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1、Project Human Resource ManagementPeople are the most important asset学习提示|学习内容学习内容1.项目人力资源管理对象与特点项目人力资源管理对象与特点2.项目人力资源管理管理过程项目人力资源管理管理过程3.项目人力资源的管理方法项目人力资源的管理方法|学习重点学习重点1.1.如何进行人员分配？如何进行人员分配？2.2.怎样对项目成员进行激励怎样对项目成员进行激励? ?3.3.怎样管理冲突？怎样管理冲突？4.4.如何进行有效的团队建设？如何进行有效的团队建设？|学习难点学习难点人员与工作的匹配人员与工作的匹配如何提高团队效力如何
2、提高团队效力? ?Knowledge areaProject management process groupsinitiationplanningexecutingMonitoring and controllingclosingProject human resourcemanagementHuman resourceplanningAcquireProject team,DevelopProject teamproject phases and the project life cycle概念阶段概念阶段conception实施阶段实施阶段implement收尾阶段收尾阶段Close-o
3、ut工工作作量量资资源源投投入入水水平平规划阶段规划阶段developmentProject feasibilityProject acquisitionSampleDeliverablesFor eachphaseManagementPlan Project plansLast work packageCompleted workPreliminaryCost estimateBudgetaryCost estimateDefinitive Cost estimateLessons learned2-level WBS3-level WBSPerformancereportCustomera
4、cceptance项目管理过程overlap of process in a phase启动启动initiating计划计划planning执行执行executing监督与控制监督与控制controlling结束结束closing活动的强度时间timePhase finishPhase startLevel Of activity活活动动的的强强度度Level Of activityBased on the processintegrationscopetimecostquality Human resourcecommunicationriskprocurementplanningdevel
5、op project management planScope planningScope definitionCreate WBSActivity definition,Activity sequencingActivityResources estimatingSchedule development CostEstimating,CostBudgeting,Qualityplanning Human resourceplanningCommunicationsplanningRiskManagement planning,risk identification, risk analysi
6、s, risk response planning Plan purchases and acquisitions,Plan contractingBased on the processintegrationscopetimecostquality Human resourcecommunicationriskprocurementMonitoring and controllingMonitor and control projectwork, integratedChange controlScope verificationScope controlSchedulecontrol Mo
7、nitor and control projectwork, integratedChange control,Perform qualityassuranceAcquireProject team,DevelopProject teamPerformance reporting,Manage stakeholdersRisk monitoringAnd controladministrationWhat is project human resource managementProject human resource management includes the processes re
8、quired 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, responsibilit
9、ies, and reporting relationship.main processesAcquiring the project team: involves getting the needed personnel assigned to and working on the projectDeveloping the project team: involves buildingIndividual and group skills to enhance projectperformanceManaging the project team: involves tracking Te
10、am member performance, motivating team member, providing timely feedback谢谢！谢谢！2011年春季学期11第一讲 概论Human Resources PlanningDocuments about projectRoles responsibility and relationshipsAn organizational chart for the projectA staffing management planningDetermines roles and responsibilitiesWhich are ofte
11、n shown in a responsibility assignment matrixAcquiring the project teamResource assignmentResource loadingResource leveling1.When resource are used on a more constant basis, they require less management.2.enable project managers to use a just-in-time inventory type Of policy for using subcontractors
12、 or other expensive resources.3.Resource leveling results in few problems for personal and accounting department4.Resource leveling often improves morale. Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-14Building the Project TeamNegotiate with Their SupervisorTalk to Potential
13、Team MembersIdentify Necessary SkillsRenegotiate with Top ManagementIdentify People With SkillsBuild Fallback PositionsAssemble the TeamSuccess?Success?YesYesNoNoDeveloping the project team了解团队发展过程了解团队发展过程识别人才识别人才培养人才培养人才识别有效和识别有效和无效项目团队无效项目团队Developing the project teamformingstormingnormingperformi
14、ngadjourningCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-17Stages in Group Development1.Forming members become acquainted2.Storming conflict begins3.Norming members reach agreement4.Performing members work together5.Adjourning group disbandsPunctuated Equilibrium is a differe
15、nt modelTeam Development Stages1. Forming2. Storming3. Norming4. PerformingConveneAdjournInclusionControlCooperationProductivityProductiveOrganizedInfightingTestingQuiet Polite Guarded Impersonal Business-like High MoraleEstablish procedures Develop team skills Confront issues Rebuild moraleConflict
16、 over control Confrontational Alienation Personal agendas Low moraleTrust Flexible Supportive Confident Efficient High Morale18Achieving Cross-Functional CooperationCross-functional cooperationTask OutcomesPsycho-Social OutcomesRules & ProceduresPhysical ProximityAccessibilitySuperordinate Goals19Co
17、pyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-20Effective Project TeamsvClear Sense of MissionvProductive InterdependencyvCohesivenessvTrustvEnthusiasmvResults OrientationCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-21Reasons Why Teams FailPoorly develope
18、d or unclear goalsPoorly defined project team roles & interdependenciesLack of project team motivationPoor communicationPoor leadershipTurnover among project team membersDysfunctional behaviorBuilding High-Performing Teams Make the project team tangiblePublicityTerminology & languageReward good beha
19、viorFlexibilityCreativityPragmatismDevelop a personal touchLead by examplePositive feedback for good performanceAccessibility & consistency22Basic Group ConceptsRolesNormsStatusCohesivenessSizeCompositionVirtual Project Teamsuse electronic media to link members of a geographically dispersed project
20、teamHow Can Virtual Teams Be Improved?Use face-to-face communication when possibleDont let team members disappearEstablish a code of conductKeep everyone in the communication loopCreate a process for addressing conflict24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
21、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 worldthinking 思思考考型型or feeling 情情绪绪型型(T or F),extroverted or introverted (E or I)sensing感觉感觉 or intuitive直觉直觉 (S or N),judging 判判断断型型or perceiving 认知型(J or P) 诸葛亮识别人才的“七招”何之以是非
22、而观其志何之以是非而观其志穷之以词辨而观其变穷之以词辨而观其变资之以计谋而观其识资之以计谋而观其识告之以猖难而观其勇告之以猖难而观其勇辞之以酒而观其性辞之以酒而观其性临之以利而观其廉临之以利而观其廉期之以事而观其性期之以事而观其性Manage The Project TeamTools and Techniques 1.Observation and conversation2.Project performance appraisal3.Conflict management4.Issue logs General advice on managing teams1.Be patient a
23、nd kind with your team.2.Fix the problem instead of blaming people3.Establish regular, effective meetings4.Allowing time for teams to go through the basic team-building stages .5.Limit the size of work team6.Plan some social activities to help project team member and other stakeholders get to know e
24、ach other better.7.Stress team identity.8.Nurture team members and encourage them to help each other9.Acknowledge individual and group accomplishment10.Take additional actions to work with virtual team member.Conflict ManagementConflict is a process that begins when you perceive that someone has fru
25、strated or is about to frustrate a major concern of yours.CategoriesGoal-orientedAdministrativeInterpersonalViewsTraditionalBehavioralInteractionist29Sources of ConflictOrganizationalReward systemsScarce resourcesUncertaintyDifferentiationInterpersonalFaulty attributionsFaulty communicationPersonal
26、grudges & prejudices30Conflict ResolutionMediate defusion/confrontationArbitrate judgmentControl cool down period Accept unmanageable Eliminate transfer Conflict is often evidence of progress!31Conflict ProcessNegotiationa process that is predicated on a managers ability to use influence productivel
27、yQuestions to Ask Prior to Entering a Negotiation1.How much power do I have?2.What sort of time pressures are there?3.Do I trust my opponent?33Principled Negotiation1.Separate the people from the problem2.Focus on interests, not positions3.Invent options for mutual gain4.Insist on using objective cr
28、iteria34Sample organizational chart for large information technology projectProject managementDeputy project managementSystems engineeringIndependentTest groupProject technicalleadQualityassuranceConfigurationmanagementSubjectManager 1SubjectManager 2SubjectManager 3Team 1Team 1Team 1Team 1Team 1Tea
29、m 1Work Definition And Assignment ProcessContract，Charter，Charter, scope statementstepsKey outputsRequirements finalizationFinalized project scope baselineFinalized technical baselineHow work will be doneProgram/team approachTechnical approachBreak down the workWork breakdown structure ( WBS)Activit
30、y definitionsAssign the workOrganizational breakdown structure (OBS)OBS ResponsibilityResponsibility Assignment Matrix (RAM)A responsibility assignment matrix :is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the
31、OBS1.1.11.1.21.1.31.1.41.1.51.1.61.1.71.1.8System engineeringRRPSoftware development RPHardware developmentRPTest engineeringPRPQuality assurance RPConfiguration managementRPIntegrated logistic supportPtrainingRPWBS activity OBS units R=Responsible organizational unitP=Performing organizational unit
32、 StakeholdersitemsABCDEUnit testSAIIRIntegration testSPAIRSystemsSPAIRUser acceptanceSPIARRAM Showing stakeholder rolesA=AccountableP=ParticipantR=Review RequiredI=Input RequiredS=Sign-off RequiredSample RACI ChartGa=Group a1=task1R=ResponsibilityA=AccountabilityC=consultationI=InformationGaGbGcGdGe
33、1RACCI2CIRAI3ARICC4ICAIR5AICIRStaffing management plans and resource histogramsStaffing management plan describes when and how people will be added to and taken off the project teamThe staffing management plan often includes a resources histogram12341234562486CCBBAB1234562486CCBBABDaysworkersDaysworkersC=3B=5A has 3 days of slackC has 2 days of slackA=2项目干系人示意图（？）业主合同合作伙伴新闻媒体社区公众政府部门潜在竞争对手利益相关者当事人项目干系人设计方承包商监理工程师供应商咨询顾问贷款方银行投资方股东?谢谢 谢！谢！
