techniques Observation & Conversation ( ) Stay in touch with work & attitude of team members Monitor indicators such as: Progress towards project objectives Team member accomplishments Interpersonal issues 70

71 9.4.2 Manage Project Team Tools & Techniques Performance Appraisals ( ) Objectives include: Clarify roles and responsibilities Offer constructive feedback to team members Discover unknown or unresolved issues Development of individual training plans Establishment of individual future goals Receive feedback using 360-degree method: Superiors, Peers, Subordinates Feedback must be structured and planned for Need for performance appraisal depends on project complexity, length, policy, contracts, and communication 71

72 9.4.2 Manage Project Team Tools & Techniques Conflict Management ( ) Improve productivity and positive working relationships Sources of conflict: Scarce resources Scheduling priorities Personal work styles Methods to reduce conflict: Team ground rules Group norms Solid PM practices Differences in opinion if managed properly can increase creativity and decision making 72

73 9.4.2 Manage Project Team Tools & Techniques Conflict Management ( ) Cont d Project team members initially responsible for solving conflicts If conflict escalates, PM should help facilitate satisfactory resolution Conflicts should be addressed early and usually in private If disruptive conflict continues, formal procedure may be used 73

74 9.4.2 Manage Project Team Tools & Techniques Conflict Management ( ) Cont d Factors influencing conflict resolution Relative importance and intensity Time pressure Positions taken by people involved Motivation for long-term vs. Short-term resolution Five general techniques for resolving conflicts: Withdraw/Avoid Smooth/Accommodate Compromise/Reconcile Force/Direct Collaborate/Problem Solve 74

75 9.4.2 Manage Project Team Tools & Techniques Interpersonal Skills ( ) Analyze and interact appropriately with team members Type of Skills Leadership: Inspire project team for high performance Influencing: o Ability to be persuasive and articulate o Active and effective listening o Awareness of, and consideration for, various perspectives o Gathering relevant and critical information Effective Decision Making: o Focus on goals o Analyze available information o Stimulate team creativity o Manage risk o Follow a decision making process o study environmental factors o Develop personal qualities of team members 75

76 9.4.3 Manage Project Team Outputs Change Requests ( ) Due to staffing changes Project Management Plan Updates ( ) Project Document Updates ( ) Issue Log Roles description Project staff assignment Enterprise Environmental Factors Updates ( ) Input to Organizational performance appraisals Personnel skills updates 76

77 9.4.3 Manage Project Team Outputs Organizational Process Assets Updates ( ) Historical information and lessons learned documentation Templates Organizational standard processes 77

78 Supplementary Material: Authority vs. Power Authority The formal right of a superior to command and compel his subordinates to perform a certain act Power The ability to influence or to cause a person to perform an act 78

79 Legitimate power (formal, authority) Derived from a person s position in the organization Coercive power Based on fear Reward power Positive reinforcement for behavior Expert power Behavior that is perceived to be desired by another person s special knowledge or skill Referent power Based on a less powerful person s association with a more powerful person Also recognized as charisma power 79

80 Supplementary Material: Leading vs. Managing Leaders focus on doing the right things effectiveness Managers focus on doing things right efficiency 80

81 Supplementary Material: Leadership The important thing is not how much you know, but how well you can apply it! Leadership is the process of influencing other team members towards a goal Leaders are people who do the right things to accomplish the missions and objectives of their teams 81

82 Plan Phase 1 Phase 2 Conceptual (C) Develop/ Detail Plan (D) Project Life Cycle Phase 3 Execute (E) Produce Phase 4 Finish (F) Visionary Creative Conceptualizer Analytical Innovator Leader Facilitator Planner Integrator Technically strong Team leader Organizer Interface manager People and task oriented Controller Team leader Trainer Doer Technical writer Compulsion to complete 82

83 Traits approach Personal attributes are correlated to certain personality characteristics, abilities and skills 4 Most common traits Intelligence (technical and organizational) Maturity and broad range of interest Inner motivation and achievement drive (goal-oriented) Consideration of needs and values of team members (employee-centered) 83

84 Behavioral Approach Focuses on what leaders do and how they do it Task orientation initiating structure that focuses on the quality and quantity of work accomplished Relationship orientation being supportive and considerate of team members efforts to achieve personal goals, settling disputes, keeping people happy, etc. 84

85 Contingency Approach Emphasizes the importance of the situation 4 Key variables which interact to influence the leader s behavior: Personal characteristics of team leader Personal characteristics of team members Characteristics of team itself Structure of team, department or organization All interact to influence leader s behavior Fiedler s Contingency Model Hersey and Blanchard s Situational Leadership Model House s Path-goal Model Vroom and Jago Leadership Model 85

86 Relates performance to the leader s motivational system and the degree to which the leader controls and influences the situation 3 Contingency variables: Group atmosphere Task structure Leader s position power Least preferred co-worker (LPC) scale measures leadership style All leaders have a motivational system that indicates the combinations of situations where they will be most effective Leaders can only be task-oriented or relationship-oriented in this model Does not consider that leaders can influence task structure and group atmosphere because of their knowledge of the situation 86

87 Situational Leadership Model Based on the amount of relationship and task behaviour that a leader provides in a situation Amount of either behavior is based on the readiness or development levels of team members Directive behavior (task orientation) The extent in which the leader engages in one-way communication; e.g. Telling people what, how, when to do tasks Focuses on structure, control and supervision 87

88 Supportive behaviour (relationship orientation) the extent in which the leader engages in two-way communication; e.g. listens, provides support and encouragement focuses on active listening, genuine praise and sincere facilitation Development level (readiness) The ability and willingness of the team members to perform tasks Refers to: Competence - task relevant knowledge and skills as well as transferable skills Commitment - motivation and self-confidence Attitude - attitude towards others and interpersonal skills 88

89 Path-GoalHouse s: MaterialSupplementary Model Based on expectancy theory of motivation A leader should try to: Enhance employees satisfaction with their jobs Increase their performance level Leadership behaviour is contingent upon The characteristics of team members The nature of the tasks Leader s goal is to reduce the barriers that may hinder team members from meeting their objectives 89

90 Vroom and Jago Leadership Model Focuses on role played by leaders making decisions Provides a set of rules to help identify which leadership styles to avoid in a given situation Five leadership styles of decision making: Autocratic Autocratic with some information One-to-one consultation style Consultation in a group Consensus 90

91 Supplementary Material: Leadership Approaches & Theories Attribution Theory of Leadership Based on cause and effect relationship Leader is influenced by what they perceive to be the cause of the employee s behavior Effective leaders identify the correct cause and act accordingly Charismatic Leadership Theory Concentrate on developing a common vision Create opportunities Encouraging team members to control their own behaviour Use o dominance o self-confidence o a need for influence o a conviction of high moral standards Sometimes called transformational leaders 91

92 Leadership Listen to your project team and the client (build trust among stakeholders) Encourage the heart of team members (motivation) Act as a real team (inspire team for high performance) Deliver the deliverables (with emphasis on quality) Content Motivational Theories Maslow s Hierarchy of Needs Alderfer s ERG Needs Herzberg s Motivational/Hygiene Theory McClelland s Achievement Motivation Theory 92

93 Motivation: Influences productivity Is an intrinsic and internal phenomenon or process Encourages people to achieve their objectives Involves psychological, social and economic satisfaction Creates an environment that Helps everyone achieve work-related objectives Gain maximum personal satisfaction Six core phases in the motivational process: 1. A person s needs are identified 2. Drives created 3. Select goal-directed behaviour 4. Perform the task 5. Receive feedback 6. Re-assess needs and goals 93

94 Supplementary Material: Maslow s Hierarchy of Needs Motivation springs from an unsatisfied need lower-level needs must be satisfied before higher-level needs can be addressed several needs may impact behavior at any one time higher needs can be satisfied in more ways than lower needs 94

95 Supplementary Material: Alderfer s ERG Needs 3 Basic needs: Existence needs Similar to Maslow s physiological and safety needs Basic material needs i.e. food, water, shelter, working conditions Relatedness needs Similar to Maslow s social needs Establishing and maintaining interpersonal relationships at work and home Growth needs Similar to Maslow s esteem and self-actualization Efforts to explore opportunities for personal development and growth by contributing at work 95

96 Supplementary Material: Alderfer s ERG Needs ERG needs suggest there are 2 processes at work Progression process Frustration-regression process Frustration trying to satisfy growth needs will lead to regression and previous needs will re-emerge as a ma Herzberg s motivator / hygiene theory - Two factors associated with motivation: Hygiene (i.e. The work environment) Motivators (i.e. The work itself) 96

97 Supplementary Material: Herzberg s Hygiene Theory Hygiene factors May prevent dissatisfaction Necessary but not sufficient to provide motivation Sometimes called maintenance factors ex: Compensation, company policies and administration, working conditions, relationships with peers, supervisor and subordinates 97

98 Supplementary Material: McClelland s Theory McClelland s Achievement Motivation Theory People generally have achievement motives Are motivated according to their strength of desire to achieve high levels of performance or to succeed in competitive situations Need for achievement The drive to excel, succeed Need for power Influence others to behave in a manner they would not behave otherwise Need for affiliation or association Desire for friendly and close personal relationships at work 98

99 Supplementary Material: Process Motivational Theories Emphasizes the decision making processes used and the role of rewards on future performance McGregor s Theory X and Theory Y Ouchi s Theory Z Contingency Theory Goal-Setting Theory Expectancy Theory Reinforcement Theory Equity Theory 99

100 Supplementary Material: McGregor s Theory X and Y Theory X - People: Dislike work and will try to avoid it - inherently lazy Lack of ambition and little capacity for problem solving Want to be controlled and directed Are resistant to change and don t care about organizational needs Are motivated by money, position and punishment Theory Y - People: Are creative, ambitious and committed to organizational goals Can direct and control themselves Are highly self-motivated Desire responsibility 100

101 Supplementary Material: Ouchi s Theory Z Management Has high levels of trust, confidence, and commitment to workers Workers Are trustworthy and capable of working without close supervision Based on japanese values Lifetime employment Slow promotions Infrequent evaluations Non-specialized career paths 101

102 Supplementary Material: Contingency Theory Developed by Morse and Lorsch - based on McGregor s Theory Y and Herzberg s Hygiene Theory People have a central need to achieve competence Need continues to motivate people even after competence is met Goal-Setting Theory Developed by G.P. Latham and E.A. Locke Motivation comes from a person s internal drive and desire to achieve goals 102

103 Supplementary Material: Expectancy Theory Developed by Victor Vroom People think seriously about how much effort they should put into a task Motivation occurs if there is an expectation of a favourable outcome People choose behaviours they believe will lead to desired rewards or outcomes 103

104 Supplementary Material: Reinforcement Theory Based on B.F. Skinner s behaviour modification theories Human behaviour is shaped by the previous positive or negative outcomes experienced Desirable behaviour will be repeated if rewarded Undesirable behaviour will be discouraged if punished Developed by J. Stacy Adams Equity Theory People want to be treated equitably Team members compare job inputs and outputs with other team members Inequities can influence the degree of effort exerted 104

105 Supplementary Material Conflict = a clash between hostile or opposing elements or ideas Conflict in the project environment is inevitable can stimulate creativity, innovation, improvements and higher productivity an optimal level of conflict maximizes overall performance What Is Conflict? Traditional View caused by trouble-makers bad should be avoided must be suppressed Contemporary View inevitable between humans often beneficial natural result of change can and should be managed 105

106 Supplementary Material: Conflict 7 Sources of Conflict Schedule Disagreements about the timing, sequencing, and scheduling of project related tasks Project priorities View of project participants differ over sequence of activities and tasks Technical opinions and performance trade-offs Disagreements over technical issues, performance specifications, technical trade-offs Manpower resources Concerning staffing of project team with personnel from other areas Administrative procedures Managerial and administrative oriented conflicts over how the project will be managed Cost Estimates from support areas regarding work breakdown structures Personality Interpersonal issues 106

107 Supplementary Material: Conditions Leading to Conflict Ambiguous jurisdictions Conflict of interest Communication barriers Dependence on one party Differentiation in organization Association of the parties Need for consensus Behaviour regulations Unresolved prior conflicts 107

108 PMP Exam Preparation Sample Test Questions Chapter # 9 Project Human Resource Management 108

109 Question #1 The following are the different organizational types EXCEPT: A. Functional B. Matrix C.Operational D.Projectized Answer: 109

110 Question #2 Aids in Acquire Project Team include all of the following EXCEPT: A. Staffing management plan B. Acquisition C.Resource availability D.Training Answer: 110

111 Question #3 Co-location can mean that: I. All team members are moved to a central physical location for the life of the project II. Most team members are moved to a central physical location for the life of the project III. A "war room" is established where team members can meet periodically A. I only B. II only C. III only D. I and III only Answer: 111

112 Question #4 All of the following statements about the level of authority of the project manager are true EXCEPT: A. It varies considerably from company to company B. It is dependent on corporate policies C.It is determined by senior management D.It is weak in a strong matrix organization Answer: 112

113 Question #5 The following are examples of selection criteria that can be used to score team members when performing multicriteria decision analysis EXCEPT: A. Ability B. Cost C. Experience D. Authority Answer: 113

114 Question #6 It is important that the staffing plan address how personnel will be released when no longer needed on the project for all of the following reasons EXCEPT: A. To reduce costs B. To improve morale C.To aid in staffing the next project D.To control material resources needed Answer: 114

115 Question #7 The following draw upon the human resource management plan EXCEPT: A. Acquire Project Team B. Estimate Costs C.Plan Human Resource Management D.Identify Risks Answer: 115

116 Question #8 A PM needs to recognize and reward desirable behaviour. Project staff will be most motivated when they have: A. Vacation time, assignment of a personal staff assistant B. Work satisfaction, fringe benefits C.Plush office space, performance-based salary raise D.A sense of personal achievement, work satisfaction Answer: 116

117 Question #9 In selecting from the pool for team assignments, all of the following characteristics should be evaluated EXCEPT: A. Availability B. Personal interest C.Personal characteristics D.Political philosophy Answer: 117

118 Question #10 The project manager has the highest level of direct authority in a which environment? A. Strong matrix B. Weak matrix C.Projectized D.Functional Answer: 118

119 Question #11 For a large, complex project, what is best for handling cross-functional project needs? A. A strong matrix organization B. A project coordinator C. A project expediter D. A functional organization Answer: 119

120 Question #12 To successfully motivate a team in today's high tech - high demand environment, which motivational theories should the PM use to maintain a happy, productive team? A. Expectancy and Theory X B. Theory Y and Maslow's Hierarchy C.Theory Y, Expectancy and Herzberg's Hygiene Factors D.Herzberg's Hygiene Factors and Expectancy Answer: 120

121 Question #13 The output from Plan Human Resource Management includes: A. Job descriptions B. Salary schedules C.Roles & Responsibilities D.Analogous estimating Answer: 121

122 Question #14 A "tight matrix" is an organizational option: A. In which all team members are brought together in one location B. Between a weak matrix and a strong matrix C. In which functional managers operate in a dual reporting structure reporting to both their own departments and to the project manager D. In which project participants act as a coordinated team Answer: 122

123 Question #15 Human resource department can assist the project management team with all of the following EXCEPT: A. Recruiting B. Orientation C.Training D.Activity resource estimating Answer: 123

124 Question #16 All of the following are outputs of Acquire Project Team EXCEPT: A. Resource Calendars B. Project management plan updates C.Project staff assignments D.Acquisition Answer: 124

125 Question #17 Examples of teamwork include the following EXCEPT: A. Sharing information and resources B. Staff promotions C.Assisting one another D.Communicating clearly Answer: 125

126 Question #18 All of the following are Enterprise Environmental Factors that can influence Plan Human Resource Management EXCEPT: A. Organizational culture and structure B. Organizational standards and processes, policies and role descriptions C.Personnel administration policies D.Existing human resources Answer: 126

127 Question #19 In a typical matrix organization, functional managers are responsible for: I. General administrative philosophy II. Assignment of personnel III. Developing standards IV. Monitoring performance A. I only B. II and IV only C.I, III, and IV only D.II, III, and IV only Answer: 127

128 Question #20 A mandatory pre-requisite for team building is: A. Commitment from top level management B. Co-location of team members C.Open discussion of poor individual performance D.Funding for staff development activities Answer: 128

129 PMP Exam Preparation End of session Chapter # 9 Project Human Resource Management 129