9.1 Project Human Resource Management Concepts
9.1.1 Project Team
Consists of people who have different roles and responsibilities to complete the project.
9.1.2 Project Management Team
Be part of the project team responsible for project management and leadership activities such as initiation, planning, execution, monitoring, control and closure of project phases
9.1.3 Leadership and management
Work: (1) determine the direction (2) unify thinking (3) motivate and inspire
9.1.4 Conflict and competition
Conflict: Two or more social units have mutually incompatible or mutually exclusive goals, resulting in psychological or behavioral conflicts.
Competition: Both parties have the same goal, and there is no need for irreconcilable competition
9.2 Project Human Resource Management Process
(1) Planning Human Resource Management - Identify and document project roles, responsibilities, required skills, reporting relationships, and develop a staffing management plan
(2) Assemble the project team - confirm the availability of human resources and form the team to carry out the project activities
(3) Building the project team——improving work ability, promoting team member interaction, and improving the overall scope of the team to improve project performance
(4) Manage project teams—track team member performance, provide feedback, solve problems, and manage team changes to optimize project performance.
9.2.1 Planning Project Human Resource Management
1. Input:
1) Project management plan
2) Activity resource requirements
3) Business environment factors
4) Organizational Process Assets
2. Planning human resource management: tools and techniques
1) Organization chart and job description
2) Interpersonal communication
3) Organization Theory
4) Expert judgment
5) meeting
3. Output: see 9.4.1
9.2.2 Forming the project team
1. Input:
1) Human resource management plan
2) Business environment factors
3) Organizational Process Assets
2. Tools and techniques
1) Pre-allocation
2) Negotiation
3) recruitment
4) Virtual teams
5) Multi-criteria decision analysis: availability, cost, experience, ability, knowledge, skills, attitude, international factors
3. Output:
1) Assignment of project personnel
2) Resource Calendar
3) Project Management Plan
9.2.3 Building the project team
1. Input
1) Human resource management plan
2) Assignment of project personnel
3) Resource Calendar
2. Tools and techniques
1) Interpersonal skills
2) training
3) Team building activities
4) Basic rules
5) Centralized office
6) Recognition and rewards
7) Personnel evaluation tools
3. Output
1) Team performance evaluation
2) Update of business environment factors
9.2.4 Managing the project team
1. Input
1) Human resource management plan
2) Assignment of project personnel
3) Team performance evaluation
4) Problem log
5) Work performance report
6) Organizational Process Assets
2. Tools and techniques
1) Observe and talk
2) Project performance evaluation
3) Conflict management
4) Interpersonal skills
3. Output
1) Change Request
2) Project management plan update
3) Project file update
4) Update of business environment factors
5) Organizational Process Asset Updates
9.3 Project Human Resource Management Tools
9.3.1 Virtual teams
Can be defined as a group of people who share a common goal and have little or no time to work face-to-face in the course of their roles.
9.3.2 Centralized Office
Arrange some or all project team members to work in the same physical location to enhance teamwork capacity.
9.3.3 Stages of team development
(1) Formation stage
(2) Shock stage
(3) Specification stage
(4) play stage
(5) Dissolution stage
9.3.4 Interpersonal skills
Common interpersonal skills for project managers: leadership, motivation, communication, influencing, negotiation, trust building, conflict management, effective decision making, coaching techniques, team building
9.3.5 Authority
Source of rights: position power, punishment right, reward right, expert right, reference right
9.3.6 Conflict Management
Solution:
(1) retreat/avoidance
(2) Easing/accommodating
(3) Compromise/Mediation
(4) Force/command
(5) Cooperation/problem solving
9.3.7 Incentive theory
9.3.8 Maslow's Hierarchy of Needs Theory
(1) Physiological needs
(2) Security requirements
(3) Needs for social interaction
(4) Respected needs
(5) Self-actualization needs
9.3.9 Herzberg's two-factor theory
Two distinct factors affect people's work behavior: hygiene factors, motivators
9.3.10 Theory X and Theory Y
Theory X: Pay attention to satisfying the physiological needs and safety needs of employees, pay attention to punishment, and use methods such as coercion, punishment and dismissal to force employees to work hard.
Theory Y: Integrate employees' personal goals with organizational goals, expand employees' work scope, meet their self-esteem and self-realization needs, enable employees to achieve self-motivation, and adopt a people-centered, tolerant, and decentralized leadership style.
Theory X can enhance management, and Theory Y can stimulate employee initiative.
9.3.11 Expectation Theory
(1) Goal valence: the subjective judgment of how valuable the realization of the goal is to the individual
(2) Expectation value: Individual's subjective estimate of the possibility of achieving the goal
Incentive level = target valence * expected value
9.4 Project Human Resource Management Documentation
9.4.1 Human resource management plan
Provides guidance on how to define, match, manage and ultimately retire project human resources
9.4.2 Roles and Responsibilities
Roles, Authority, Responsibilities, Capabilities
(1) Hierarchical type: adopt the traditional organizational chart, including organizational breakdown structure, resource breakdown structure,
(2) Matrix type: It is a table used to display the project resources assigned to each work package, including RACI matrix,
(3) Text type: Need to meet the responsibilities of team members in detail, and usually provide information in the form of an overview
(4) Other parts of the project plan: and responsibilities for managing the project are listed in other parts of the project management plan and explained accordingly
9.4.3 Project Organization Chart
Is an integral part of the human resource management plan, graphically displaying project team members and their reporting relationships
9.4.4 Staffing Management Plan
(1) Recruitment
(2) Resource Calendar
(3) Personnel severance plan
(4) Training needs
(5) Recognition and rewards
(6) Compliance
(7) Safety
9.4.5 Team Performance Evaluation
Metrics: Improvement in individual skills, improvement in team capabilities, reduction in team member turnover, increase in team cohesion