1、Project Human Resource Management,People are the most important asset,學習提示,學習內(nèi)容 項目人力資源管理對象與特點 項目人力資源管理管理過程 項目人力資源的管理方法 學習重點 如何進行人員分配？ 怎樣對項目成員進行激勵? 怎樣管理沖突？ 如何進行有效的團隊建設？ 學習難點 人員與工作的匹配 如何提高團隊效力?,Human resource planning,Acquire Project team, Develop Project team,project phases and the project life cycle

2、,概念階段 conception,實施階段 implement,收尾階段 Close-out,工 作 量,資 源 投 入 水 平,規(guī)劃階段 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,Lesso

3、ns learned,2-level WBS,3-level WBS,Performance report,Customer acceptance,項目管理過程overlap of process in a phase,啟動 initiating,計劃 planning,執(zhí)行 executing,監(jiān)督與控制 controlling,結束 closing,活 動 的 強 度,時間time,Phase finish,Phase start,Level Of activity,活 動 的 強 度,Level Of activity,Based on the process,Based on the

4、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.,項目人力資源的管理特點,項目人力資源管理具有暫時性。 項目人力資源管理的責任關系相對復雜。 項目人力資源管

5、理方法隨項目生命期階段或管理過程的不同而不同。,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: inv

6、olves building Individual and group skills to enhance project performance,Managing the project team: involves tracking Team member performance, motivating team member, providing timely feedback,謝謝！,2011年春季學期,11,第一講 概論,Human Resources Planning,Documents about project Roles responsibility and relation

7、ships,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 b

8、asis, 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 P

9、earson 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,了解團隊發(fā)展過程,識別人才 培養(yǎng)人才,識別有效和 無效項目團隊,Developing the project team,forming,storming,norming,performing,adjourning,Copyright 2010 Pears

10、on 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 Stag

11、es,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 Pren

12、tice 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 pro

13、ject 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 Pr

14、oject 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 address

15、ing conflict,團隊效力模型,團隊效力,組成：能力、人格、 角色和差異、規(guī)模、機動性、 對團隊工作的偏愛,過程：共同的目標、 特定的目標、特定功效 對沖突的管理、社會惰化,關聯(lián)因素： 足夠的資源 領導和結構 績效考評 獎勵系統(tǒng),工作設計： 自治權 技能多樣性 任務確定型 任務重要性,Myers-Briggs Type Indicator ：Most widely used personality-assessment instrument in the world,諸葛亮識別人才的“七招”,何之以是非而觀其志 窮之以詞辨而觀其變 資之以計謀而觀其識 告之以猖難而觀其勇 辭之以酒而觀其

16、性 臨之以利而觀其廉 期之以事而觀其性,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 meeti

17、ngs Allowing time for teams to go through the basic team-building stages . Limit the size of work team Plan some social activities to help project team member and other stakeholders get to know each other better. Stress team identity. Nurture team members and encourage them to help each other Acknow

18、ledge individual and group accomplishment Take additional actions to work with virtual team member.,6-29,Conflict Management,Conflict is a process that begins when you perceive that someone has frustrated or is about to frustrate a major concern of yours.,Categories Goal-oriented Administrative Inte

19、rpersonal,Views Traditional Behavioral Interactionist,6-30,Sources of Conflict,Organizational Reward systems Scarce resources Uncertainty Differentiation,Interpersonal Faulty attributions Faulty communication Personal grudges & prejudices,6-31,Conflict Resolution,Mediate defusion/confrontation Arbit

20、rate judgment Control cool down period Accept unmanageable Eliminate transfer Conflict is often evidence of progress!,Conflict Process,6-33,Negotiation,a process that is predicated on a managers ability to use influence productively Questions to Ask Prior to Entering a Negotiation How much power do

21、I have? What sort of time pressures are there? Do I trust my opponent?,6-34,Principled Negotiation,Separate the people from the problem Focus on interests, not positions Invent options for mutual gain Insist on using objective criteria,Sample organizational chart for large information technology pro

22、ject,Project management,Deputy project management,Systems engineering,Independent Test group,Project technical lead,Quality assurance,Configuration management,Subject Manager 1,Subject Manager 2,Subject Manager 3,Team 1,Team 1,Team 1,Team 1,Team 1,Team 1,Work Definition And Assignment Process,Contra

23、ct，Charter， Charter, scope statement,steps,Key outputs,Requirements finalization,Finalized project scope baseline Finalized technical baseline,How work will be done,Program/team approach Technical approach,Break down the work,Work breakdown structure ( WBS) Activity definitions,Assign the work,Organizational breakdown structure (OBS) OBS Responsibility,Responsibility Assignment Matrix (RAM),A responsibility assignment matrix