人力資源管理項(xiàng)目

人力資源管理項(xiàng)目Chapter8:

ProjectHumanResourceManagement2TheImportanceofHumanResourceManagementPeopledeterminethesuccessandfailureoforganizationsandprojectsDespitethedownturnintheeconomyin2001,thereisstillashortageofgoodITworkersITAAcalculatedthattherewereover844,000openingsforITjobsin20001in14AmericanworkersareinvolvedinITjobsAlthoughwomenrepresent47percentoftheworkforce,theymakeuponly29percentofITjobs3LongHoursandStereotypesofITWorkersHurtRecruitingManypeoplearestrugglingwithhowtoincreasetheITlaborpool.NotedproblemsincludeThefactthatmanyITprofessionalsworklonghoursandmustconstantlystayabreastofchangesinthefieldUndesirablestereotypesthatkeepcertainpeopleawayfromthecareerfield,likewomenTheneedtoimprovebenefits,redefineworkhoursandincentives,andprovidebetterhumanresourcemanagement4WhatisProjectHumanResourceManagement?Projecthumanresourcemanagementincludestheprocessesrequiredtomakethemosteffectiveuseofthepeopleinvolvedwithaproject.ProcessesincludeOrganizationalplanningStaffacquisitionTeamdevelopment5KeystoManagingPeoplePsychologistsandmanagementtheoristshavedevotedmuchresearchandthoughttothefieldofmanagingpeopleatworkImportantareasrelatedtoprojectmanagementincludemotivationinfluenceandpowereffectiveness6MotivationAbrahamMaslowdevelopedahierarchyofneedstoillustratehistheorythatpeople’sbehaviorsareguidedbyasequenceofneedsMaslowarguedthathumanspossessuniquequalitiesthatenablethemtomakeindependentchoices,thusgivingthemcontroloftheirdestiny7Figure8-1.Maslow’sHierarchyofNeeds8Herzberg’sMotivationalandHygieneFactorsFrederickHerzbergwroteseveralfamousbooksandarticlesaboutworkermotivation.Hedistinguishedbetweenmotivationalfactors:achievement,recognition,theworkitself,responsibility,advancement,andgrowth,whichproducejobsatisfactionhygienefactors:causedissatisfactionifnotpresent,butdonotmotivateworkerstodomore.Exlesincludelargersalaries,moresupervision,andamoreattractiveworkenvironment9McGregor’sTheoryXandYDouglasMcGregorpopularizedthehumanrelationsapproachtomanagementinthe1960sTheoryX:assumesworkersdislikeandavoidwork,somanagersmustusecoercion,threatsandvariouscontrolschemestogetworkerstomeetobjectivesTheoryY:assumesindividualsconsiderworkasnaturalasplayorrestandenjoythesatisfactionofesteemandself-actualizationneedsTheoryZ:introducedin1981byWilliamOuchiandisbasedontheJapaneseapproachtomotivatingworkers,emphasizingtrust,quality,collectivedecisionmaking,andculturalvalues10ThamhainandWilemon’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:theabilitytoestablishfriendlypersonalrelationshipsbetweentheprojectmanagerandothers11WaystoInfluencethatHelpandHurtProjectsProjectsaremorelikelytosucceedwhenprojectmanagersinfluencewithexpertiseworkchallengeProjectsaremorelikelytofailwhenprojectmanagersrelytooheavilyonauthoritymoneypenalty12PowerPoweristhepotentialabilitytoinfluencebehaviortogetpeopletodothingstheywouldnototherwisedoTypesofpowerincludeCoerciveLegitimateExpertRewardReferent13ImprovingEffectiveness-Covey’s7HabitsProjectmanagerscanapplyCovey’s7habitstoimproveeffectivenessonprojectsBeproactiveBeginwiththeendinmindPutfirstthingsfirstThinkwin/winSeekfirsttounderstand,thentobeunderstoodSynergizeSharpenthesaw14EmpathicListeningandRapportGoodprojectmanagersareempathiclisteners;theylistenwiththeintenttounderstandBeforeyoucancommunicatewithothers,youhavetohaverapportMirroringisatechniquetohelpestablishrapportITprofessionalsoftenneedtodevelopempathiclisteningandotherpeopleskillstoimproverelationshipswithusersandotherstakeholders15ImprovingRelationshipsBetweenUsersandDevelopersSomeorganizationsrequirebusinesspeople,notITpeople,totaketheleadindeterminingandjustifyinginvestmentsinnewcomputersystemsCIOspushtheirstafftorecognizethattheneedsofthebusinessmustdrivealltechnologydecisionsSomecompaniesreshapetheirITunitstolookandperformlikeconsultingfirms16OrganizationalPlanningOrganizationalplanninginvolvesidentifying,documenting,andassigningprojectroles,responsibilities,andreportingrelationshipsOutputsandprocessesincludeprojectorganizationalchartsworkdefinitionandassignmentprocessresponsibilityassignmentmatrixesresourcehistograms17Figure8-2.SleOrganizationalChartforaLargeITProject18Figure8-3.WorkDefinitionandAssignmentProcess19Figure8-4.SleResponsibilityAssignmentMatrix(RAM)20Figure8-5.RAMShowingStakeholderRoles21Figure8-6.SleResourceHistogramforaLargeITProject22StaffAcquisitionStaffingplansandgoodhiringproceduresareimportantinstaffacquisition,asareincentivesforrecruitingandretentionSomecompaniesgivetheiremployeesonedollarforeveryhouranewpersontheyhelpedhireworksSomeorganizationsallowpeopletoworkfromhomeasanincentiveResearchshowsthatpeopleleavetheirjobsbecausetheydon’tmakeadifference,don’tgetproperrecognition,aren’tlearninganythingnew,don’tliketheircoworkers,andwanttoearnmoremoney23ResourceLoadingandLevelingResourceloadingreferstotheamountofindividualresourcesanexistingprojectschedulerequiresduringspecifictimeperiodsResourcehistogramsshowresourceloadingOver-allocationmeansmoreresourcesthanareavailableareassignedtoperformworkatagiventime24Figure8-6.SleResourceHistogramforaLargeITProject25Figure8-7.SleHistogramShowinganOverallocatedIndividual26ResourceLevelingResourcelevelingisatechniqueforresolvingresourceconflictsbydelayingtasksThemainpurposeofresourcelevelingistocreateasmootherdistributionofresourceusageandreduceoverallocation27Figure8-8.ResourceLevelingExle28TeamDevelopmentIttakesteamworktosuccessfullycompletemostprojectsTrainingcanhelppeopleunderstandthemselves,eachother,andhowtoworkbetterinteamsTeambuildingactivitiesincludephysicalchallengespsychologicalpreferenceindicatortools29Meyers-BriggsTypeIndicator(MBTI)MBTIisapopulartoolfordeterminingpersonalitypreferencesandhelpingteammatesunderstandeachotherFourdimensionsinclude:Extrovert/Introvert(E/I)Sensation/Intuition(S/N)Thinking/Feeling(T/F)Judgment/Perception(J/P)NTsorrationalsareattractedtotechnologyfieldsITpeoplevarymostfromthegeneralpopulationinnotbeingextrovertedorsensing30SocialStylesProfilePeopleareperceivedasbehavingprimarilyinoneoffourzones,basedontheirassertivenessandresponsiveness:DriversExpressivesAnalyticalsAmiablesPeopleonoppositecorners(driversandamiables,analyticalsandexpressives)mayhavedifficultiesgettingalong31SocialStylesProfilePeopleareperceivedasbehavingprimarilyinoneoffourzones,basedontheirassertivenessandresponsiveness:DriversExpressivesAnalyticalsAmiablesPeopleonoppositecorners(driversandamiables,analyticalsandexpressives)mayhavedifficultiesgettingalong32RewardandRecognitionSystemsTeam-basedrewardandrecognitionsystemscanpromoteteamworkFocusonrewardingteamsforachievingspecificgoalsAllowtimeforteammemberstomentorandhelpeachothertomeetprojectgoalsanddevelophumanresources33GeneralAdviceonTeamsFocusonmeetingproje