Project Human Resource Management

Processes

- Human resource planning: identifying and documenting project roles, responsibilities, and reporting relationships Acquiring the project team: getting the needed personnel assigned to and working on the project - Developing the project team: building individual and group skills to enhance project performance - Managing the project team: tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance

Intrinsic and Extrinsic Motivation

- Intrinsic motivation causes people to participate in an activity for their own enjoyment - Extrinsic motivation causes people to do something for a reward or to avoid a penalty

Ways to Influence that Help and Hurt Projects

- Projects are more likely to succeed when project managers exert influence with: - Expertise - Work challenge - Projects are more likely to fail when project managers rely too heavily on: - Authority - Money - Penalty

McGregor's Theory X and Y

- Theory X: assumes workers dislike and avoid work, so managers must use coercion, threats, and various control schemes to get workers to meet objectives - Theory Y: assumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needs

Maslow's Hierarchy of Needs

- Watch out for those who are ready and do move up in the pyramid bc they could either help or demotivate others within the team

Benefits of Resource Leveling

- When resources are used on a more constant basis, they require less management - It results in fewer problems for project personnel and accounting department - It often improves morale

Five Dysfunctions of a Team

1. Absence of trust 2. Fear of conflict 3. Lack of commitment 4. Avoidance of accountability 5. Inattention to results

Thamhain and Wilemon's Ways to Have Influence on Projects

1. Authority 2. Assignment: the project manager's perceived ability to influence a worker's later work assignments 3. Budget 4. Promotion 5. Money 6. Penalty 7. Work challenge 8. Expertise 9. Friendship

DISC Profiles

Dominance Influence Steadiness Compliance

Meyers-Briggs Type Indicator (MBTI)

Four dimensions include: Extrovert/Introvert (E/I) Sensation/Intuition (S/N) Thinking/Feeling (T/F) Judgment/Perception (J/P)

Empathic Listening and Rapport

Good project managers are empathic listeners; they listen with the intent to understand

Herzberg's Motivational and Hygiene Factors

MOTIVATIONAL FACTORS: achievement, recognition, the work itself, responsibility, advancement, and growth, which produce job satisfaction HYGIENE 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 environment

What is Project Human Resource Management?

Making the most effective use of the people involved with a project

Structure of the class

Motivation theories Influence and power Effectiveness

Covey and Improving Effectiveness

Project managers can apply Covey's 7 habits to improve effectiveness on projects - Be proactive - Begin with the end in mind - Put first things first - Think win/win - Seek first to understand, then to be understood HOW? By listening - Synergize Trying to take advantage our of each energy in the project - Sharpen the saw Taking a step back to look things from a better perspective and implement some sort of improvement

Managing the Project Team

Project managers must lead their teams in performing various project activities

Resource Loading

Resource loading refers to the amount of individual resources an existing schedule requires during specific time periods

Developing the Project Team

The main goal of team development is to help people work together more effectively to improve project performance

Training

Training can help people understand themselves, each other, and how to work better in teams

Over-allocation

means more resources than are available are assigned to perform work at a given time

McClelland's Acquired-Needs Theory Specific needs are acquired or learned over time and shaped by life experiences

- Achievement (nAch): achievers like challenging projects with achievable goals and lots of feedback - Affiliation (nAff): people with high nAff desire harmonious relationships and need to feel accepted by others, so managers should try to create a cooperative work environment for them - Power (nPow): people with a need for power desire either personal power (not good) or institutional power (good for the organization); provide institutional power seekers with management opportunities

General Advice on Teams

- Be patient and kind with your team - Fix the problem instead of blaming people - Establish regular, effective meetings - Allow time for teams to go through the basic team-building stages - Limit the size of work teams to three to seven members