人力資源管理與團(tuán)隊(duì)建設(shè)培訓(xùn)公開課

人力資源管理與團(tuán)隊(duì)建設(shè)培訓(xùn)公開課學(xué)習(xí)

提示學(xué)習(xí)內(nèi)容項(xiàng)目人力資源管理對(duì)象與特點(diǎn)項(xiàng)目人力資源管理管理過程項(xiàng)目人力資源的管理方法學(xué)習(xí)重點(diǎn)如何進(jìn)行人員分配？怎樣對(duì)項(xiàng)目成員進(jìn)行激勵(lì)?怎樣管理沖突？如何進(jìn)行有效的團(tuán)隊(duì)建設(shè)？學(xué)習(xí)難點(diǎn)人員與工作的匹配如何提高團(tuán)隊(duì)效力?KnowledgeareaProjectmanagementprocessgroupsinitiationplanningexecutingMonitoringandcontrollingclosingProjecthumanresourcemanagementHumanresourceplanningAcquireProjectteam,DevelopProjectteamprojectphasesandtheprojectlifecycle概念階段conception實(shí)施階段implement收尾階段Close-out工作量資源投入水平規(guī)劃階段developmentProjectfeasibilityProjectacquisitionSleDeliverablesForeachphaseManagementPlan

ProjectplansLastworkpackageCompletedworkPreliminaryCostestimateBudgetaryCostestimateDefinitiveCostestimateLessonslearned2-levelWBS3-levelWBSPerformancereportCustomeracceptance項(xiàng)目管理過程

overlapofprocessinaphase啟動(dòng)initiating計(jì)劃planning執(zhí)行executing監(jiān)督與控制controlling結(jié)束closing活動(dòng)的強(qiáng)度時(shí)間timePhasefinishPhasestartLevelOfactivity＊＊活動(dòng)的強(qiáng)度LevelOfactivityBasedontheprocessintegrationscopetimecostqualityHumanresourcecommunicationriskprocurementplanningdevelopprojectmanagementplanScopeplanningScopedefinitionCreateWBSActivitydefinition,ActivitysequencingActivityResourcesestimatingScheduledevelopment

CostEstimating,CostBudgeting,QualityplanningHumanresourceplanningCommunicationsplanningRiskManagementplanning,riskidentification,riskanalysis,riskresponseplanningPlanpurchasesandacquisitions,PlancontractingBasedontheprocessintegrationscopetimecostqualityHumanresourcecommunicationriskprocurementMonitoringandcontrollingMonitorandcontrolprojectwork,integratedChangecontrolScopeverificationScopecontrolSchedulecontrol

Monitorandcontrolprojectwork,integratedChangecontrol,PerformqualityassuranceAcquireProjectteam,DevelopProjectteamPerformancereporting,ManagestakeholdersRiskmonitoringAndcontroladministrationWhatisproject

humanresourcemanagementProjecthumanresourcemanagementincludestheprocessesrequiredtomakethemosteffectiveuseofthepeopleinvolvedwithaproject.Humanresourcemanagementincludesallprojectstakeholders.項(xiàng)目人力資源的管理特點(diǎn)項(xiàng)目人力資源管理具有暫時(shí)性。項(xiàng)目人力資源管理的責(zé)任關(guān)系相對(duì)復(fù)雜。項(xiàng)目人力資源管理方法隨項(xiàng)目生命期階段或管理過程的不同而不同。Humanresourcesplanning:involvesidentifyinganddocumentingprojectroles,responsibilities,andreportingrelationship.mainprocessesAcquiringtheprojectteam:involvesgettingtheneededpersonnelassignedtoandworkingontheprojectDevelopingtheprojectteam:involvesbuildingIndividualandgroupskillstoenhanceprojectperformanceManagingtheprojectteam:involvestrackingTeammemberperformance,motivatingteammember,providingtimelyfeedback謝謝！2011年春季學(xué)期11第一講概論HumanResourcesPlanningDocumentsaboutprojectRolesresponsibilityandrelationshipsAnorganizationalchartfortheprojectAstaffingmanagementplanningDeterminesrolesandresponsibilitiesWhichareoftenshowninaresponsibilityassignmentmatrixAcquiringtheprojectteamResourceassignmentResourceloadingResourcelevelingWhenresourceareusedonamoreconstantbasis,theyrequirelessmanagement.enableprojectmanagerstouseajust-in-timeinventorytypeOfpolicyforusingsubcontractorsorotherexpensiveresources.ResourcelevelingresultsinfewproblemsforpersonalandaccountingdepartmentResourcelevelingoftenimprovesmorale.

BuildingtheProjectTeamNegotiatewithTheirSupervisorTalktoPotentialTeamMembersIdentifyNecessarySkillsRenegotiatewithTopManagementIdentifyPeopleWithSkillsBuildFallbackPositionsAssembletheTeamSuccess?Success?YesYesNoNoCopyright?2010PearsonEducation,Inc.PublishingasPrenticeHall14Developingtheprojectteam了解團(tuán)隊(duì)發(fā)展過程識(shí)別人才培養(yǎng)人才識(shí)別有效和無效項(xiàng)目團(tuán)隊(duì)DevelopingtheprojectteamformingstormingnormingperformingadjourningStagesinGroupDevelopmentForming–membersbecomeacquaintedStorming–conflictbeginsNorming–membersreachagreementPerforming–membersworktogetherAdjourning–groupdisbandsPunctuatedEquilibriumisadifferentmodelCopyright?2010PearsonEducation,Inc.PublishingasPrenticeHall17TeamDevelopmentStages1.Forming2.Storming3.Norming4.PerformingConveneAdjournInclusionControlCooperationProductivityProductiveOrganizedInfightingTestingQuietPoliteGuardedImpersonalBusiness-likeHighMoraleEstablishproceduresDevelopteamskillsConfrontissuesRebuildmoraleConflictovercontrolConfrontationalAlienationPersonalagendasLowmoraleTrustFlexibleSupportiveConfidentEfficientHighMorale18AchievingCross-FunctionalCooperationCross-functionalcooperationTaskOutcomesPsycho-SocialOutcomesRules&ProceduresPhysicalProximityAccessibilitySuperordinateGoals19EffectiveProjectTeamsClearSenseofMissionProductiveInterdependencyCohesivenessTrustEnthusiasmResultsOrientationCopyright?2010PearsonEducation,Inc.PublishingasPrenticeHall20ReasonsWhyTeamsFailPoorlydevelopedoruncleargoalsPoorlydefinedprojectteamroles&interdependenciesLackofprojectteammotivationPoorcommunicationPoorleadershipTurnoveramongprojectteammembersDysfunctionalbehaviorCopyright?2010PearsonEducation,Inc.PublishingasPrenticeHall21BuildingHigh-PerformingTeamsMaketheprojectteamtangiblePublicity Terminology&languageRewardgoodbehaviorFlexibilityCreativityPragmatismDevelopapersonaltouchLeadbyexle PositivefeedbackforgoodperformanceAccessibility&consistency22BasicGroupConceptsRolesNormsStatusCohesivenessSizeCompositionVirtualProjectTeams useelectronicmediatolinkmembersofageographicallydispersedprojectteamHowCanVirtualTeamsBeImproved?Useface-to-facecommunicationwhenpossibleDon’tletteammembersdisappearEstablishacodeofconductKeepeveryoneinthecommunicationloopCreateaprocessforaddressingconflict24團(tuán)隊(duì)效力模型團(tuán)隊(duì)效力組成：能力、人格、角色和差異、規(guī)模、機(jī)動(dòng)性、對(duì)團(tuán)隊(duì)工作的偏愛過程：共同的目標(biāo)、特定的目標(biāo)、特定功效對(duì)沖突的管理、社會(huì)惰化關(guān)聯(lián)因素：足夠的資源領(lǐng)導(dǎo)和結(jié)構(gòu)績(jī)效考評(píng)獎(jiǎng)勵(lì)系統(tǒng)工作設(shè)計(jì)：自治權(quán)技能多樣性任務(wù)確定型任務(wù)重要性Myers-BriggsTypeIndicator：Mostwidelyusedpersonality-assessmentinstrument

intheworld

thinking思考型orfeeling情緒型(TorF),extrovertedorintroverted(EorI)sensing感覺orintuitive直覺(SorN),judging判斷型orperceiving

認(rèn)知型(JorP)諸葛亮識(shí)別人才的“七招”何之以是非而觀其志窮之以詞辨而觀其變資之以計(jì)謀而觀其識(shí)告之以猖難而觀其勇辭之以酒而觀其性臨之以利而觀其廉期之以事而觀其性ManageTheProjectTeamToolsandTechniquesObservationandconversationProjectperformanceappraisalConflictmanagementIssuelogsGeneraladviceonmanagingteamsBepatientandkindwithyourteam.FixtheprobleminsteadofblamingpeopleEstablishregular,effectivemeetingsAllowingtimeforteamstogothroughthebasicteam-buildingstages.LimitthesizeofworkteamPlansomesocialactivitiestohelpprojectteammemberandotherstakeholdersgettoknoweachotherbetter.Stressteamidentity.NurtureteammembersandencouragethemtohelpeachotherAcknowledgeindividualandgroupaccomplishmentTakeadditionalactionstoworkwithvirtualteammember.ConflictManagement

Conflictisaprocessthatbeginswhenyouperceivethatsomeonehasfrustratedorisabouttofrustrateamajorconcernofyours.CategoriesGoal-orientedAdministrativeInterpersonalViewsTraditionalBehavioralInteractionist29SourcesofConflictOrganizationalRewardsystemsScarceresourcesUncertaintyDifferentiationInterpersonalFaultyattributionsFaultycommunicationPersonalgrudges&prejudices30ConflictResolutionMediate–defusion/confrontationArbitrate–judgmentControl–cooldownperiodAccept–unmanageableEliminate–transferConflictisoftenevidenceofprogress!31ConflictProcessNegotiation aprocessthatispredicatedonamanager’sabilitytouseinfluenceproductivelyQuestionstoAskPriortoEnteringaNegotiationHowmuchpowerdoIhave?Whatsortof

timepressuresarethere?DoItrustmyopponent?33PrincipledNegotiationSeparatethepeoplefromtheproblemFocusoninterests,notpositionsInventoptionsformutualgainInsistonusingobjectivecriteria34SleorganizationalchartforlargeinformationtechnologyprojectProjectmanagementDeputyprojectmanagementSystemsengineeringIndependentTestgroupProjecttechnicalleadQualityassuranceConfigurationmanagementSubjectManager1SubjectManager2SubjectManager3Team1Team1Team1Team1Team1Team1WorkDefinitionAndAssignmentProcessContract，Charter，Charter,scopestatementstepsKeyoutputsRequirementsfinalizationFinalizedprojectscopebaselineFinalizedtechnicalbaselineHowworkwillbedoneProgram/teamapproachTechnicalapproachBreakdowntheworkWorkbreakdownstructure(WBS)ActivitydefinitionsAssigntheworkOrganizationalbreakdownstructure(OBS)OBSResponsibilityResponsibilityAssignmentMatrix(RAM)Aresponsibilityassignmentmatrix:isamatrixthatmapstheworkoftheprojectasdescribedintheWBStothepeopleresponsibleforperformingtheworkasdescribedintheOBS1.1.11.1.21.1.31.1.41.1.51.1.61.1.71.1.8SystemengineeringRRPSoftwaredevelopmentRPHardwaredevelopmentRPTestengineeringPRPQualityassuranceRPConfigurationm