HumanResourceManagement英文版

1、PMP Preparation TrainingHuman Resource ManagementChapter 9Source: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-2Human Resource ManagementOrganizational PlanningStaff AcquisitionTeam DevelopmentProcesses required to make effective use of the people involved with the project Source: pmbok guide 2000 20

2、02 Robbins-Gioia, Inc. 9-3Managing People on the Project Select techniques that are appropriate for personal and organizational relationships that are temporary and new The nature and number of project stakeholders will often change as the project moves from phase to phase. Choose techniques that ar

3、e appropriate to the current needs of the project Team must be sufficiently aware of HR administrative requirements to ensure complianceSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-4Human Resource Management9.1OrganizationalPlanningPlanning9.3TeamDevelopmentExecuting9.2StaffAcquisitionSource:

4、 pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-5Organizational Planning Individuals and groups may be part of the organization performing the project ormay be external to it Internal groups are often associated with a specific functional department, such as engineering, marketing, or accountingPlannin

5、g, identifying, documenting, and assigning project roles, responsibilities, and reporting relationshipsSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-6Organizational PlanningInputs Project interfaces Staffing requirements ConstraintsTools & Techniques Templates HR practices Organizational t

6、heory Stakeholder analysisOutputs Role and responsibilityassignments Staffing managementplan Organization-chart Supporting detailSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-7InputsProject interfaces Organizational interfaces Formal and informal reporting relationships among different organiz

7、ational units Technical interfaces Formal and informal reporting relationships among technical disciplines Interpersonal interfaces Formal and informal reporting relationships among different individuals working on the projectOrganizational PlanningSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9

8、-8Inputs (cont.) Staffing requirements Definition of the kinds of competencies required and in what time frame and from which kinds of individuals Constraints Factors that limit project teams options Organizational structure of the performing organization Strong matrix Weak matrix Collective bargain

9、ing agreements with unions or other employee groups Preferences of the project management team Skills and capabilities of the staffOrganizational PlanningSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-9Tools & Techniques Templates Role and responsibility definitions or reporting relationshi

10、ps from a similar project HR practices Variety of policies, guidelines, and procedures used as organizational-planning aid Organizational theory Body of literature describing how an organization can, and should, be structured Stakeholder analysis Ensures their needs are metOrganizational PlanningSou

11、rce: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-10OutputsAssignments Roles and responsibilities assigned to the appropriate stakeholderOrganizational PlanningSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-11Outputs (cont.) Staffing Management Plan Describes when and how human resources will be

12、 brought onto, and taken off of, the project team Organization Chart Graphic display of project reporting relationships. OBE indicates which organizational unit is responsible for which work items Supporting Detail: Organizational impact What alternatives are precluded by organizing in this manner?

13、Job descriptions Written outline of characteristics involved in performing a given job Training needs To develop skills needed to perform jobOrganizational PlanningSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-12Resource HistogramOrganizational PlanningSenior Designers0255075100125150175200225

14、2502753009162330613202761320273101724181522Resource Usage Staff HoursResource UsageJanFebMarAprMaySource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-13Reward Systems Extrinsic (External) Salary Work conditions Status Intrinsic (Internal) Achievement Responsibility Advancement Rewards given timely a

15、nd in publicOrganizational PlanningSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-14Staff Acquisition Getting the needed human resources assigned to and working on the projectSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-15Inputs Staffing managementplan Staffing-pool description Recruitme

16、nt practicesTools & Techniques Negotiations Pre-assignment ProcurementOutputs Project staff assigned Project team directoryStaff AcquisitionSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-16Inputs Staffing management plan Staffing-pool description Characteristics of the potentially available

17、 staff Previous experience Personal interests Personal characteristics Availability Competencies and proficiency Recruitment practices Policies, guidelines, and procedures governing staff assignmentsStaff AcquisitionSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-17Tools & Techniques Negotia

18、tions With FMs or other project management teams; to ensure receiving appropriate resources within required time frames Pre-assignment Staff have been assigned because they were promised in the proposal or were defined in the project charter Procurement People outside the organization obtained to pe

19、rform project activitiesStaff AcquisitionSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-18Outputs Project staff assigned Appropriate people have been assigned to work on the project full-time, part-time, or variably Project team directory Lists of all project team members and other key stakehol

20、dersStaff AcquisitionSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-19Team DevelopmentEnhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a teamSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-20Inputs Project staff P

21、roject plan Staffing management plan Performance reports External feedbackTools & Techniques Team-building activities General management skills Reward and recognition systems Collocation TrainingOutputs Performance improvements Inputs to performance appraisalsTeam DevelopmentSource: pmbok guide

22、2000 2002 Robbins-Gioia, Inc. 9-21Inputs Project staff Project plan Staffing management plan Performance reports External feedback Team measure itself against the expectations of those outside the projectTeam DevelopmentSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-22Tools & Techniques Tea

23、m-building activities Include management and individual actions taken to improve team performance General management skills Reward and recognition systems Formal management actions that promote or reinforce desired behavior Collocation Placing all or most of the team members in the same physical loc

24、ation Training Includes all activities designed to enhance the skills, knowledge, and capabilities of the project teamTeam DevelopmentSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-23Outputs Performance improvements Improvements in individual skills Improvements in team behaviors Improvements i

25、n either individual skills or team capabilities Inputs to performance appraisalsTeam DevelopmentSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-24Management StylesAutocratic Strength Mature, well defined projects Quick decisions required Weakness Limits staff buy-in leading to low morale Possibl

26、e arbitrary decisionsTeam DevelopmentSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-25Management StylesLaissez-Fair Strength Innovative projects High morale of self-motivated staff Weakness Confusion about objectives of the project Inability to make decisionsTeam DevelopmentSource: pmbok guide

27、2000 2002 Robbins-Gioia, Inc. 9-26Maslows Hierarchy of NeedsPhysiological Need for biological maintenance (food, water etc.)Safety Need for security, protection and stability Social Need for love, affection, sense of belongingSelf-Actualization Need to grow and use abilities to the fullest and most creative extentTeam DevelopmentEsteem - Need for respect, prestige, recognition, sense of competenceHigher Order NeedsLower Order NeedsSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 9-27McGregors Theory Theory X Tr