人力資源管理項目課件

Chapter8:

ProjectHumanResourceManagement1Chapter8:

ProjectHumanResouTheImportanceofHumanResourceManagementPeopledeterminethesuccessandfailureoforganizationsandprojectsDespitethedownturnintheeconomyin2001,thereisstillashortageofgoodITworkersITAAcalculatedthattherewereover844,000openingsforITjobsin20001in14AmericanworkersareinvolvedinITjobsAlthoughwomenrepresent47percentoftheworkforce,theymakeuponly29percentofITjobs2TheImportanceofHumanResourLongHoursandStereotypesofITWorkersHurtRecruitingManypeoplearestrugglingwithhowtoincreasetheITlaborpool.NotedproblemsincludeThefactthatmanyITprofessionalsworklonghoursandmustconstantlystayabreastofchangesinthefieldUndesirablestereotypesthatkeepcertainpeopleawayfromthecareerfield,likewomenTheneedtoimprovebenefits,redefineworkhoursandincentives,andprovidebetterhumanresourcemanagement3LongHoursandStereotypesofWhatisProjectHumanResourceManagement?Projecthumanresourcemanagementincludestheprocessesrequiredtomakethemosteffectiveuseofthepeopleinvolvedwithaproject.ProcessesincludeOrganizationalplanningStaffacquisitionTeamdevelopment4WhatisProjectHumanResourceKeystoManagingPeoplePsychologistsandmanagementtheoristshavedevotedmuchresearchandthoughttothefieldofmanagingpeopleatworkImportantareasrelatedtoprojectmanagementincludemotivationinfluenceandpowereffectiveness5KeystoManagingPeoplePsycholMotivationAbrahamMaslowdevelopedahierarchyofneedstoillustratehistheorythatpeople’sbehaviorsareguidedbyasequenceofneedsMaslowarguedthathumanspossessuniquequalitiesthatenablethemtomakeindependentchoices,thusgivingthemcontroloftheirdestiny6MotivationAbrahamMaslowdevelFigure8-1.Maslow’sHierarchyofNeeds7Figure8-1.Maslow’sHierarchyHerzberg’sMotivationalandHygieneFactorsFrederickHerzbergwroteseveralfamousbooksandarticlesaboutworkermotivation.Hedistinguishedbetweenmotivationalfactors:achievement,recognition,theworkitself,responsibility,advancement,andgrowth,whichproducejobsatisfactionhygienefactors:causedissatisfactionifnotpresent,butdonotmotivateworkerstodomore.Examplesincludelargersalaries,moresupervision,andamoreattractiveworkenvironment8Herzberg’sMotivationalandHyMcGregor’sTheoryXandYDouglasMcGregorpopularizedthehumanrelationsapproachtomanagementinthe1960sTheoryX:assumesworkersdislikeandavoidwork,somanagersmustusecoercion,threatsandvariouscontrolschemestogetworkerstomeetobjectivesTheoryY:assumesindividualsconsiderworkasnaturalasplayorrestandenjoythesatisfactionofesteemandself-actualizationneedsTheoryZ:introducedin1981byWilliamOuchiandisbasedontheJapaneseapproachtomotivatingworkers,emphasizingtrust,quality,collectivedecisionmaking,andculturalvalues9McGregor’sTheoryXandYDouglThamhainandWilemon’sWaystoHaveInfluenceonProjects1.Authority:thelegitimatehierarchicalrighttoissueorders2.Assignment:theprojectmanager'sperceivedabilitytoinfluenceaworker'slaterworkassignments3.Budget:theprojectmanager'sperceivedabilitytoauthorizeothers'useofdiscretionaryfunds4.Promotion:theabilitytoimproveaworker'sposition5.Money:theabilitytoincreaseaworker'spayandbenefits6.Penalty:theprojectmanager'sabilitytocausepunishment7.Workchallenge:theabilitytoassignworkthatcapitalizesonaworker'senjoymentofdoingaparticulartask8.Expertise:theprojectmanager'sperceivedspecialknowledgethatothersdeemimportant9.Friendship:theabilitytoestablishfriendlypersonalrelationshipsbetweentheprojectmanagerandothers10ThamhainandWilemon’sWaystoWaystoInfluencethatHelpandHurtProjectsProjectsaremorelikelytosucceedwhenprojectmanagersinfluencewithexpertiseworkchallengeProjectsaremorelikelytofailwhenprojectmanagersrelytooheavilyonauthoritymoneypenalty11WaystoInfluencethatHelpanPowerPoweristhepotentialabilitytoinfluencebehaviortogetpeopletodothingstheywouldnototherwisedoTypesofpowerincludeCoerciveLegitimateExpertRewardReferent12PowerPoweristhepotentialabImprovingEffectiveness-Covey’s7HabitsProjectmanagerscanapplyCovey’s7habitstoimproveeffectivenessonprojectsBeproactiveBeginwiththeendinmindPutfirstthingsfirstThinkwin/winSeekfirsttounderstand,thentobeunderstoodSynergizeSharpenthesaw13ImprovingEffectiveness-CoveEmpathicListeningandRapportGoodprojectmanagersareempathiclisteners;theylistenwiththeintenttounderstandBeforeyoucancommunicatewithothers,youhavetohaverapportMirroringisatechniquetohelpestablishrapportITprofessionalsoftenneedtodevelopempathiclisteningandotherpeopleskillstoimproverelationshipswithusersandotherstakeholders14EmpathicListeningandRapportImprovingRelationshipsBetweenUsersandDevelopersSomeorganizationsrequirebusinesspeople,notITpeople,totaketheleadindeterminingandjustifyinginvestmentsinnewcomputersystemsCIOspushtheirstafftorecognizethattheneedsofthebusinessmustdrivealltechnologydecisionsSomecompaniesreshapetheirITunitstolookandperformlikeconsultingfirms15ImprovingRelationshipsBetweeOrganizationalPlanningOrganizationalplanninginvolvesidentifying,documenting,andassigningprojectroles,responsibilities,andreportingrelationshipsOutputsandprocessesincludeprojectorganizationalchartsworkdefinitionandassignmentprocessresponsibilityassignmentmatrixesresourcehistograms16OrganizationalPlanningOrganizFigure8-2.SampleOrganizationalChartforaLargeITProject17Figure8-2.SampleOrganizatioFigure8-3.WorkDefinitionandAssignmentProcess18Figure8-3.WorkDefinitionanFigure8-4.SampleResponsibilityAssignmentMatrix(RAM)19Figure8-4.SampleResponsibilFigure8-5.RAMShowingStakeholderRoles20Figure8-5.RAMShowingStakehFigure8-6.SampleResourceHistogramforaLargeITProject21Figure8-6.SampleResourceHiStaffAcquisitionStaffingplansandgoodhiringproceduresareimportantinstaffacquisition,asareincentivesforrecruitingandretentionSomecompaniesgivetheiremployeesonedollarforeveryhouranewpersontheyhelpedhireworksSomeorganizationsallowpeopletoworkfromhomeasanincentiveResearchshowsthatpeopleleavetheirjobsbecausetheydon’tmakeadifference,don’tgetproperrecognition,aren’tlearninganythingnew,don’tliketheircoworkers,andwanttoearnmoremoney22StaffAcquisitionStaffingplanResourceLoadingandLevelingResourceloadingreferstotheamountofindividualresourcesanexistingprojectschedulerequiresduringspecifictimeperiodsResourcehistogramsshowresourceloadingOver-allocationmeansmoreresourcesthanareavailableareassignedtoperformworkatagiventime23ResourceLoadingandLevelingRFigure8-6.SampleResourceHistogramforaLargeITProject24Figure8-6.SampleResourceHiFigure8-7.SampleHistogramShowinganOverallocatedIndividual25Figure8-7.SampleHistogramSResourceLevelingResourcelevelingisatechniqueforresolvingresourceconflictsbydelayingtasksThemainpurposeofresourcelevelingistocreateasmootherdistributionofresourceusageandreduceoverallocation26ResourceLevelingResourceleveFigure8-8.ResourceLevelingExample27Figure8-8.ResourceLevelingTeamDevelopmentIttakesteamworktosuccessfullycompletemostprojectsTrainingcanhelppeopleunderstandthemselves,eachother,andhowtoworkbetterinteamsTeambuildingactivitiesincludephysicalchallengespsychologicalpreferenceindicatortools28TeamDevelopmentIttakesteamwMeyers-BriggsTypeIndicator(MBTI)MBTIisapopulartoolfordeterminingpersonalitypreferencesandhelpingteammatesunderstandeachotherFourdimensionsinclude:Extrovert/Introvert(E/I)Sensation/Intuition(S/N)Thinking/Feeling(T/F)Judgment/Perception(J/P)NTsorrationalsareattractedtotechnologyfieldsITpeoplevarymostfromthegeneralpopulationinnotbeingextrovertedorsensing29Meyers-BriggsTypeIndicator(SocialStylesProfilePeopleareperceivedasbehavingprimarilyinoneoffourzones,basedontheirassertivenessandresponsiveness:DriversExpressivesAnalyticalsAmiablesPeopleonoppositecorners(driversandamiables,analyticalsandexpressives)mayhavedifficultiesgettingalong30SocialStylesProfilePeoplearSocialStylesProfilePeopleareperceivedasbehavingprimarilyinoneoffourzones,basedontheirassertivenessandresponsiveness:DriversExpressivesAnalyticalsAmiablesPeopleonoppositecorners(driversandamiables,analyticalsandexpressives)mayhavedifficultiesgettingalong31SocialStylesProfilePeoplearRewardandRecognitionSystemsTeam-basedrewardandrecognitionsystemscanpromoteteamworkFocusonrewardingteamsforachievingspecificgoalsAllowtimeforteammemberstomentorandhelpeachothertomeetprojectgoalsanddevelophumanresources32RewardandRecognitionSystemsGeneralAdviceonTeamsFocusonmeetingprojectobjectivesandproducingpositiveresultsFixtheprobleminsteadofblamingpeopleEstablishregular,effectivemeetingsNurtureteammembersandencouragethemtohelpeachotherAcknowledgeindividualandgroupaccomplishments33GeneralAdviceonTeamsFocusoUsingSoftwaretoAssistinHumanResourceManagementSoftwarecanhelpinproducingRAMSandresourcehistogramsProjectmanagementsoftwareincludesseveralfeaturesrelatedtohumanresourcemanagementsuchasviewingresourceusageinformationidentifyingunderandover-allocatedresourceslevelingresources34UsingSoftwaretoAssistinHuFigure8-10.ResourceUsageViewfromMicrosoftProject35Figure8-10.ResourceUsageViFigure8-11.ResourceUsageReportfromMicrosoftProject36Figure8-11.ResourceUsageReProjectResourceManagementInvolvesMuchMoreThanUsingSoftwareProjectmanagersmustTreatpeoplewithconsiderationandrespectUnderstandwhatmotivatesthemCommunicatecarefullywiththemGoalistoenableprojectteammemberstodelivertheirbestwork37ProjectResourceManagementInChapter8:

ProjectHumanResourceManagement38Chapter8:

ProjectHumanResouTheImportanceofHumanResourceManagementPeopledeterminethesuccessandfailureoforganizationsandprojectsDespitethedownturnintheeconomyin2001,thereisstillashortageofgoodITworkersITAAcalculatedthattherewereover844,000openingsforITjobsin20001in14AmericanworkersareinvolvedinITjobsAlthoughwomenrepresent47percentoftheworkforce,theymakeuponly29percentofITjobs39TheImportanceofHumanResourLongHoursandStereotypesofITWorkersHurtRecruitingManypeoplearestrugglingwithhowtoincreasetheITlaborpool.NotedproblemsincludeThefactthatmanyITprofessionalsworklonghoursandmustconstantlystayabreastofchangesinthefieldUndesirablestereotypesthatkeepcertainpeopleawayfromthecareerfield,likewomenTheneedtoimprovebenefits,redefineworkhoursandincentives,andprovidebetterhumanresourcemanagement40LongHoursandStereotypesofWhatisProjectHumanResourceManagement?Projecthumanresourcemanagementincludestheprocessesrequiredtomakethemosteffectiveuseofthepeopleinvolvedwithaproject.ProcessesincludeOrganizationalplanningStaffacquisitionTeamdevelopment41WhatisProjectHumanResourceKeystoManagingPeoplePsychologistsandmanagementtheoristshavedevotedmuchresearchandthoughttothefieldofmanagingpeopleatworkImportantareasrelatedtoprojectmanagementincludemotivationinfluenceandpowereffectiveness42KeystoManagingPeoplePsycholMotivationAbrahamMaslowdevelopedahierarchyofneedstoillustratehistheorythatpeople’sbehaviorsareguidedbyasequenceofneedsMaslowarguedthathumanspossessuniquequalitiesthatenablethemtomakeindependentchoices,thusgivingthemcontroloftheirdestiny43MotivationAbrahamMaslowdevelFigure8-1.Maslow’sHierarchyofNeeds44Figure8-1.Maslow’sHierarchyHerzberg’sMotivationalandHygieneFactorsFrederickHerzbergwroteseveralfamousbooksandarticlesaboutworkermotivation.Hedistinguishedbetweenmotivationalfactors:achievement,recognition,theworkitself,responsibility,advancement,andgrowth,whichproducejobsatisfactionhygienefactors:causedissatisfactionifnotpresent,butdonotmotivateworkerstodomore.Examplesincludelargersalaries,moresupervision,andamoreattractiveworkenvironment45Herzberg’sMotivationalandHyMcGregor’sTheoryXandYDouglasMcGregorpopularizedthehumanrelationsapproachtomanagementinthe1960sTheoryX:assumesworkersdislikeandavoidwork,somanagersmustusecoercion,threatsandvariouscontrolschemestogetworkerstomeetobjectivesTheoryY:assumesindividualsconsiderworkasnaturalasplayorrestandenjoythesatisfactionofesteemandself-actualizationneedsTheoryZ:introducedin1981byWilliamOuchiandisbasedontheJapaneseapproachtomotivatingworkers,emphasizingtrust,quality,collectivedecisionmaking,andculturalvalues46McGregor’sTheoryXandYDouglThamhainandWilemon’sWaystoHaveInfluenceonProjects1.Authority:thelegitimatehierarchicalrighttoissueorders2.Assignment:theprojectmanager'sperceivedabilitytoinfluenceaworker'slaterworkassignments3.Budget:theprojectmanager'sperceivedabilitytoauthorizeothers'useofdiscretionaryfunds4.Promotion:theabilitytoimproveaworker'sposition5.Money:theabilitytoincreaseaworker'spayandbenefits6.Penalty:theprojectmanager'sabilitytocausepunishment7.Workchallenge:theabilitytoassignworkthatcapitalizesonaworker'senjoymentofdoingaparticulartask8.Expertise:theprojectmanager'sperceivedspecialknowledgethatothersdeemimportant9.Friendship:theabilitytoestablishfriendlypersonalrelationshipsbetweentheprojectmanagerandothers47ThamhainandWilemon’sWaystoWaystoInfluencethatHelpandHurtProjectsProjectsaremorelikelytosucceedwhenprojectmanagersinfluencewithexpertiseworkchallengeProjectsaremorelikelytofailwhenprojectmanagersrelytooheavilyonauthoritymoneypenalty48WaystoInfluencethatHelpanPowerPoweristhepotentialabilitytoinfluencebehaviortogetpeopletodothingstheywouldnototherwisedoTypesofpowerincludeCoerciveLegitimateExpertRewardReferent49PowerPoweristhepotentialabImprovingEffectiveness-Covey’s7HabitsProjectmanagerscanapplyCovey’s7habitstoimproveeffectivenessonprojectsBeproactiveBeginwiththeendinmindPutfirstthingsfirstThinkwin/winSeekfirsttounderstand,thentobeunderstoodSynergizeSharpenthesaw50ImprovingEffectiveness-CoveEmpathicListeningandRapportGoodprojectmanagersareempathiclisteners;theylistenwiththeintenttounderstandBeforeyoucancommunicatewithothers,youhavetohaverapportMirroringisatechniquetohelpestablishrapportITprofessionalsoftenneedtodevelopempathiclisteningandotherpeopleskillstoimproverelationshipswithusersandotherstakeholders51EmpathicListeningandRapportImprovingRelationshipsBetweenUsersandDevelopersSomeorganizationsrequirebusinesspeople,notITpeople,totaketheleadindeterminingandjustifyinginvestmentsinnewcomputersystemsCIOspushtheirstafftorecognizethattheneedsofthebusinessmustdrivealltechnologydecisionsSomecompaniesreshapetheirITunitstolookandperformlikeconsultingfirms52ImprovingRelationshipsBetweeOrganizationalPlanningOrganizationalplanninginvolvesidentifying,documenting,andassigningprojectroles,responsibilities,andreportingrelationshipsOutputsandprocessesincludeprojectorganizationalchartsworkdefinitionandassignmentprocessresponsibilityassignmentmatrixesresourcehistograms53OrganizationalPlanningOrganizFigure8-2.SampleOrganizationalChartforaLargeITProject54Figure8-2.SampleOrganizatioFigure8-3.WorkDefinitionandAssignmentProcess55Figure8-3.WorkDefinitionanFigure8-4.SampleResponsibilityAssignmentMatrix(RAM)56Figure8-4.SampleResponsibilFigure8-5.RAMShowingStakeholderRoles57Figure8-5.RAMShowingStakehFigure8-6.SampleResourceHistogramforaLargeITProject58Figure8-6.SampleResourceHiStaffAcquisitionStaffingplansandgoodhiringproceduresareimportantinstaffacquisition,asareincentivesforrecruitingandretentionSomecompaniesgivetheiremployeesonedollarforeveryhouranewpersontheyhelpedhireworksSomeorganizationsallowpeopletoworkfromhomeasanincentiveResearchshowsthatpeopleleavetheirjobsbecausetheydon’tmakeadifference,don’tgetproperrecognition,aren’tlearninganythingnew,don’tliketheircoworkers,andwanttoearnmoremoney59StaffAcquisitionStaffingplanResourceLoadingandLevelingResourceloadingreferstotheamountofindividualresourcesanexistingprojectschedulerequiresduringspecifictimeperiodsResourcehistogramsshowresourceloadingOver-allocationmeansmoreresourcesthanareavailableareassignedtoperformworkatagiventime60ResourceLoadingandLevelingRFigure8-6.SampleResourceHistogramforaLargeITProject61Figure8-6.SampleResourceHiFigure8-7.SampleHistogramShowinganOverallocatedIndividual62Figure8-7.SampleHistogramSResourceLevelingResourcelevelingisatechniqueforresolvingresourceconflictsbydelayingtasksThemainpurposeofresourcelevelingistocreateasmootherdistributionofresourceusageandreduceoverallocation63ResourceLevelingResourceleveFigure8-8.ResourceLevelingExample64Figure8-8.ResourceLevelingTeamDevelopmentIttakesteamworktosuccessfullycompletemostprojectsTrainingcanhelppeopleunderstandthemselves,eachother,andhowtoworkbetterinteamsTeambuildingactivitiesincludephysicalchallengespsychologicalpreferenceindicatortools65TeamDevelopmentIttakesteamwMeyers-BriggsTypeIndicator(MBTI)MBTIisapopulartoolfordeterminingpersonalitypreferencesandhelpingteammatesunderstandeachotherFourdimensionsinclude:Extrovert/Introvert(E/I)Sensation/Intuition(S/N)Thinking/Feeling(T/F)Judgment/Perception(J/P)NTsorrationalsareattractedtotechnologyfieldsITpeoplevarymostfromthegeneralpopulationinnotbeingextrovertedorsensing66