Project Human Resource Management P. FITSILIS

Transcription

1 Prject Human Resurce Management P. FITSILIS

2 Cntents Define prject human resurce management and understand its prcesses Summarize key cncepts fr managing peple Discuss human resurce planning 2

3 The Imprtance f Human Resurce Management Many crprate executives have said, Peple are ur mst imprtant asset Peple determine the success and failure f rganizatins and prjects 3

4 What is Prject Human Resurce Management (PMBOK)? Making the mst effective use f the peple invlved with a prject Prcesses include: Human resurce planning: identifying and dcumenting prject rles, respnsibilities, and reprting relatinships Acquiring the prject team: getting the needed persnnel assigned t and wrking n the prject Develping the prject team: building individual and grup skills t enhance prject perfrmance Managing the prject team: tracking team member perfrmance, mtivating team members, prviding timely feedback, reslving issues and cnflicts, and crdinating changes t help enhance prject perfrmance

5 Prject Human Resurce Management Summary 5

6 Keys t Managing Peple Psychlgists and management therists have devted much research and thught t the field f managing peple at wrk Imprtant areas related t prject management include: Mtivatin theries Influence and pwer Effectiveness

7 Thery f Persnality Jung s Attitudes f the Mind Exists in each persn ne is mre dminant than ther in each persn Extrversin (extrvert) direct psychic energy twards the things in external wrld Intrversin (intrvert) direct psychic energy mre inwardly fcused 2-7

8 Interpretatin: Cgnitive Style Self- Assessment Psychlgical Functins Perceiving Sensing Intuitin Judging Thinking Feeling

9 Interpretatin: Cgnitive Style Self-Assessment Dminant Prcess Perceptin-Judgment Cmbinatins Sensatin w/ Thinking (ST) intuitin w/ Thinking (NT) Sensatin w/ Feeling (SF) intuitin w/ Feeling (NF)

10 Jung s Persnality Typlgy 2-10

11 Scial Styles 11

12 American Typlgy - general ppulatin Extrvert r Intrvert Sensing r intuitin Thinking r Feeling Judging r Perceiving ISTJ 11.6% ISFJ 13.8% INFJ 1.5% INTJ 2.1% ISTP 5.4% ISFP 8.8% INFP 4.3% INTP 3.3% ESTP 4.3% ESFP 8.5% ENFP 8.1% ENTP 3.2% ESTJ 8.7% ESFJ 12.3% ENFJ 2.4% ENTJ 1.8%

13 Managers typlgy Ttal ST SF NF NT Managers % 15% 10% 22%

14 Meyers-Briggs Type Indicatr (MBTI) MBTI is a ppular tl fr determining persnality preferences and helping teammates understand each ther Fur dimensins include: Extrvert/Intrvert (E/I) Sensatin/Intuitin (S/N) Thinking/Feeling (T/F) Judgment/Perceptin (J/P) NTs r ratinals are attracted t technlgy fields IT peple vary mst frm the general ppulatin in nt being extrverted r sensing 14

15 Maslw s Hierarchy f Needs Abraham Maslw argued that humans pssess unique qualities that enable them t make independent chices, thus giving them cntrl f their destiny Maslw develped a hierarchy f needs that states that peple s behavirs are guided r mtivated by a sequence f needs 15

16 Maslw s Hierarchy f Needs 16

17 Herzberg s Mtivatinal and Hygiene Factrs Frederick Herzberg wrte several famus bks and articles abut wrker mtivatin; he distinguished between: Mtivatinal factrs: achievement, recgnitin, the wrk itself, respnsibility, advancement, and grwth, which prduce jb satisfactin Hygiene factrs: cause dissatisfactin if nt present, but d nt mtivate wrkers t d mre; examples include larger salaries, mre supervisin, and a mre attractive wrk envirnment 17

18 Examples f Herzberg s Hygiene Factrs and Mtivatrs 18

19 McGregr s Thery X and Y Duglas McGregr ppularized the human relatins apprach t management in the 1960s Thery X: assumes wrkers dislike and avid wrk, s managers must use cercin, threats, and varius cntrl schemes t get wrkers t meet bjectives Thery Y: assumes individuals cnsider wrk as natural as play r rest and enjy the satisfactin f esteem and self-actualizatin needs Thery Z: intrduced in 1981 by William Ouchi, and is based n the Japanese apprach t mtivating wrkers, emphasizing trust, quality, cllective decisin making, and cultural values 19

20 Σύγκριση Θεωρίας X & Y

21 Human Resurce Planning Invlves identifying and dcumenting prject rles, respnsibilities, and reprting relatinships Outputs include: Prject rganizatinal charts Staffing management plan Respnsibility assignment matrixes Resurce histgrams 21

22 Sample Organizatinal Chart fr a Large IT Prject 22

23 Wrk Definitin and Assignment Prcess 23

24 Respnsibility Assignment Matrices A respnsibility assignment matrix (RAM) is a matrix that maps the wrk f the prject as described in the WBS t the peple respnsible fr perfrming the wrk as described in the OBS Can be created in different ways t meet unique prject needs 24

25 Sample Respnsibility Assignment Matrix (RAM) 25

26 RAM Shwing Stakehlder Rles 26

27 Sample RACI Chart R = respnsibility, nly ne R per task A = accuntability C = cnsultatin I = infrmed 27

28 Staffing Management Plans and Resurce Histgrams A staffing management plan describes when and hw peple will be added t and taken ff the prject team A resurce histgram is a clumn chart that shws the number f resurces assigned t a prject ver time 28

29 Sample Resurce Histgram 29

30 Acquiring the Prject Team Acquiring qualified peple fr teams is crucial The prject manager wh is the smartest persn n the team has dne a pr jb f recruiting! It s imprtant t assign the apprpriate type and number f peple t wrk n prjects at the apprpriate times 30

31 Develping the Prject Team The main gal f team develpment is t help peple wrk tgether mre effectively t imprve prject perfrmance It takes teamwrk t successfully cmplete mst prjects 31

32 Imprtance f Teams Successful managers are thse wh wrk with successful teams. Grups cnstitute the basic building blcks f any rganizatin.

33 Grups Tw r mre peple wh meet regularly ver a perid f time, perceive themselves as a distinct entity, share cmmn values, and strive fr cmmn bjectives

34 Teams Grups f peple with cmplementary skills, wh are cmmitted t a cmmn purpse, set f perfrmance gals, and apprach fr which they hld themselves mutually accuntable

35 The nature f a teams (1) cmmn purpse; (2) interdependence; (3) clarity f rles and cntributin; (4) satisfactin frm mutual wrking; (5) mutual and individual accuntability; (6) realisatin f synergies; and (7) empwerment.

36 Key characteristics Grups - Teams

37 Characteristics f High Perfrming Teams Small Size Cmplementary Skills Cmmn Purpse Specific Gals Cmmn Apprach Mutual Accuntability

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39 The Margerisn-McCann team management wheel describes and maps team rle preferences

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41 Frming Five Stages f Team Develpment Strming Nrming Perfrming Adjurning

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43 Variatins in Prductivity and Mrale during Team Develpment

44 The three interlcking needs

45 The transitin curve fr the emplyee

46 The integrated team develpment prcess

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48 The nine key factrs that affect team landscape Basic Element Task Individual Grup Envirnment Key factr Clearly defined gals Pririties Rles and Respnsibilities Self awareness Leadership Grup dynamics Cmmunicatin Cntext Infrastructure

49 The team landscape

50 The leadership landscape

51 Hygiene Mtivating Factrs A hygiene factr is defined as ne that will nt mtivate a team if present, but will de-mtivate it if absent. A mtivating factr is defined as ne that will nt de-mtivate a team if absent, but will mtivate it if present.

52 Key leaders rles Legitimate leader is the publicly appinted leader f the team wh is accuntable fr delivery f the team s bjectives. Scial leader is defined as the individual wh undertakes t build and maintain a netwrk f relatinships with ther team members. A team attempting t deliver a technically cmplex bjective required a series f individuals t lead specific tasks that required undertaking and cmpleting during the delivery f the team s verall gal. Senir management, wh as individuals represented the views f the macr rganisatin.

53 Leadership Styles and Team Develpment 14-53

54 Adapting Leadership Style t Facilitate Team Develpment Structuring Reslving Cllabrating Validating Terminating

55 Imprving Team Effectiveness Becme Aware f Team Prblems Determine Symptms f Ineffective Teams Cmmunicating Outside the Grup Over-Dependency n the Leader Unrealized Decisins Hidden Cnflicts Fighting withut Reslutin Subgrups

56 Team Rles Rles are shared expectatins f hw grup members will fulfill the requirements f their psitin. Peple develp their rles based n their wn expectatins, the rganizatin s expectatins, and the grup s expectatins

57 Grup Rles - 1 Task rles The things grup members d and say that directly aid in the accmplishment f its bjective(s). Task rles are sub classified int bjective clarifiers, planners, rganizers, leaders, and cntrllers. Maintenance rles The things grup members d and say t develp and sustain grup dynamics. Defines a grup s scial atmsphere. Sub classificatin f maintenance rles: frmers, cnsensus seekers, harmnizers, gatekeepers, encurager, and cmprmisers

58 Team Rles -2 Persnal rles The things members d and say t meet their wn needs r bjectives at the expense f the team. Fllwing hidden agendas. Sub classificatin f self-interest rles: aggressrs, blckers, recgnitin seekers, and withdrawers

59 Thamhain and Wilemn s Ways t Have Influence n Prjects 1. Authrity: the legitimate hierarchical right t issue rders 2. Assignment: the prject manager's perceived ability t influence a wrker's later wrk assignments 3. Budget: the prject manager's perceived ability t authrize thers' use f discretinary funds 4. Prmtin: the ability t imprve a wrker's psitin 5. Mney: the ability t increase a wrker's pay and benefits 60

60 Thamhain and Wilemn s Ways t Have Influence n Prjects (cntinued) 6. Penalty: the prject manager's ability t cause punishment 7. Wrk challenge: the ability t assign wrk that capitalizes n a wrker's enjyment f ding a particular task 8. Expertise: the prject manager's perceived special knwledge that thers deem imprtant 9. Friendship: the ability t establish friendly persnal relatinships between the prject manager and thers 61

61 Ways t Influence that Help and Hurt Prjects Prjects are mre likely t succeed when prject managers exert influence with: Expertise Wrk challenge Prjects are mre likely t fail when prject managers rely t heavily n: Authrity Mney Penalty 62

62 Pwer Pwer is the ptential ability t influence behavir t get peple t d things they wuld nt therwise d Types f pwer include: Cercive Legitimate Expert Reward Referent 63

63 Imprving Effectiveness Prject managers can apply Cvey s 7 habits t imprve effectiveness n prjects Be practive Begin with the end in mind Put first things first Think win/win Seek first t understand, then t be understd Synergize Sharpen the saw 64

64 Empathic Listening and Rapprt Gd prject managers are empathic listeners; they listen with the intent t understand Befre yu can cmmunicate with thers, yu have t have rapprt a relatin f harmny, cnfrmity, accrd, r affinity Mirrring is the matching f certain behavirs f the ther persn, a technique t help establish rapprt IT prfessinals need t develp empathic listening and ther peple skills t imprve relatinships with users and ther stakehlders 65

65 Reward and Recgnitin Systems Team-based reward and recgnitin systems can prmte teamwrk Fcus n rewarding teams fr achieving specific gals Allw time fr team members t mentr and help each ther t meet prject gals and develp human resurces 66

66 Managing the Prject Team Prject managers must lead their teams in perfrming varius prject activities After assessing team perfrmance and related infrmatin, the prject manager must decide: If changes shuld be requested t the prject If crrective r preventive actins shuld be recmmended If updates are needed t the prject management plan r rganizatinal prcess assets 67

67 General Advice n Teams Be patient and kind with yur team Fix the prblem instead f blaming peple Establish regular, effective meetings Allw time fr teams t g thrugh the basic team-building stages Limit the size f wrk teams t three t seven members Plan sme scial activities t help prject team members and ther stakehlders get t knw each ther better Stress team identity Nurture team members and encurage them t help each ther Take additinal actins t wrk with virtual team members 68

68 Five Dysfunctins f a Team Patrick Lencini, authr f several bks n teams, says that Teamwrk remains the ne sustainable cmpetitive advantage that has been largely untapped * The five dysfunctins f teams are: Absence f trust Fear f cnflict Lack f cmmitment Avidance f accuntability Inattentin t results *Lencini, Patrick, Overcming the Five Dysfunctins f a Team, Jssey-Bass: San Francisc, CA (2005), p

69 Using Sftware t Assist in Human Resurce Management Sftware can help in prducing RAMS and resurce histgrams Prject management sftware includes several features related t human resurce management such as: Assigning resurces Identifying ptential resurce shrtages r underutilizatin Leveling resurces 70

70 Prject Resurce Management Invlves Much Mre Than Using Sftware Prject managers must: Treat peple with cnsideratin and respect Understand what mtivates them Cmmunicate carefully with them Fcus n yur gal f enabling prject team members t deliver their best wrk 71

71 Chapter Summary Prject human resurce management includes the prcesses required t make the mst effective use f the peple invlved with a prject Main prcesses include: Human resurce planning Acquiring the prject team Develping the prject team Managing the prject team 72