Human Resource Management(英文版)(ppt 30页).ppt

PMPPreparationTraining HumanResourceManagement Chapter9 HumanResourceManagement OrganizationalPlanningStaffAcquisitionTeamDevelopment Processesrequiredtomakeeffectiveuseofthepeopleinvolvedwiththeproject ManagingPeopleontheProject SelecttechniquesthatareappropriateforpersonalandorganizationalrelationshipsthataretemporaryandnewThenatureandnumberofprojectstakeholderswilloftenchangeastheprojectmovesfromphasetophase ChoosetechniquesthatareappropriatetothecurrentneedsoftheprojectTeammustbesufficientlyawareofHRadministrativerequirementstoensurecompliance HumanResourceManagement 9 1OrganizationalPlanning Planning 9 3TeamDevelopment Executing 9 2StaffAcquisition OrganizationalPlanning IndividualsandgroupsmaybepartoftheorganizationperformingtheprojectormaybeexternaltoitInternalgroupsareoftenassociatedwithaspecificfunctionaldepartment suchasengineering marketing oraccounting Planning identifying documenting andassigningprojectroles responsibilities andreportingrelationships OrganizationalPlanning InputsProjectinterfacesStaffingrequirementsConstraints Tools TechniquesTemplatesHRpracticesOrganizationaltheoryStakeholderanalysis OutputsRoleandresponsibilityassignmentsStaffingmanagementplanOrganization chartSupportingdetail Inputs ProjectinterfacesOrganizationalinterfaces FormalandinformalreportingrelationshipsamongdifferentorganizationalunitsTechnicalinterfaces FormalandinformalreportingrelationshipsamongtechnicaldisciplinesInterpersonalinterfaces Formalandinformalreportingrelationshipsamongdifferentindividualsworkingontheproject OrganizationalPlanning Inputs cont Staffingrequirements DefinitionofthekindsofcompetenciesrequiredandinwhattimeframeandfromwhichkindsofindividualsConstraints Factorsthatlimitprojectteam soptionsOrganizationalstructureoftheperformingorganizationStrongmatrixWeakmatrixCollectivebargainingagreementswithunionsorotheremployeegroupsPreferencesoftheprojectmanagementteamSkillsandcapabilitiesofthestaff OrganizationalPlanning Tools Techniques Templates RoleandresponsibilitydefinitionsorreportingrelationshipsfromasimilarprojectHRpractices Varietyofpolicies guidelines andproceduresusedasorganizational planningaidOrganizationaltheory Bodyofliteraturedescribinghowanorganizationcan andshould bestructuredStakeholderanalysis Ensurestheirneedsaremet OrganizationalPlanning Outputs Assignments Rolesandresponsibilitiesassignedtotheappropriatestakeholder OrganizationalPlanning Outputs cont StaffingManagementPlan Describeswhenandhowhumanresourceswillbebroughtonto andtakenoffof theprojectteamOrganizationChart Graphicdisplayofprojectreportingrelationships OBEindicateswhichorganizationalunitisresponsibleforwhichworkitemsSupportingDetail Organizationalimpact Whatalternativesareprecludedbyorganizinginthismanner Jobdescriptions WrittenoutlineofcharacteristicsinvolvedinperformingagivenjobTrainingneeds Todevelopskillsneededtoperformjob OrganizationalPlanning ResourceHistogram OrganizationalPlanning RewardSystems Extrinsic External SalaryWorkconditionsStatusIntrinsic Internal AchievementResponsibilityAdvancementRewardsgiventimelyandinpublic OrganizationalPlanning StaffAcquisition Gettingtheneededhumanresourcesassignedtoandworkingontheproject InputsStaffingmanagementplanStaffing pooldescriptionRecruitmentpractices Tools TechniquesNegotiationsPre assignmentProcurement OutputsProjectstaffassignedProjectteamdirectory StaffAcquisition Inputs StaffingmanagementplanStaffing pooldescription CharacteristicsofthepotentiallyavailablestaffPreviousexperiencePersonalinterestsPersonalcharacteristicsAvailabilityCompetenciesandproficiencyRecruitmentpractices Policies guidelines andproceduresgoverningstaffassignments StaffAcquisition Tools Techniques Negotiations WithFMsorotherprojectmanagementteams toensurereceivingappropriateresourceswithinrequiredtimeframesPre assignment StaffhavebeenassignedbecausetheywerepromisedintheproposalorweredefinedintheprojectcharterProcurement Peopleoutsidetheorganizationobtainedtoperformprojectactivities StaffAcquisition Outputs Projectstaffassigned Appropriatepeoplehavebeenassignedtoworkontheprojectfull time part time orvariablyProjectteamdirectory Listsofallprojectteammembersandotherkeystakeholders StaffAcquisition TeamDevelopment Enhancingtheabilityofstakeholderstocontributeasindividualsaswellasenhancingtheabilityoftheteamtofunctionasateam InputsProjectstaffProjectplanStaffingmanagementplanPerformancereportsExternalfeedback Tools TechniquesTeam buildingactivitiesGeneralmanagementskillsRewardandrecognitionsystemsCollocationTraining OutputsPerformanceimprovementsInputstoperformanceappraisals TeamDevelopment Inputs ProjectstaffProjectplanStaffingmanagementplanPerformancereportsExternalfeedback Teammeasureitselfagainsttheexpectationsofthoseoutsidetheproject TeamDevelopment Tools Techniques Team buildingactivities IncludemanagementandindividualactionstakentoimproveteamperformanceGeneralmanagementskillsRewardandrecognitionsystems FormalmanagementactionsthatpromoteorreinforcedesiredbehaviorCollocation PlacingallormostoftheteammembersinthesamephysicallocationTraining Includesallactivitiesdesignedtoenhancetheskills knowledge andcapabilitiesoftheprojectteam TeamDevelopment Outputs PerformanceimprovementsImprovementsinindividualskillsImprovementsinteambehaviorsImprovementsineitherindividualskillsorteamcapabilitiesInputstoperformanceappraisals TeamDevelopment ManagementStyles AutocraticStrengthMature welldefinedprojectsQuickdecisionsrequiredWeaknessLimitsstaffbuy inleadingtolowmoralePossiblearbitrarydecisions TeamDevelopment ManagementStyles Laissez FairStrengthInnovativeprojectsHighmoraleofself motivatedstaffWeaknessConfusionaboutobjectivesoftheprojectInabilitytomakedecisions TeamDevelopment Maslow sHierarchyofNeeds Physiological Needforbiologicalmaintenance food wateretc Safety Needforsecurity protectionandstability Social Needforlove affection senseofbelonging Self Actualization Needtogrowanduseabilitiestothefullestandmostcreativeextent TeamDevelopment Esteem Needforrespect prestige recognition senseofcompetence HigherOrderNeeds LowerOrderNeeds McGregor sTheory TheoryXTraditi