4 Separate Processes Designed to - organize - manage, and - lead the project team

Transcription

1 Read: PMBok, chpt 9

2 4 Separate Processes Designed to - organize - manage, and - lead the project team

3 Initiation Planning Executing Monitoring & Controlling Closing Plan H/R Mgmt. Acquire Project Team Develop Project Team Manage Project Team

4 Responsibilities increase as the size of the project team increases Influence the project team (location, communication, etc.) PM team should be subscribe to, be aware of, and ensure professional & ethical behavior (all team members)

5 Project Project Mgmt Team Team

6 Sponsor Provides financial resources for project Should be external to the project at a suitable level. Formally accepts the product of the project Sr. Manager May issue the project charter (AKA the project initiator) Set priorities among projects Set priorities among the triple constraints Resolve conflicts that the project manager cannot resolve Project Team Do the work of the project Provide input to planning Resolve conflicts among themselves, if possible Review performance reports

7 Process: Plan H/R Mgmt. Identifying and documenting roles, responsibilities, relationships and creating a staffing management plan.

8 Process: Plan H/R Mgmt. INPUTS Project Mgmt. Plan Activity Resource Requirements EEFs OPAs 1. Organizational Charts, position descriptions 2. Networking 3. Organizational theory 4. Expert Judgment 5. Meetings TOOLS & TECHNIQUES HR Management Plan OUTPUT

9 Hierarchical Charts(PMBok 261) OBS (Org. Breakdown Structure) - arranged with the existing depts. & teams, but with each activity or work package listed under each department. RBS (Resource Breakdown Structure) - Break down each description of the resource until its small enough to be used in conjunction with the WBS to allow for planning & controlling work.

10 Project Develop New Widget Marketing Dept. Manuf. Dept Legal Dept. WBS activity 2.1 Survey customer needs WBS activity 5.2 Send Communication WBS activity 7.1 Prepare Prototype WBS activity Provide technical specs.

11 Project Develop New Widget 1. People 2. Materials 3. Equipment 1.1 PM Team 1.2 Marketing Dept. 1.3 Legal Dept Proj Mgr Marketing Manager Proj Coordinator

12 Matrix-based Charts(PMBok 262) RACI (Responsible, Accountable, Consult, Inform) shows each person assigned to the work and their level of involvement. shows all activities associated with one person and all people associated with 1 activity. ensures that there is only 1 person accountable for any 1 task to avoid confusion of responsibility. Useful when the project uses internal & external resources

13 RACI Chart (Responsible, Accountable, Consult, Inform)

14 How should the human resources for the project be defined, staffed, managed, and released. Becomes an input to the Project Management Plan

15 Includes Knowing the resources & their availability Hiring new employees Handling virtual teams Contracts to hire new resources, outsourcing Negotiations Managing the risk of losing resources

16 Know the team you ll be working with; the type of team could impact your project or work. Dedicated Part-time Partnership Virtual

17 Be ware of the Halo Effect. Assuming someone will be great at one thing because he s great at another thing. Eg., He s a great programmer. He will be a great Project Manager.

18 - AKA the Tuckman ladder - 5 stages of development a team may go through Forming Storming Norming Performing Adjourning

19 Helps individual team members work together effectively. An ongoing process Aka Tight matrix Placing many members in the same physical location to enhance their ability to perform.

20 1. Schedules 2. Project priorities 3. Resources 4. Technical opinions 5. Administrative procedures 6. Cost 7. Personality

21 Relative importance and intensity of the conflict Time pressure to resolve Position of the persons involved Motivation for a short or longterm resolutions

22 Withdraw/Avoid Smooth/Accommodate Compromise/Reconcile Collaborate/Problem Solve

23 Withdraw/Avoid The parties avoid the issue or postpone making a decision. Smooth/Accommodate Emphasizes agreeing between the parties; doesn t look to necessarily solve the conflict.

24 Compromise/Reconcile Finding a solution that will satisfy both parties (no party gets everything) Collaborate/Problem Solving Parties try to find a solution that incorporates multiple viewpoints. Leads to a win-win.

25 Forcing/Directing Pushing one viewpoint at the expense of another Results in a win-lose situation.

26 Formal (Legitimate) based on your position Reward reward for performance Penalty (Coercive) the ability to punish Expert your knowledge or past performance Referent another person liking you NOTE: The best forms are EXPERT and REWARD. Penalty is the worst Formal, Reward, and Penalty are derived from your position in the company EXPERT is earned on your won.

27 Leadership Influencing Effective Decision Making

28 4 Popular Management Theories - McGregor s Theory of X and Y - Maslow s Hierarchy of Needs - David McClellan s Theory of Needs - Herzberg s Theory

29 All workers fit into 1 of 2 groups X X Theory X People need to be watched every minute & avoid work whenever possible Y Theory Y People are willing to work without supervision and want to achieve. Employees can direct their own efforts.

30 People are motivated by their ability to contribute and use their skills self-actualization ; not by security or money. Self Actualization Self Fulfillment, Growth, Learning Esteem Social Accomplishment, Respect, Attention, Appreciation Love, Respect, Approval, Friends, Association Safety Security, Stability, Freedom from harm Physiological Basic; needs for air, food, water, shelter, clothing

31 Aka Acquired Needs Theory Says people are motivated by 1 of 3 basic needs and should be managed based on which of these needs are most important to them. Primary Need Management Tips Achievement Needs projects that are challenging, but reachable. Likes recognition. Affiliation Work best when cooperating with others Seek approval rather than recognition Power Have a socially-oriented need for power Are effective leaders Like to organize & influence others

32 Focuses on the motivating factors of hygiene Poor hygiene factors may destroy motivation, but improving hygiene will not improve motivation. People are motivated by Responsibility, Self-actualization, Professional growth, security Hygiene factors: Working conditions Salary Personal life Work relationships Security Status