【Advanced Items】Project Human Resource Management, Communication Management and Stakeholder Management (Top Ten Managements)

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I feel that there are many things in management : what is what , and then what to do .
Management is also a major subject, but unfortunately no one cares for me now that I have learned it. (

PMBOK (Project Management Body of Knowledge) is a systemic integration of knowledge points related to project management recognized in the field of project management in the world .
Specifically, it is a general description of the knowledge, skills and tools required for project management by the Project Management Institute (PMI) .
It is also the basis for the PMP certification exam.
The ten knowledge areas of PMBOK are the ten project management and the five process groups.

1. Human resource management

Human resource management usually takes about 3 minutes to inspect in the morning.
All activities in the project are ultimately completed by people. Of all the project stakeholders, the project team is critical to the success of the project .
How to choose the right people, how to train people, how to give full play to the role of each person, and how to organize people into a high-performance team play a crucial role in the success of the project. Human resource management is also very important. In the case analysis There is a high chance of investigation.

Summary of Processes, Inputs, Outputs, Tools and Techniques for Human Resource Management:

1.1 What is Human Resource Management?

l. Leading "people" and managing "things" (understanding)
2. The work of the leader (Leader) mainly involves three aspects:
♦ @Determine the direction , set goals for the team, describe the vision, and formulate strategies.
♦ @Unify thinking , coordinate personnel, and unite as many forces as possible to realize the vision.
♦ @Encouragement and encouragement . Difficulties and obstacles will inevitably be encountered in the process of marching towards the goal. Leaders should motivate and inspire everyone
to overcome difficulties and move forward bravely.
3. Respect and trust, not fear and submission, are key elements of effective leadership . Leadership is a kind of influence , the art process of exerting influence on people so that they will willingly work towards the achievement of organizational goals .
4. The project manager has the dual identity of leader and manager . For project managers, both management and leadership skills are essential. Leadership skills are especially important for large and complex projects.
5. Conflicts are not necessarily harmful . The project manager should try to resolve or reduce harmful conflicts;
make use of beneficial conflicts and encourage healthy competition among team members.

1.2 How to manage human resources? (process)

1. The process of human resource management

Planning human resource management belongs to the planning process group ; forming, building, and managing the project team belongs to the executing process group
Tools and techniques for building project teams: @Preassignment, @Negotiation, @Recruitment, @Virtual Team
Negotiation : Other project management teams in the performing organization; @External organizations, vendors, suppliers, contractors; @Other
special human resources such as resource.
Because of collective bargaining agreements, use of subcontractor personnel, matrix project environments, internal and external reporting relationships, or a variety of other reasons, the project management team does not necessarily have direct control over the selection of team members .
In the process of building the project team, special attention should be paid to the following: @The project manager or project management team should negotiate effectively and influence those who can provide the required human resources for the project ; @ Insufficient human resources or personnel capabilities will degrade the project Probability of success, can even lead to project cancellation: @Project H The manager or project team may have to use alternative resources (perhaps less capable). The project manager or project management team should describe the consequences of lack of required human resources
in the item H schedule plan, project budget, project risk plan, project quality plan, training plan and other relevant plans
The goals of the construction project team include
♦@ Improve the knowledge and skills of team members to improve their ability to complete the project deliverables, and reduce costs, shorten the duration and improve quality.
♦ @Improve trust and sense of identity among team members to improve morale, reduce conflict and enhance teamwork.
♦ @Create an energetic, cohesive and collaborative team culture in order to improve individual and team productivity, inspire team spirit, and promote teamwork; @Promote cross-training and coaching among team members to share knowledge and experience.
Tools and techniques for building project teams: @Interpersonal skills, @Training, @Team building activities , @Basic rules, @Centralized office, @Recognition and rewards, @Personnel evaluation tools The acceptable behaviors of H team members are clearly stipulated. Establishing and following clear rules as early as possible can help reduce misunderstandings and improve productivity. (2)
Personnel evaluation tools allow project managers and project teams to gain insight into the strengths and weaknesses of members .
Tools and Techniques for Managing Project Teams: @Observe and Talk, @Project Performance Evaluation, @Conflict Management, @Interpersonal Skills
Team performance evaluation: The project management team should conduct formal or informal evaluations of project team performance on an ongoing basis.
Continuously evaluate project team performance to help take action to solve problems, adjust communication styles, resolve conflicts and improve team dynamics
Project Performance Review: The purpose is to clarify roles and responsibilities, provide constructive feedback to team members, identify unknown or unresolved issues, develop individual training plans, and establish future H targets.

1.3 Human Resource Management Tools

A virtual team
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 . While modern communication technologies such as email, teleconferencing, social media, web conferencing and video conferencing make virtual teams feasible, virtual teams
also have some disadvantages such as possible misunderstandings, feelings of isolation and difficulty in sharing knowledge among team members and experience, the cost of adopting communication technology. A virtual team also needs a project manager and a plan;
the virtual team model makes it possible to :
(1) form a team among employees located in different geographical locations within the organization.
(2) Add special skills to the project team, even if the corresponding experts are not in the same geographical area.
( 3 ) Incorporate employees who work from home into teams.
(4) Form teams between employees who work different shifts, hours, or days.
(5) Include people with reduced mobility or disabilities in the team.
(6) Execute projects that would have otherwise been rejected due to excessive travel costs.
Centralized office
refers to arranging some or all project team members to work in the same physical location to enhance team work ability . Centralized offices can be temporary (such as only during a particularly important period of the project) or throughout the entire project. "War Room" or "Command Headquarters" is a strategy for centralized office.(
There are 5 stages of building an excellent team:
Interpersonal skills sometimes called "soft skills" include : leadership, motivation, communication, influencing, negotiation, trust building, conflict management, effective decision making, coaching techniques, team building
There are 5 sources of project manager power:
Conflicts are inevitable , and project managers must be able to identify their causes and then actively manage them to minimize potential negative impact ; conflicts should be dealt with early and often in private, in a direct and collaborative manner. If destructive conflict persists, formal procedures, including disciplinary measures, are available. [Personal issues are private]
No matter whether the impact of conflict on the project is positive or negative, the project manager has the responsibility to deal with it , so as to reduce the adverse impact of conflict on the project and increase its positive side to the project. (master)
When dealing with conflict in a team environment, project managers should be aware of the following characteristics of conflict :
@ Conflict is natural and a resolution must be found.
@ Conflict is a team problem , not someone's personal problem.
＠Conflicts should be handled openly [team issues are public]
＠The resolution of conflicts should focus on problems , not personal attacks.
@Conflict resolution should focus on the present , not the past.
5 commonly used conflict resolution methods :
withdrawal/avoidance
easing accommodation
compromise/mediation
coercion/command
cooperation/problem solving
best and most effective is problem solving and worst is withdrawal
Motivation Theories : Maslow's Hierarchy of Needs, Berger's Two-Factor Theory, Theory X and Theory Y, Expectation Theory.

Herzberg's two-factor theory:
The first category is hygiene factors , which are related to the working environment or conditions and can prevent people from feeling dissatisfied, including working environment, wages and salaries, company policies, personal life, management Supervision, human relations, etc. When hygiene factors are not healthy, people will feel job dissatisfaction . But even when the hygienic factors are good, they can only eliminate job dissatisfaction, but cannot increase people's job satisfaction . These factors cannot play a motivating role.
The second category is motivating factors , which are related to employees' work itself or job content, and can promote people's job satisfaction. They are high-level needs, including achievement, recognition, work itself, responsibility, and development opportunities . . When the incentive factors are lacking, people will lack initiative and do not care about work, but once they have incentive factors, employees will feel a strong incentive force and have a sense of job satisfaction, so only such factors can really motivate staff.

1.4 Human resource management documents

1. Contents of human resources management plan: roles and responsibilities, project organization chart, staffing management plan
(1) Roles and responsibilities : include a list of roles and responsibilities of each employee participating in the evaluation .
( 2 ) Organizational structure chart of the project : Provides the reporting relationship chart of the project team members .
(3) Staffing management plan : lists the working cycle of team members in the project , and also includes training plans, qualification requirements, and consistency issues with certain regulatory systems and contracts.
In most Project Hs, the process of developing project human resource planning is primarily done as part of the initial phase of the project .
The results of this process should be reviewed frequently throughout the life of the project to ensure its continued applicability. If the original project human resource plan is no longer valid, it should be amended immediately.
When listing the roles and responsibilities required for the project , consider: roles, authorities, responsibilities, competencies
hierarchical organizational structure
The staffing management plan is an integral part of the human resource management plan and can be formal/informal, highly detailed or highly general .
Should include: @Personnel Recruitment, @Resource Calendar, @Personnel Severance Plan, @Training Needs, @Recognition & Rewards, @Compliance, @Safety
Important characteristics of the team :
its team performance evaluation is based on: technical achievement (achievement of established project goals, including quality level), schedule performance (completed on time) and cost performance (completed within financial terms).
Indicators for evaluating team effectiveness may include:
@improvement of individual skills, @improvement of team capabilities, @reduction of team member turnover, @enhancement of team cohesion (
by evaluating the overall performance of the team , the project management team can identify Special training, coaching, coaching, assistance or changes needed
to improve team performance.

2. Communication management

Communication management and stakeholders usually visit for about 4 minutes in the morning.
Most of the time (80%-90%) of the project manager is spent in all aspects of communication work , and project management requires communication to be active and controlled, and communication also involves all stages of the project . The vast majority of problems may be There are problems in communication , and communication management is also very important. There are many problems in case analysis, and the probability of investigation is relatively high.

Summary table of processes, inputs, outputs, tools and techniques for communication management:

2.1 What is communication management? (what is it)

l. Communication model: @Coding, @Information and Feedback, @Media, @Noise, @Decoding
Communication channels are mainly divided into formal communication channels and informal communication channels:

2.2 Project communication management process (how to do it)

The process of project communication management includes:
Contents of the Communications Management Plan:
♦ @Glossary of Common Terms.
♦ @Communication needs of stakeholders.
♦＠Information that needs to be communicated, including language, format, content, and level of detail.
♦ @Reason for posting information.
♦ @Timeframe and frequency of posting information and acknowledgment or response (if applicable).
♦ @The person responsible for communicating relevant information.
♦ @The person responsible for authorizing the release of confidential information.
♦ @The individual or group who will receive the information.
♦ @Technology or method of transmitting information.
♦ Describe the resources allocated to communications activities, including time and budget.
♦＠Problem escalation procedure, which stipulates the reporting time limit and reporting path when lower-level employees cannot solve the problem.
♦ @A method to update and optimize the communication management plan as the project progresses.
♦ @Project information flow diagram, workflow (with authorization sequence), report list, meeting plan, etc.
♦ @Communication constraints, usually from specific laws and regulations, technical requirements and organizational policies.
♦ @关千Guidelines and templates for project status meetings, project team meetings, web meetings, email messages, and more.
♦@Instructions for using the website and project management software used in the project.

2.3 Techniques and tools for project communication management (how to do it)

Meetings:
Most Project H meetings bring stakeholders together to solve problems or make decisions. While some casual discussions can be called meetings, most project meetings are more formal, with a prearranged time, place, and agenda.
Communication needs analysis :
determine the information needs of the relationship of item H, including the type and format of the required information, and the value of the information to thousands of people; the total number of communication channels is n(n-1) / 2, where n represents the relationship The number of people, on the order of N squared.
Factors affecting the choice of communication technology include:
©urgency of information needs, @availability of technology, @ease of use, @project environment, @sensitivity and confidentiality of information, excluding financial factors
communication method
Classification of communication methods: ＠Participation in discussion; ＠Consultation; ＠Sales (explain);
Communications should be selected based on the following factors :
communication needs, cost and time constraints, availability of, and familiarity with, relevant tools and resources.
Reporting performance refers to the collection and dissemination of performance information ,
including status reports, progress measurements, and forecasts . Baseline data and actual data should be collected regularly, and comparative analysis should be carried out in order to understand and communicate project progress and performance, and make predictions on project results.
May include : @Analysis of past performance. @Project forecast analysis, including time and cost. @ Current status of risks and issues. ＠Work completed in this reporting period. @The work to be completed in the next reporting period. @Summary of changes approved during the reporting period. @ Other relevant information to review and discuss

3. Stakeholder management

Project Stakeholder Management: Identify Stakeholders - Plan Stakeholder Management - Manage Stakeholder Engagement - Control Stakeholder Engagement

3.1 Stakeholder Management Basics

1. Management of thousands of project stakeholders
refers to the process of identifying the needs, hopes and expectations of project stakeholders , and meeting their needs and solving their problems through communication management .
Stakeholder management will win the support of more people, so as to ensure the success of the project. Typically, the project manager is responsible for stakeholder management .
Project stakeholder management can bring the following benefits:
♦ @ will win more resources , through project stakeholder management, can get the support of more influential stakeholders, and naturally get more resources.
♦ @Fast and frequent communication will ensure a complete understanding of the needs, hopes and expectations of project stakeholders ; in a sense, requirements management is a part of project stakeholder management.
♦＠Be able to predict the impact of item H stakeholders on the project , communicate as early as possible and formulate corresponding action plans to avoid interference from project stakeholders.
Contents of project stakeholder management: @Project stakeholder analysis, @Communication management, @Problem management

3.2 Stakeholder Management Process

The process of stakeholder management:
Project stakeholders include project parties and individuals and organizations whose interests are affected (benefited or damaged) by the project
; project stakeholders may also include relevant government departments, community public, project users, news media , and potential competitors in the market and partners, etc.;
even family members of project team members should be considered Project H stakeholders. Identifying stakeholders at the project or phase level and analyzing their level of interest, personal expectations, importance and influence is critical to the success of the project.
Different influences should be exerted on stakeholders at different stages of the project, and stakeholder analysis runs through the whole process.
Stakeholders ' ability to influence the project is usually greatest at the project initiation stage , and then gradually decreases as the project progresses .
The stakeholder register is used to record relevant details of the identified stakeholders .
Including: basic information, evaluation value display, and classification of stakeholders. The stakeholder register should be reviewed and updated periodically, as stakeholders may change and new stakeholders may be identified throughout the project lifecycle.
Planning stakeholder management is an iterative process that should be carried out periodically by the project manager.
The stakeholder management plan is a management strategy formulated to effectively mobilize stakeholder participation. Typically includes:
(1) Required and current levels of involvement of key stakeholders.
(2) The scope and impact of stakeholder changes.
(3) Interrelationships and potential relationships among stakeholders.
( 4 ) Communication needs of stakeholders at the current stage of the project.
(5) Information that needs to be distributed to stakeholders.
(6) Reasons for distributing relevant information, and possible impact.
( 7 ) Frequency and time limit for sending information to contacts.
( 8 ) The method of updating and optimizing the stakeholder management plan as the project progresses
Managing stakeholder engagement includes the following activities :
(1) Mobilize stakeholders to participate in the project in a timely manner to obtain or confirm their continuous commitment to the success of the project.
( 2 ) Manage the expectations of thousands of people through consultation and communication to ensure the realization of the project H standard.
( 3 ) Deal with the concerns of thousands of stakeholders that have not yet become problems, and predict the problems that stakeholders may raise in the future.
These concerns need to be identified and discussed early (4) in order to assess the associated project risks.
(5) Clarify and resolve identified issues

3.3 Techniques and Tools for Stakeholder Management

1. Stakeholder analysis is the systematic collection and analysis of various quantitative and qualitative information in order to determine whose interests should be considered throughout the project .
Through stakeholder analysis, the interests, expectations, and influences of stakeholders are identified and linked to the purpose of the project. Stakeholders should be influenced differently at different stages of the project.
2. Steps of stakeholder analysis :
♦ @Identify thousands of stakeholders and related information.
♦ @Analyze the possible influence of thousands of people and classify and rank them.
♦ @Assess the possible responses of thousands of people to different situations, so as to formulate corresponding strategies to exert a positive influence on them.
Rights/interests grid:
first focus on area B (key management, timely reporting); area C (inform them at all times); area A (satisfy them); area D (expend the least effort to supervise them).
The stakeholder classification model is as follows:
Classification of stakeholder involvement : @Don’t Know＠Resist＠Neutral＠Support＠Leadership
Stakeholder participation evaluation moment : [C represents the current degree of participation, D represents the expected degree of participation]
7. Project managers apply management skills to achieve project objectives .
( 1 ) Guide thousands of people to reach a consensus on the project goals.
( 2 ) exert a positive influence on the relatives.
(3) Reach a consensus through negotiation.
(4) Adjust organizational behavior to accept Item H outcomes.
How to hold an efficient meeting :
1) Make a regular meeting system in advance 2) Give up the meeting that can be held or not
3) Specify the location and expected results of the meeting 4) Issue the meeting notice
5) Forward the meeting materials to the participants before the meeting 6) Can use video equipment
7) Clarify meeting rules: host, responsibilities, effective control, active meeting atmosphere
8) After the meeting, there must be a summary and implementation 9) There must be minutes at the meeting 10) Do a good job in logistics support for the meeting.