人力资源管理与团队建设培训课程

ProjectHumanResourceManagementPeoplearethemostimportantasset第一页，共44页。学习(xuéxí)

提示学习内容工程人力资源管理对象与特点工程人力资源管理管理过程工程人力资源的管理方法学习重点如何进行人员分配？怎样对工程成员进行鼓励(gǔlì)?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?第二页，共44页。KnowledgeareaProjectmanagementprocessgroupsinitiationplanningexecutingMonitoringandcontrollingclosingProjecthumanresourcemanagementHumanresourceplanningAcquireProjectteam,DevelopProjectteam第三页，共44页。projectphasesandtheprojectlifecycle概念(gàiniàn)阶段conception实施(shíshī)阶段implement收尾(shōuwěi)阶段Close-out工作量资源投入水平规划阶段developmentProjectfeasibilityProjectacquisitionSampleDeliverablesForeachphaseManagementPlan

ProjectplansLastworkpackageCompletedworkPreliminaryCostestimateBudgetaryCostestimateDefinitiveCostestimateLessonslearned2-levelWBS3-levelWBSPerformancereportCustomeracceptance第四页，共44页。工程管理(guǎnlǐ)过程

overlapofprocessinaphase启动(qǐdòng)initiating方案(fāngàn)planning执行executing监督与控制controlling结束closing活动的强度时间timePhasefinishPhasestartLevelOfactivity＊＊活动的强度LevelOfactivity第五页，共44页。BasedontheprocessintegrationscopetimecostqualityHumanresourcecommunicationriskprocurementplanningdevelopprojectmanagementplanScopeplanningScopedefinitionCreateWBSActivitydefinition,ActivitysequencingActivityResourcesestimatingScheduledevelopment

CostEstimating,CostBudgeting,QualityplanningHumanresourceplanningCommunicationsplanningRiskManagementplanning,riskidentification,riskanalysis,riskresponseplanningPlanpurchasesandacquisitions,Plancontracting第六页，共44页。BasedontheprocessintegrationscopetimecostqualityHumanresourcecommunicationriskprocurementMonitoringandcontrollingMonitorandcontrolprojectwork,integratedChangecontrolScopeverificationScopecontrolSchedulecontrol

Monitorandcontrolprojectwork,integratedChangecontrol,PerformqualityassuranceAcquireProjectteam,DevelopProjectteamPerformancereporting,ManagestakeholdersRiskmonitoringAndcontroladministration第七页，共44页。Whatisproject

humanresourcemanagementProjecthumanresourcemanagementincludestheprocessesrequiredtomakethemosteffectiveuseofthepeopleinvolvedwithaproject.Humanresourcemanagementincludesallprojectstakeholders.第八页，共44页。工程(gōngchéng)人力资源的管理特点工程人力资源管理具有暂时性。工程人力资源管理的责任关系相对复杂(fùzá)。工程人力资源管理方法随工程生命期阶段或管理过程的不同而不同。第九页，共44页。Humanresourcesplanning:involvesidentifyinganddocumentingprojectroles,responsibilities,andreportingrelationship.mainprocessesAcquiringtheprojectteam:involvesgettingtheneededpersonnelassignedtoandworkingontheprojectDevelopingtheprojectteam:involvesbuildingIndividualandgroupskillstoenhanceprojectperformanceManagingtheprojectteam:involvestrackingTeammemberperformance,motivatingteammember,providingtimelyfeedback第十页，共44页。谢谢(xièxie)！2021年春季(chūnjì)学期11第一(dìyī)讲概论第十一页，共44页。HumanResourcesPlanningDocumentsaboutprojectRolesresponsibilityandrelationshipsAnorganizationalchartfortheprojectAstaffingmanagementplanningDeterminesrolesandresponsibilitiesWhichareoftenshowninaresponsibilityassignmentmatrix第十二页，共44页。AcquiringtheprojectteamResourceassignmentResourceloadingResourcelevelingWhenresourceareusedonamoreconstantbasis,theyrequirelessmanagement.enableprojectmanagerstouseajust-in-timeinventorytypeOfpolicyforusingsubcontractorsorotherexpensiveresources.ResourcelevelingresultsinfewproblemsforpersonalandaccountingdepartmentResourcelevelingoftenimprovesmorale.

第十三页，共44页。BuildingtheProjectTeamNegotiatewithTheirSupervisorTalktoPotentialTeamMembersIdentifyNecessarySkillsRenegotiatewithTopManagementIdentifyPeopleWithSkillsBuildFallbackPositionsAssembletheTeamSuccess?Success?YesYesNoNoCopyright©2021PearsonEducation,Inc.PublishingasPrenticeHall14第十四页，共44页。Developingtheprojectteam了解团队开展(kāizhǎn)过程识别(shíbié)人才培养人才识别有效和无效(wúxiào)工程团队第十五页，共44页。Developingtheprojectteamformingstormingnormingperformingadjourning第十六页，共44页。StagesinGroupDevelopmentForming–membersbecomeacquaintedStorming–conflictbeginsNorming–membersreachagreementPerforming–membersworktogetherAdjourning–groupdisbandsPunctuatedEquilibriumisadifferentmodelCopyright©2021PearsonEducation,Inc.PublishingasPrenticeHall17第十七页，共44页。TeamDevelopmentStages1.Forming2.Storming3.Norming4.PerformingConveneAdjournInclusionControlCooperationProductivityProductiveOrganizedInfightingTestingQuietPoliteGuardedImpersonalBusiness-likeHighMoraleEstablishproceduresDevelopteamskillsConfrontissuesRebuildmoraleConflictovercontrolConfrontationalAlienationPersonalagendasLowmoraleTrustFlexibleSupportiveConfidentEfficientHighMorale18第十八页，共44页。AchievingCross-FunctionalCooperationCross-functionalcooperationTaskOutcomesPsycho-SocialOutcomesRules&ProceduresPhysicalProximityAccessibilitySuperordinateGoals19第十九页，共44页。EffectiveProjectTeamsClearSenseofMissionProductiveInterdependencyCohesivenessTrustEnthusiasmResultsOrientationCopyright©2021PearsonEducation,Inc.PublishingasPrenticeHall20第二十页，共44页。ReasonsWhyTeamsFailPoorlydevelopedoruncleargoalsPoorlydefinedprojectteamroles

&interdependenciesLackofprojectteammotivationPoorcommunicationPoorleadershipTurnoveramongprojectteammembersDysfunctionalbehaviorCopyright©2021PearsonEducation,Inc.PublishingasPrenticeHall21第二十一页，共44页。BuildingHigh-PerformingTeamsMaketheprojectteamtangiblePublicity Terminology&languageRewardgoodbehaviorFlexibilityCreativityPragmatismDevelopapersonaltouchLeadbyexample PositivefeedbackforgoodperformanceAccessibility&consistency22第二十二页，共44页。BasicGroupConceptsRolesNormsStatusCohesivenessSizeComposition第二十三页，共44页。VirtualProjectTeams useelectronicmediatolinkmembersofageographicallydispersedprojectteamHowCanVirtualTeamsBeImproved?Useface-to-facecommunicationwhenpossibleDon’tletteammembersdisappearEstablishacodeofconductKeepeveryoneinthecommunicationloopCreateaprocessforaddressingconflict24第二十四页，共44页。团队效力(xiàolì)模型团队效力(xiàolì)组成：能力、人格、角色和差异、规模(guīmó)、机动性、对团队工作的偏爱过程：共同的目标、特定的目标、特定成效对冲突的管理、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第二十五页，共44页。Myers-BriggsTypeIndicator：Mostwidelyusedpersonality-assessmentinstrument

intheworld

thinking思考型orfeeling情绪型(TorF),extrovertedorintroverted(EorI)sensing感觉orintuitive直觉(SorN),judging判断型orperceiving

认知型(JorP)第二十六页，共44页。诸葛亮识别(shíbié)人才的“七招〞何之以是非(shìfēi)而观其志穷之以词辨而观其变资之以计策而观其识告之以猖难而观其勇辞之以酒而观其性临之以利而观其廉期之以事而观其性第二十七页，共44页。ManageTheProjectTeamToolsandTechniquesObservationandconversationProjectperformanceappraisalConflictmanagementIssuelogsGeneraladviceonmanagingteamsBepatientandkindwithyourteam.FixtheprobleminsteadofblamingpeopleEstablishregular,effectivemeetingsAllowingtimeforteamstogothroughthebasicteam-buildingstages.LimitthesizeofworkteamPlansomesocialactivitiestohelpprojectteammemberandotherstakeholdersgettoknoweachotherbetter.Stressteamidentity.NurtureteammembersandencouragethemtohelpeachotherAcknowledgeindividualandgroupaccomplishmentTakeadditionalactionstoworkwithvirtualteammember.第二十八页，共44页。ConflictManagement

Conflict

isaprocessthatbeginswhenyouperceivethatsomeonehasfrustratedorisabouttofrustrateamajorconcernofyours.CategoriesGoal-orientedAdministrativeInterpersonalViewsTraditionalBehavioralInteractionist29第二十九页，共44页。SourcesofConflictOrganizationalRewardsystemsScarceresourcesUncertaintyDifferentiationInterpersonalFaultyattributionsFaultycommunicationPersonalgrudges&prejudices30第三十页，共44页。ConflictResolutionMediate–defusion/confrontationArbitrate–judgmentControl–cooldownperiodAccept–unmanageableEliminate–transferConflictisoftenevidenceofprogress!31第三十一页，共44页。ConflictProcess第三十二页，共44页。Negotiation aprocessthatispredicatedonamanager’sabilitytouseinfluenceproductivelyQuestionstoAskPriortoEnteringaNegotiationHowmuchpowerdoIhave?Whatsortof

timepressuresarethere?DoItrustmyopponent?33第三十三页，共44页。PrincipledNegotiationSeparatethepeoplefromtheproblemFocusoninterests,notpositionsInventoptionsformutualgainInsistonusingobjectivecriteria34第三十四页，共44页。SampleorganizationalchartforlargeinformationtechnologyprojectProjectmanagementDeputyprojectmanagementSystemsengineeringIndependentTestgroupProjecttechnicalleadQualityassuranceConfigurationmanagementSubjectManager1SubjectManager2SubjectManager3Team1Team1Team1Team1Team1Team1第三十五页，共44页。WorkDefinitionAndAssignmentProcessContract，Charter，Charter,scopestatementstepsKeyoutputsRequirementsfinalizationFinalizedprojectscopebaselineFinalizedtechnicalbaselineHowworkwillbedoneProgram/teamapproachTechnicalapproachBreakdowntheworkWorkbreakdownstructure(WBS)ActivitydefinitionsAssigntheworkOrganizationalbreakdownstructure(OBS)OBSResponsibility第三十六页，共44页。ResponsibilityAssignmentMatrix(RAM)Aresponsibilityassignmentmatrix:isamatrixthatmapstheworkoftheprojectasdescribedintheWBStothepeopleresponsibleforperformingtheworkasdescribedintheOBS第三十七页，共44页。1.1.11.1.21.1.31.1.41.1.51.1.61.1.71.1.8SystemengineeringRRPSoftwaredevelopmentRPHardwaredevelopmentRPTestengineeringPRPQualityassuranceRPConfigurationmanagementRPIntegratedlogi