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1、Project Human Resource Management,People are the most important asset,学习 提示,学习内容 项目人力资源管理对象与特点 项目人力资源管理管理过程 项目人力资源的管理方法 学习重点 如何进行人员分配？ 怎样对项目成员进行激励? 怎样管理冲突？ 如何进行有效的团队建设？ 学习难点 人员与工作的匹配 如何提高团队效力?,Human resource planning,Acquire Project team, Develop Project team,project phases and the project life cycl
2、e,概念阶段 conception,实施阶段 implement,收尾阶段 Close-out,工 作 量,资 源 投 入 水 平,规划阶段 development,Project feasibility,Project acquisition,Sample Deliverables For each phase,Management Plan,Project plans,Last work package,Completed work,Preliminary Cost estimate,Budgetary Cost estimate,Definitive Cost estimate,Less
3、ons learned,2-level WBS,3-level WBS,Performance report,Customer acceptance,项目管理过程 overlap of process in a phase,启动 initiating,计划 planning,执行 executing,监督与控制 controlling,结束 closing,活 动 的 强 度,时间time,Phase finish,Phase start,Level Of activity,活 动 的 强 度,Level Of activity,Based on the process,Based on th
4、e process,What is project human resource management,Project human resource management includes the processes required to make the most effective use of the people involved with a project. Human resource management includes all project stakeholders.,项目人力资源的管理特点,项目人力资源管理具有暂时性。 项目人力资源管理的责任关系相对复杂。 项目人力资
5、源管理方法随项目生命期阶段或管理过程的不同而不同。,Human resources planning: involves identifying and documenting project roles, responsibilities, and reporting relationship.,main processes,Acquiring the project team: involves getting the needed personnel assigned to and working on the project,Developing the project team: i
6、nvolves building Individual and group skills to enhance project performance,Managing the project team: involves tracking Team member performance, motivating team member, providing timely feedback,谢谢！,2011年春季学期,11,第一讲 概论,Human Resources Planning,Documents about project Roles responsibility and relati
7、onships,An organizational chart for the project A staffing management planning Determines roles and responsibilities Which are often shown in a responsibility assignment matrix,Acquiring the project team,Resource assignment Resource loading Resource leveling When resource are used on a more constant
8、 basis, they require less management. enable project managers to use a just-in-time inventory type Of policy for using subcontractors or other expensive resources. Resource leveling results in few problems for personal and accounting department Resource leveling often improves morale.,Copyright 2010
9、 Pearson Education, Inc. Publishing as Prentice Hall,6-14,Building the Project Team,Negotiate with Their Supervisor,Talk to Potential Team Members,Developing the project team,了解团队发展过程,识别人才 培养人才,识别有效和 无效项目团队,Developing the project team,forming,storming,norming,performing,adjourning,Copyright 2010 Pea
10、rson Education, Inc. Publishing as Prentice Hall,6-17,Stages in Group Development,Forming members become acquainted Storming conflict begins Norming members reach agreement Performing members work together Adjourning group disbands Punctuated Equilibrium is a different model,6-18,Team Development St
11、ages,6-19,Achieving Cross-Functional Cooperation,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,6-20,Effective Project Teams,Clear Sense of Mission Productive Interdependency Cohesiveness Trust Enthusiasm Results Orientation,Copyright 2010 Pearson Education, Inc. Publishing as Pr
12、entice Hall,6-21,Reasons Why Teams Fail,Poorly developed or unclear goals Poorly defined project team roles & interdependencies Lack of project team motivation Poor communication Poor leadership Turnover among project team members Dysfunctional behavior,6-22,Building High-Performing Teams,Make the p
13、roject team tangible Publicity Terminology & language Reward good behavior Flexibility Creativity Pragmatism Develop a personal touch Lead by example Positive feedback for good performance Accessibility & consistency,Basic Group Concepts,Roles Norms Status Cohesiveness Size Composition,6-24,Virtual
14、Project Teams,use electronic media to link members of a geographically dispersed project team How Can Virtual Teams Be Improved? Use face-to-face communication when possible Dont let team members disappear Establish a code of conduct Keep everyone in the communication loop Create a process for addre
15、ssing conflict,团队效力模型,团队效力,组成：能力、人格、 角色和差异、规模、机动性、 对团队工作的偏爱,过程：共同的目标、 特定的目标、特定功效 对冲突的管理、社会惰化,关联因素： 足够的资源 领导和结构 绩效考评 奖励系统,工作设计： 自治权 技能多样性 任务确定型 任务重要性,Myers-Briggs Type Indicator ：Most widely used personality-assessment instrument in the world,诸葛亮识别人才的“七招”,何之以是非而观其志 穷之以词辨而观其变 资之以计谋而观其识 告之以猖难而观其勇 辞之以酒而
16、观其性 临之以利而观其廉 期之以事而观其性,Manage The Project Team,Tools and Techniques Observation and conversation Project performance appraisal Conflict management Issue logs,General advice on managing teams Be patient and kind with your team. Fix the problem instead of blaming people Establish regular, effective meetings Allowing time for teams to go through the basic team-building stages . Limit the size of work team Plan some social activities to help proje
