Bài giảng PMBOK - Chapter 8: Project Human Resource Management

Chapter 8:Project Human Resource Managementadopted from PMI’s PMBOK 2000 and Textbook : Information Technology Project Management1ContentsImportance of Human Resource ManagementProject human resource management processesOrganizational planningStaff acquisitionTeam developmentKeys to Managing Peoplemotivation: Hierarchy of Needs (Maslow), Motivational and Hygiene Factors (Herzberg), Theory X and Y (McGregor) succeed factors and fail factors influence and power: types of powereffectiveness: 7 habits for highly effective personsOrganizational Planningusing software to assist in HRM2The Importance of Human Resource ManagementPeople determine the success and failure of organizations and projectsDespite the downturn in the economy in 2001, there is still a shortage of good IT workers ITAA calculated that there were over 844,000 openings for IT jobs in 20001 in 14 American workers are involved in IT jobsAlthough women represent 47 percent of the work force, they make up only 29 percent of IT jobsChapter 83What 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. Processes includeOrganizational planning <= planning phaseStaff acquisition <= planning phaseTeam development <= execution phaseChapter 84Keys to Managing PeoplePsychologists and management theorists have devoted much research and thought to the field of managing people at workImportant areas related to HR management includemotivation theoryMarlow, Herzberg and McGregorinfluence and powereffectiveness of managerStephen CoveyChapter 85Maslow’s Hierarchy of NeedsAbraham Maslow developed a hierarchy of needs to illustrate his theory that people’s behaviors are guided by a sequence of needsMaslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destinyHuman needed to be satisfied starting from the lowest level and move upward6Maslow’s Hierarchy of NeedsChapter 87Herzberg’s Motivational and Hygiene FactorsFrederick Herzberg wrote several famous books and articles about worker motivation. He distinguished betweenmotivational factors: achievement, recognition, the work itself, responsibility, advancement, and growth, which produce job satisfactionhygiene factors: cause dissatisfaction if not present, but do not motivate workers to do more. Examples include larger salaries, more supervision, and a more attractive work environmentChapter 88McGregor’s Theory X and YDouglas McGregor popularized the human relations approach to management in the 1960sTheory Xassumes workers dislike and avoid work, so managers must use coercion, threats and various control schemes to get workers to meet objectivesTheory Yassumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needsUsually, many managers use of mixture of these theories to their day-to-day work to motivate team members Theory Zintroduced in 1981 by William Ouchi and is based on the Japanese approach to motivating workers, emphasizing trust, quality, collective decision making, and cultural valuesChapter 89Improving Effectiveness - Covey’s 7 HabitsProject managers can apply Covey’s 7 habits to improve team effectiveness on projectsBe proactiveBegin with the end in mindPut first things firstThink win/winSynergizeSeek first to understand, then to be understoodSharpen the sawintrapersonalskillinterpersonalskillChapter 810Organizational Planning12th of 21 planning phase process It involves identifying, documenting, and assigning project roles, responsibilities, and reporting relationshipsThe assignment can be internal or they may come from outside. Internal groups are usually composed of specific functional departments, such as IT, engineering, marketing, or account. HR is an important area because people are the project’s most valuable resource. Chapter 811Inputs to Organizational PlanningProject interfacesorganizational interfaces – formal and information report relationships among different organizational units; Technical interfaces: formal and informal reporting relationships among technical disciplines; formal and information reporting relationship among different individual working on the projectStaffing requirementsdefine skills required of individuals or groups and the desired time frame within which they’ll be needed.Constraintsfactors such as organizational structure, collective bargaining agreements with unions or other employee group, preferences of the project team, expected staff assignments.12Tools and techniquesTemplateshelp to define roles and responsibilities or reporting relationshipsHR practiceshelp to plan the structure of project teamOrganizational theoryhelp to structure the organization (see other descriptions)Stakeholder analysishelp to ensure stakeholders’ needs and expectations are met.13Outputs from Organizational PlanningRole and responsibility assignmentsassignment of roles and responsibilitiesStaffing management plandescribe when and how HR will join and leave the project team. Resource histograms that show resource requirements, their usage, and availability along a timeline are often incorporated into the staff management plan. It is part of the project plan.Organization chartdisplays the reporting relationships in a graphic format.Supporting detailsincludes organizational impact, job descriptions, training needs.14Staff acquisition 13th of 21 planning phase processIt involves getting the people resources needed assigned to and working on the project. The project manager doesn’t not always have direct control over these resources because many of them will be assigned to the project team by other managers15Staff acquisitionStaffing plans and good hiring procedures are important in staff acquisition, 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 home as an incentiveResearch shows that people leave their jobs because they don’t make a difference, don’t get proper recognition, aren’t learning anything new, don’t like their coworkers, and want to earn more money16Inputs to Staff acquisition Staff management plandescribe when and how HR will join and leave the project team. Resource histograms that show resource requirements, their usage, and availability along a timeline are often incorporated into the staff management plan. It is part of the project plan. It is the main Organizational planning output.Staffing-pool descriptionincludes the characteristics of potential staff, their experience, interests, characteristics, and availability.Recruitment practicesinclude various organizational policies, guidelines, and procedures governing staff assignment. These are a constraint on staffing.17Tools and techniquesNegotiationsensure that there are appropriate resources at the required time. It is the role of project manager negotiate with functional managers or others (e.g. other project managers)Pre-assignmentin some cases, staff were promised the assignment before the project started. It is an internal practice in many organizations.Procurementrecruiting people outside the organization. This technique entails hiring consultants and contractors18Outputs from Staff acquisition Project staff assignments indicate who will work on the project full-time, part-time, or variably.Project team directorylists all project team members and key stakeholders. It can be a simple, informal list or very detailed.19Sample Organizational Chart for a Large IT ProjectChapter 820Resource Loading and LevelingResource loading refers to the amount of individual resources an existing project schedule requires during specific time periodsResource histograms show resource loadingOver-allocation means more resources than are available are assigned to perform work at a given timeResource levelinga technique for resolving resource conflicts by delaying tasksThe main purpose of resource leveling is to create a smoother distribution of resource usage and reduce over-allocationChapter 821Sample Resource Histogram for a Large IT Project22Resource Leveling Example23Team Development3rd of 7 executing phase processThe project manager must enhance the team to function as a coordinated unitit takes teamwork to successfully complete most projectsThis is critical on uncertain projects, such as risky research and development (R&D) projectIt is necessary to develop each person in both managerial and technical areas.Training can help people understand themselves, each other, and how to work better in teamsTeam building activities includephysical challengespsychological preference indicator toolsChapter 824Inputs to Team DevelopmentProject staffIt is an output of Staff Acquisition process, where it is project staff assigned. The key is that particular skill sets for individuals and the team are available to support the project.Project planincorporates the integrated documents that provide the baseline for controlling changes.Staffing management planIt is the main Organizational planning outputPerformance reportsalert the project team to issues that can cause problems in the future. Status reports describe the project’s current standings. Progress reports describe the team’s accomplishments.External feedbackcriticism from outside the project helps the project team make periodic measures of performance.25Tools and techniquesGeneral management skillsinclude leadership, communication, negotiation skills, problem solving, and influencing the organization.Reward and recognition systemmotivates people through intrinsic factors like responsibility, promotions, and achievement, as well as extrinsic factors like pay raise, and working conditions. If rewards are given in a timely and public manner, they promote desired behavior. 26Tools and techniques (2)Collocationdespite the fact that various communications technologies can bring people together easily, it is still generally a good idea to places team members in the same physical location. It can help to develop the teamTrainingit help to enhance team skills, knowledge, and capabilities. Training costs need to be considered in developing the projectTeam-building activitiesany actions that improve team performanceOther tools: Social Styles Profile, Meyers-Briggs Type Indicator 27Reward and Recognition SystemsTeam-based reward and recognition systems can promote teamworkFocus on rewarding teams for achieving specific goalsAllow time for team members to mentor and help each other to meet project goals and develop human resourcesChapter 828Social Styles ProfilePeople 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 expressives) may have difficulties getting alongChapter 829Social Styles30Meyers-Briggs Type Indicator (MBTI)MBTI is a popular tool for determining personality preferences and helping 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 sensingChapter 831Outputs from Team DevelopmentPerformance improvementsincludes anything that improves individual skills, enhances the ability of the team to function as a team, or identifies more efficient methods of working.Input for performance appraisalscomprises evaluations of each staff member’s contribution to the projectProject manager can use periodic evaluations and/or annual performance reviews according to the organization’s HR policy.32General Advice on TeamsFocus on meeting project objectives and producing positive resultsFix the problem instead of blaming peopleEstablish regular, effective meetingsNurture team members and encourage them to help each otherAcknowledge individual and group accomplishmentsChapter 833Using Software to Assist in Human Resource ManagementSoftware can help in producing RAMS and resource histograms Project management software includes several features related to human resource management such as viewing resource usage informationidentifying under and over-allocated resourcesleveling resourcesChapter 834Project Resource Management Involves Much More Than Using SoftwareProject managers must Treat people with consideration and respectUnderstand what motivates themCommunicate carefully with themGoal is to enable project team members to deliver their best work Chapter 835SummaryImportance of Human Resource ManagementProject human resource management processesOrganizational planningStaff acquisitionTeam developmentKeys to Managing Peoplemotivation: Hierarchy of Needs (Maslow)Motivational and Hygiene Factors (Herzberg)Theory X and Y (McGregor) succeed factors (expertise and work challenge)fail factors (heavily on authority, money and penalty)Chapter 836Summary 2influence and power: types of powerCoercive, Legitimate, Expert, Reward, Referenteffectiveness: 7 habits for highly effective personsOrganizational Planningidentifying, documenting, and assigning project roles, responsibilities, and reporting relationshipsproject organizational chartswork definition and assignment processresponsibility assignment matrixesresource histogramsusing software to assist in HRMChapter 837