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
