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process of human resource management
includes developing a human resource plan, acquiring a project team, developing a project team, managing a project team
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key output of develop human resource plan process
human resource plan
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key outputs of aquire project team process
project staff assignments, resource calendars, project management plan updates
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key output of the develop project team process
team performance assessment
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key output of the manage project team process
change requests
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project sponsor responsibilities
provide information regarding initial project scope, issue the project charter, provide funding, may dictate dates, approve the final project management plan, approve or reject changes or authorize a change control board, be involved in risk management
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project team responsibilities
identify requirements, constraints, and assumptions, create WBS, help with project planning, estimate activities, participate in risk management, complete activities, comply with quality and communication plans, recommend changes to the project
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project stakeholders responsibilities
help to: identify requirements and constraints, plan the project, approve changes, perform risk management
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functional manager responsibilities
participate in planning, approve final project management plan, approve final schedule, assist with problems related to team member performance, manage activities that happen within functional area
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project manager responsibilities
manage the project to meet project objectives
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portfolio manager responsibilities
select which projects will be done, get the best return from invested resources
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program manager responsibilities
manage multiple related projects
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key elements of a human resource plan
when and how human resource requirements will be met, roles and responsibilities, project organization charts, staffing management plan
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key elements of a staffing management plan
staff acquisition plan, resource calendars, staff release plan, staff training needs, recognition and rewards, compliance, safety
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key activities involved in developing a project team
hold team-building activities throughout the project, obtain and provide training where needed, establish ground rules, create and give recognition and rewards, co-locate team members
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key activities involved in managing a project team
use negotiation and leadership skills, observe what is happening, use an issue log, keep in touch, complete project performance appraisals, actively look for and help resolve conflicts that team members cannot resolve on their own
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team performance assessment
an assessment by the project manager of project team effectiveness
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types of power
referent, expert, reward, formal, penalty
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leadership and management styles
directing, facilitating, coaching, supporting, autocratic, consultative, consultative-autocratic, consensus, delegating, bureaucratic, charismatic, democratic, laissez-faire, analytical, driver, influencing
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most common sources of conflict on projects
schedules, priorities, resources, technical opinions, administrative procedures, cost, personality
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conflict resolution techniques
confrontation, smoothing, withdrawal, collaboration, compromise, forcing
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confronting
conflict resolution technique: solving the real problem
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compromising
conflict resolution technique: making all parties somewhat happy
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collaborating
conflict resolution technique: trying to incorporate multiple viewpoints to achieve consensus
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withdrawal
conflict resolution technique: postponing a project decision or avoiding addressing the problem
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smoothing
conflict resolution technique: emphasizing agreement rather than differences of opinion
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forcing
conflict resolution technique: pushing one viewpoint at the expense of another
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project manager human resource responsibilities
determine needed resources, negotiate for optimal available resources, create a team directory, create project-related job descriptions for team members, make sure roles and responsibilities are clear, ensure that team members obtain needed training, create recognition and rewards systems, create a human resource plan
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project performance appraisal
an evaluation of individual team member effectiveness
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issue log
a record of project issues, persons responsible for resolving issues, issue status, and target resolution dates
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Maslow's theory
people are motivated by the following heirarchy of needs: physiological, safety, social, esteem, self-actualization
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McGregor's theories
theory x: people need to be constantly watched. Theory y: people want to achieve and can work without supervision
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Herzberg's theory
hygiene factors - not having can reduce motivation, having does not increase motivation. Motivating agents - items that can increase motivation
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McClelland's theory
people are motivated by one of three needs: achievement, affiliation, or power
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stages of team development
forming, storming, norming, performing, adjourning
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why releasing resources is the last activity in closure
the team and other resources are needed to help complete closure
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halo effect
a tendency to rate team members high or low on all factors because of a high or low rating on a specific factor
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