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1、Chapter 9:Project HumanResource ManagementNote: See the text itself for full citations.ManagingManaging Information Technology Information Technology Projects, Sixth EditionProjects, Sixth EditionSchwalbeSchwalbe South-Western/Cengage Learning. All Rights Reserved.Explain the importance of good huma
2、n resource management on projects, including the current state and future implications of the global IT workforceDefine project human resource management and understand its processes Summarize key concepts for managing people by understanding the theories of Abraham Maslow, Frederick Herzberg, David
3、 McClelland, and Douglas McGregor on motivation, H. J. Thamhain and D. L. Wilemon on influencing workers, and Stephen Covey on how people and teams can become more effectiveLearning Objectives2 South-Western/Cengage Learning. All Rights Reserved.Discuss human resource planning and be able to create
4、a human resource plan, project organizational chart, responsibility assignment matrix, and resource histogramUnderstand important issues involved in project staff acquisition and explain the concepts of resource assignments, resource loading, and resource levelingAssist in team development with trai
5、ning, team-building activities, and reward systemsExplain and apply several tools and techniques to help manage a project team and summarize general advice on managing teamsDescribe how project management software can assist in project human resource managementLearning Objectives (continued)3 South-
6、Western/Cengage Learning. All Rights Reserved.Many corporate executives have said, “People are our most important asset”People determine the success and failure of organizations and projectsThe Importance of Human Resource Management4 South-Western/Cengage Learning. All Rights Reserved.Although ther
7、e have been ups and downs in the IT labor market, there will always be a need for good IT workersThe Digital Planet 2008 study estimated that the global marketplace for information and communications technology (ICT) would top $3.7 trillion in 2008 and reach almost $4 trillion by 2011 The Global IT
8、Workforce5 South-Western/Cengage Learning. All Rights Reserved.Communications products and services represented the largest single category of ICT spending (57 percent) in 2007 with $1.9 trillion; consumers spent 29 percent of ICT dollars worldwide, while spending by business and government accounte
9、d for 71 percentThe top ten ICT spending countries are, in descending order: the U.S., Japan, China, Germany, U.K., France, Italy, Brazil, Canada, and Spain; in 2008, China jumped ahead of Germany, the United Kingdom, and FranceThe Americas growth in ICT spending will be the slowest of the three bro
10、ad regions at 4 percent between 2007 and 2011; the Asia-Pacific region and the Europe, Africa, and Middle East regions will grow annually at 10.5 percent and 5 percent, respectivelyMore Digital Planet Report Findings 6 South-Western/Cengage Learning. All Rights Reserved.U.S. IT employment topped 4 m
11、illion for the first time in 2008Several IT-related occupations will be among the top 30 fastest-growing occupations in the U.S. between now and 2016, with network systems/data communications analysts and computer software engineers listed as numbers one and fourIT staff struggle to transition to pr
12、oject management, CIOs argue, and complain that educational institutions are not putting adequate focus on these skills through courseworkU.S. IT Workforce7 South-Western/Cengage Learning. All Rights Reserved.Proactive organizations are addressing workforce needs by:Improving benefitsRedefining work
13、 hours and incentivesFinding future workersImplications for the Future of IT Human Resource Management8 South-Western/Cengage Learning. All Rights Reserved.Heres the dirty little secret: U.S. productivity is No. 1 in the world when productivity is measured as gross domestic product per worker, but o
14、ur lead vanishes when productivity is measured as GDP per hour workedEuropeans take an average of six to seven weeks of paid annual leave, compared with just 12 days in the United States; twice as many American as European workers put in more than 48 hours per weekSociologists have shown that many A
15、mericans, especially men, would like to have more family or leisure time; recent surveys show that many Americans are willing to sacrifice up to a quarter of their salaries in return for more time off Media Snapshot9 South-Western/Cengage Learning. All Rights Reserved.A 2006 report by The Conference
16、 Board, Corporate Voices for Working Families, Partnership for 21st Century Skills, and the Society for Human Resource Management suggests that entry level workers in the U.S. are ill-prepared for the workplaceFour-year college graduates were listed as deficient in the following three skills:Written
17、 communications - 27.8%Writing in English - 26.2%Leadership - 23.8%What Went Wrong?10 South-Western/Cengage Learning. All Rights Reserved.Making the most effective use of the people involved with a projectProcesses include:Developing the human resource plan: identifying and documenting project roles
18、, responsibilities, and reporting relationshipsAcquiring the project team: getting the needed personnel assigned to and working on the projectDeveloping the project team: building individual and group skills to enhance project performanceManaging the project team: tracking team member performance, m
19、otivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance What is Project Human Resource Management?11 South-Western/Cengage Learning. All Rights Reserved.Figure 9-1. Project Human Resource Management Summary12 Sou
20、th-Western/Cengage Learning. All Rights Reserved.Psychologists and management theorists have devoted much research and thought to the field of managing people at workImportant areas related to project management include:Motivation theoriesInfluence and powerEffectivenessKeys to Managing People13 Sou
21、th-Western/Cengage Learning. All Rights Reserved.Intrinsic motivation causes people to participate in an activity for their own enjoymentExtrinsic motivation causes people to do something for a reward or to avoid a penaltyFor example, some children take piano lessons for intrinsic motivation (they e
22、njoy it) while others take them for extrinsic motivation (to get a reward or avoid punishment)Intrinsic and Extrinsic Motivation14 South-Western/Cengage Learning. All Rights Reserved.Abraham Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving
23、them control of their destinyMaslow developed a hierarchy of needs which states that peoples behaviors are guided or motivated by a sequence of needs Maslows Hierarchy of Needs15 South-Western/Cengage Learning. All Rights Reserved.Figure 9-2. Maslows Hierarchy of Needs16 South-Western/Cengage Learni
24、ng. All Rights Reserved.Frederick Herzberg wrote several famous books and articles about worker motivation; he distinguished between:Motivational factors: achievement, recognition, the work itself, responsibility, advancement, and growth, which produce job satisfactionHygiene factors: cause dissatis
25、faction if not present, but do not motivate workers to do more; examples include larger salaries, more supervision, and a more attractive work environmentHerzbergs Motivational and Hygiene Factors17 South-Western/Cengage Learning. All Rights Reserved.Table 9-1: Examples of Herzbergs Hygiene Factors
26、and Motivators18 South-Western/Cengage Learning. All Rights Reserved.Specific needs are acquired or learned over time and shaped by life experiences, including:Achievement (nAch): achievers like challenging projects with achievable goals and lots of feedbackAffiliation (nAff): people with high nAff
27、desire harmonious relationships and need to feel accepted by others, so managers should try to create a cooperative work environment for themPower (nPow): people with a need for power desire either personal power (not good) or institutional power (good for the organization); provide institutional po
28、wer seekers with management opportunitiesMcClellands Acquired-Needs Theory19 South-Western/Cengage Learning. All Rights Reserved.Douglas McGregor popularized the human relations approach to management in the 1960sTheory X: assumes workers dislike and avoid work, so managers must use coercion, threat
29、s, and various control schemes to get workers to meet objectivesTheory Y: assumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needsTheory Z: introduced in 1981 by William Ouchi and is based on the Japanese approach to motivating wo
30、rkers, emphasizing trust, quality, collective decision making, and cultural valuesMcGregors Theory X and Y20 South-Western/Cengage Learning. All Rights Reserved.1. Authority: the legitimate hierarchical right to issue orders2. Assignment: the project managers perceived ability to influence a workers
31、 later work assignments3. Budget: the project managers perceived ability to authorize others use of discretionary funds4. Promotion: the ability to improve a workers position5. Money: the ability to increase a workers pay and benefitsThamhain and Wilemons Ways to Have Influence on Projects21 South-W
32、estern/Cengage Learning. All Rights Reserved.6. Penalty: the project managers ability to cause punishment7. Work challenge: the ability to assign work that capitalizes on a workers enjoyment of doing a particular task8. Expertise: the project managers perceived special knowledge that others deem imp
33、ortant9. Friendship: the ability to establish friendly personal relationships between the project manager and othersThamhain and Wilemons Ways to Have Influence on Projects (continued)22 South-Western/Cengage Learning. All Rights Reserved.Projects are more likely to succeed when project managers inf
34、luence with:ExpertiseWork challengeProjects are more likely to fail when project managers rely too heavily on:AuthorityMoneyPenaltyWays to Influence that Help and Hurt Projects23 South-Western/Cengage Learning. All Rights Reserved.Power is the potential ability to influence behavior to get people to
35、 do things they would not otherwise doTypes of power include:CoerciveLegitimateExpertRewardReferentPower24 South-Western/Cengage Learning. All Rights Reserved.Project managers can apply Coveys 7 habits to improve effectiveness on projectsBe proactiveBegin with the end in mindPut first things firstTh
36、ink win/winSeek first to understand, then to be understoodSynergizeSharpen the sawCovey and Improving Effectiveness25 South-Western/Cengage Learning. All Rights Reserved.Good project managers are empathic listeners; they listen with the intent to understandBefore you can communicate with others, you
37、 have to have rapport, a relation of harmony, conformity, accord, or affinityMirroring is the matching of certain behaviors of the other person, a technique to help establish rapportIT professionals need to develop empathic listening and other people skills to improve relationships with users and ot
38、her stakeholdersEmpathic Listening and Rapport26 South-Western/Cengage Learning. All Rights Reserved.Involves identifying and documenting project roles, responsibilities, and reporting relationshipsContents include:Project organizational chartsStaffing management planResponsibility assignment matrix
39、esResource histogramsDeveloping the Human Resource Plan27 South-Western/Cengage Learning. All Rights Reserved.Figure 9-3. Sample Organizational Chart for a Large IT Project28 South-Western/Cengage Learning. All Rights Reserved.Figure 9-4. Work Definition and Assignment Process29 South-Western/Cengag
40、e Learning. All Rights Reserved.A responsibility assignment matrix (RAM) 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 OBS Can be created in different ways to meet unique project needsResponsibility Assignm
41、ent Matrices30 South-Western/Cengage Learning. All Rights Reserved.Figure 9-5. Sample Responsibility Assignment Matrix (RAM)31 South-Western/Cengage Learning. All Rights Reserved.Figure 9-6. RAM Showing Stakeholder Roles32 South-Western/Cengage Learning. All Rights Reserved.Table 9-2. Sample RACI Ch
42、art33R = responsibilityA = accountability, only one A per taskC = consultationI = informedNote that some people reverse the definitions of responsible and accountable. South-Western/Cengage Learning. All Rights Reserved.A staffing management plan describes when and how people will be added to and ta
43、ken off the project teamA resource histogram is a column chart that shows the number of resources assigned to a project over time Staffing Management Plans and Resource Histograms34 South-Western/Cengage Learning. All Rights Reserved.Figure 9-7. Sample Resource Histogram35 South-Western/Cengage Lear
44、ning. All Rights Reserved.In addition to providing technical training for IT personnel, several companies have made significant investments in project management training to provide career paths for project managersHewlett Packard employed only six registered PMPs in 1997, but by August 2004, it emp
45、loyed more than 1,500 PMPs and was adding 500 more per yearWhile most consulting firms offer a single path to a leadership position, IBM has four to allow their people to succeed by focusing on their strengths and interests in one or more disciplinesWhat Went Right?36 South-Western/Cengage Learning.
46、 All Rights Reserved.Acquiring qualified people for teams is crucialThe project manager who is the smartest person on the team has done a poor job of recruiting!Its important to assign the appropriate type and number of people to work on projects at the appropriate timesAcquiring the Project Team37
47、South-Western/Cengage Learning. All Rights Reserved.Staffing plans and good hiring procedures are important, as are incentives for recruiting and retentionSome companies give their employees one dollar for every hour a new person they helped hire worksSome organizations allow people to work from hom
48、e as an incentiveEnrollment in U.S. computer science and engineering programs has dropped almost in half since 2000, and one-third of U.S. workers will be over the age of 50 by 2010CIOs researchers suggest that organizations rethink hiring practices and incentives to hire and retain IT talentResourc
49、e Assignment38 South-Western/Cengage Learning. All Rights Reserved.Best practices can be applied to include the best places for people to workFor example, Fortune Magazine lists the “100 Best Companies to Work For” in the United States every year, with Google taking the honors in 2007 and 2008Workin
50、g Mothers Magazine lists the best companies in the U.S. for women based on benefits for working familiesThe Timesonline (www.timesonline.co.uk) provides the Sunday Times list of the 100 Best Companies to Work For, a key benchmark against which UK companies can judge their Best Practice performance a
51、s employersBest Practice39 South-Western/Cengage Learning. All Rights Reserved.Resource loading refers to the amount of individual resources an existing schedule requires during specific time periodsHelps project managers develop a general understanding of the demands a project will make on the orga
52、nizations resources and individual peoples schedulesOverallocation means that more resources than are available are assigned to perform work at a given timeResource Loading40 South-Western/Cengage Learning. All Rights Reserved.Figure 9-8. Sample Histogram Showing an Overallocated Individual41 South-
53、Western/Cengage Learning. All Rights Reserved.Resource leveling is a technique for resolving resource conflicts by delaying tasksThe main purpose of resource leveling is to create a smoother distribution of resource usage and reduce overallocationResource Leveling42 South-Western/Cengage Learning. A
54、ll Rights Reserved.Figure 9-9. Resource Leveling Example43 South-Western/Cengage Learning. All Rights Reserved.When resources are used on a more constant basis, they require less managementIt may enable project managers to use a just-in-time inventory type of policy for using subcontractors or other
55、 expensive resourcesIt results in fewer problems for project personnel and accounting departmentIt often improves moraleBenefits of Resource Leveling44 South-Western/Cengage Learning. All Rights Reserved.The main goal of team development is to help people work together more effectively to improve pr
56、oject performance It takes teamwork to successfully complete most projectsDeveloping the Project Team45 South-Western/Cengage Learning. All Rights Reserved.FormingStormingNormingPerformingAdjourningTuckman Model of Team Development46 South-Western/Cengage Learning. All Rights Reserved.Training can h
57、elp people understand themselves, each other, and how to work better in teamsTeam building activities include:Physical challengesPsychological preference indicator toolsTraining47 South-Western/Cengage Learning. All Rights Reserved.MBTI is a popular tool for determining personality preferences and h
58、elping teammates understand each other Four dimensions include:Extrovert/Introvert (E/I)Sensation/Intuition (S/N)Thinking/Feeling (T/F)Judgment/Perception (J/P)NTs or rationals are attracted to technology fieldsIT people vary most from the general population in not being extroverted or sensingMeyers
59、-Briggs Type Indicator (MBTI)48 South-Western/Cengage Learning. All Rights Reserved.People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness:DriversExpressivesAnalyticalsAmiablesPeople on opposite corners (drivers and amiables, analyticals and
60、expressives) may have difficulties getting alongSocial Styles Profile49 South-Western/Cengage Learning. All Rights Reserved.Figure 9-10. Social Styles50 South-Western/Cengage Learning. All Rights Reserved.Also uses a four-dimensional model of normal behaviorDominanceInfluenceSteadinessCompliancePeop
61、le in opposite quadrants can have problems understanding each otherDISC Profiles51 South-Western/Cengage Learning. All Rights Reserved.Figure 9-11. The DISC Profile52 South-Western/Cengage Learning. All Rights Reserved.Team-based reward and recognition systems can promote teamworkFocus on rewarding
62、teams for achieving specific goalsAllow time for team members to mentor and help each other to meet project goals and develop human resourcesReward and Recognition Systems53 South-Western/Cengage Learning. All Rights Reserved.Project managers must lead their teams in performing various project activ
63、itiesAfter assessing team performance and related information, the project manager must decide:If changes should be requested to the projectIf corrective or preventive actions should be recommendedIf updates are needed to the project management plan or organizational process assetsManaging the Proje
64、ct Team54 South-Western/Cengage Learning. All Rights Reserved.Observation and conversationProject performance appraisalsConflict managementIssue logsInterpersonal skillsTools and Techniques for Managing Project Teams55 South-Western/Cengage Learning. All Rights Reserved.Be patient and kind with your
65、 teamFix the problem instead of blaming people Establish regular, effective meetingsAllow time for teams to go through the basic team-building stages Limit the size of work teams to three to seven membersGeneral Advice on Teams56 South-Western/Cengage Learning. All Rights Reserved.Patrick Lencioni,
66、author of several books on teams, says that “Teamwork remains the one sustainable competitive advantage that has been largely untapped”*The five dysfunctions of teams are:1.Absence of trust2.Fear of conflict3.Lack of commitment4.Avoidance of accountability5.Inattention to resultsFive Dysfunctions of
67、 a Team57*Lencioni, Patrick, “Overcoming the Five Dysfunctions of a Team,” Jossey-Bass: San Francisco, CA (2005), p. 3. South-Western/Cengage Learning. All Rights Reserved.Plan some social activities to help project team members and other stakeholders get to know each other better Stress team identi
68、tyNurture team members and encourage them to help each otherTake additional actions to work with virtual team membersGeneral Advice on Teams (continued)58 South-Western/Cengage Learning. All Rights Reserved.Software can help in producing RAMS and resource histograms Project management software inclu
69、des several features related to human resource management such as:Assigning resourcesIdentifying potential resource shortages or underutilizationLeveling resourcesUsing Software to Assist in Human Resource Management59 South-Western/Cengage Learning. All Rights Reserved.Project managers must:Treat p
70、eople with consideration and respectUnderstand what motivates themCommunicate carefully with themFocus on your goal of enabling project team members to deliver their best work Project Resource Management Involves Much More Than Using Software60 South-Western/Cengage Learning. All Rights Reserved.Project human resource management includes the processes required to make the most effective use of the people involved with a projectMain processes include:Develop human resource planAcquire project teamDevelop project teamManage project teamChapter Summary61
