–
Processes
required to make the most efficient use of people
–
3
major processes:
•
Organizational
Planning
•
Staff
Acquisitions
•
Team
Development
(Click
above for PMBOK4 Article)
–
Keep
in mind of transient nature of projects
–
Apply
techniques that apply to current project needs
–
Ensure
HR compliance with project management activities
–
1,9
manager = good relationship with team
–
Project
Organization
•
Conflict
between PM and Functional Managers
•
Dual
allegiance of team members
•
Complex
prioritization of resources
•
Loss
of developed procedures on project dissolution
–
Compromise
= both sides will lose
–
Delegation
•
Defer
the decision
•
Interpreted
as passive
•
Emphasize
task vs. personnel
•
Can
be frequently used
–
If
there is a team of experts, PM decisions will promote high satisfaction
–
Functional/Project
Managers likely to exercise:
•
Power
•
Authority
•
Influence
–
Traditional
organization forms have no single point of contact for client/sponsor
•
Organizational
Planning
–
Identifying,
documenting and assigning project roles, responsibilities, and reporting
relationships
•
Individual
and group assignments
•
Internal
and external employees
•
Linked
with communication planning
•
Inputs
to Organizational Planning
–
Project
Interfaces
•
Organizational
interfaces – formal and informal reporting relationships among organizational
units
•
Technical
interfaces - formal and informal reporting relationships among technical
disciplines
•
Engineers,
manufacturers, electrical, etc.
•
Interpersonal
interfaces – formal and informal reporting relationships among individuals
–
Staffing
Requirements – define skill sets from individual/group in particular time
frames
–
Constraints
– factors that limit project team’s options
•
Organizational
structure (strong vs. weak matrix)
•
Collective
bargaining agreements – contractual arrangements
•
Preferences
of project management team
•
Expected
staff assignments
•
Tools
& Techniques for Organizational Planning
–
Templates
– reuse a similar project’s role and responsibility definitions
–
Human
Resource Practices – corporate policies, guidelines, and practices
–
Organizational
Theory – how organizations are structured
–
Stakeholder
Analysis – needs of stakeholders are ensured
•
Outputs
from Organizational Planning
–
Role
and Responsibility Assignments – can vary over time, closely linked to scope
definition. Utilizes a Responsibility
Assignment Matrix (RAM) to define responsibility for each item in the Work
Breakdown Structure/task list
–
Staffing
Management Plan – when and how personnel are included and removed from the
project team
•
Resource
leveling, reduce transition periods, eliminate “dead time” between assignments,
sensitivity to morale
–
Organizational
Chart – display reporting relationships
–
Supporting
Detail
•
Organizational
impact
•
Job
descriptions
•
Training
needs
•
Staff
Acquisition
–
Ensure
resources are available for project work
•
Inputs
to Staff Acquisition
–
Staffing
Management Plan
–
Staffing
Pool Description
•
Previous
experience
•
Personal
interests
•
Personal
characteristics
•
Availability
–
Recruitment
Practices
•
Tools
& Techniques for Staff Acquisition
–
Negotiations
with functional managers and other teams
•
Staff
utilization and corporate politics
–
Pre-assignment
– result of a competitive proposal, or an internal initiative
–
Procurement
– outside services are needed (lacking internal skills or availability can not
be met)
•
Outputs
from Staff Acquisition
–
Project
staff assigned
–
Project
Team Directory – contact list
•
Team
Development – enhancing stakeholders to contribute along with maintaining the
project team’s functionality
–
Personal
development is the foundation
–
Team
members often balance responsibilities to a functional manager and project
manager
•
Critical
to success of project
•
Inputs
to Team Development
–
Project
Staff
–
Project
Plan
–
Staffing
Management Plan
–
Performance
Reports
–
External
Feedback
•
Periodic
measurements of performance
•
Tools
& Techniques for Team Development
–
Team-building
activities
–
General
Management Skills
–
Reward
and recognition systems
•
Promote
desired behavior
•
Must
be achievable; apply to the project
•
Cultural
differences recognition
–
Co-location
– place members in physical location
–
Training
– enhance skills, knowledge, and capabilities of project team
•
Must
be factored in cost analysis of project
•
Outputs
from Team Development
–
Performance
Improvements
•
Individual
skills
•
Team
Behavior
•
Identify
more efficient methods of work
–
Input
for performance appraisals
•
Review
Guide Tips
–
Roles
and responsibilities
•
Project
Manger – plan, estimate and schedule of project
•
Team
– help prepare the WBS, Network Diagrams, and estimate time for tasks, complete
tasks
•
Senior
Management – approve Overall project plan, budget and schedule and to approve
any changes that are made to those figures
•
The
person experiencing the problem must try to solve it themselves as long as
means are in their control
–
Powers:
•
Formal
(legitimate)
•
Reward
•
Penalty
(coercive)
•
Expert
(earned)
•
Referent
– authority of a higher position
–
Best
are Expert and Reward; Penalty is the worst
•
Formal,
Reward and Penalty derived from PM’s position within the company
–
Conflict
•
Inevitable
consequence of organizational interactions
•
Can
be beneficial
•
Resolved
by identifying the causes and problem solving by people that are involved &
their immediate manager
•
Nature
of project
•
Limited
power of the project manager
•
Necessity
for obtaining resources from functional managers
–
Avoid
conflict
•
Informing
the team
•
Clearly
assigning tasks without ambiguity
•
Challenging
and interesting work assignments
–
Conflict
Sources (in order of frequency)
•
Schedules
•
Project
Priorities
•
Resources
•
Technical
opinions
•
Administrative
Procedures
•
Cost
•
Personality
–
Motivational
Theories
•
Maslow’s
Hierarchy of Needs – people work to get a chance to contribute and use their
skills
•
‘self-actualization’
•
McGregor’s
Theory of X and Y
•
X
– people need to be watched every minute
•
Y
– people willing to work without supervision
•
Herzberg’s
Theory – poor hygiene factors destroy motivation but improving them will not
improve motivation
•
Motivating
Agents
•
Responsibility
•
Self-actualization
•
Professional
growth
•
Recognition
–
Responsibility
Charts
•
Matrix
– cross references team members with tasks (does not show time – when job is
done)
•
Histogram
– months vs. number of resources
•
Gantt
Chart – shows when staff allocated to tasks
–
Leadership
Skills
•
Directive
•
Facilitating
•
Coaching
•
Supportive
–
Team
Building Skills
–
Projectized
Organization
•
Conflict
between PM and Functional Managers
•
Dual
Allegiance of team members
•
Complex
prioritization of resources
•
Loss
of developed procedures on project dissolution
–
Compromise
– both sides will lose
–
Delegation
•
Defer
the decision
•
Interpreted
as passive
•
Emphasize
task vs. personnel
•
Can
be frequently utilized
