Quản trị kinh doanh - Chapter 11: Project human resource management

CHAPTER 11Project Human Resource ManagementQualities of an Effective Project Manager Managing versus Leading a ProjectMapping your project networkBuilding and Leveraging Your NetworksManaging Upward RelationsLeading by ExamplePrioritiesUrgencyProblem solvingCooperationEthicsStandards of performanceManagement by Wandering Around (MBWA)Building Trust: the Key to Exercising InfluenceBe accountable for your actions Act consistently with your wordsLive your values and communicate them regularlyAdmit mistakes and take blame Listen for understandingBuilding Trust: the Key to Exercising Influence (cont.)Act with integrity and ethics Be an advocate for a fear-free culture Face realityProvide honest feedback Building trust with opennessThe Leadership Style ContinuumSource: Tannenbaum and Schmidt (1973) The Human Resource Management PlanHuman resource strategy and approach Policy and procedure Project organisational structureRoles and DescriptionsHR governance (roles and responsibilities)The Human Resource Management Plan (cont.)Recognition and rewardProject team agreement Risk review Assumptions and constraints Lessons learned Team development plan Managing Project TeamsSynergy 1 + 1 + 1 = 10 (positive synergy) 1 + 1 + 1 = 2 (negative synergy)Characteristics of High-performing TeamsShare a sense of common purposeMake effective use of individual talents and expertiseHave balanced and shared rolesMaintain a problem-solving focusAccept differences of opinion and expressionEncourage risk taking and creativitySets high personal performance standardsIdentify with the team Managing Project Teams (cont.)Tuckman’s five-stage team development model Managing Project Teams (cont.)There are 10 or fewer members per team.Members volunteer to serve on the project team.Members serve on the project from beginning to end.Members are assigned to the project full time.Members are part of an organisational culture that fosters cooperation and trust.Managing Project Teams (cont.)Members report solely to the project manager.All relevant functional areas are represented on the team.The project involves a compelling objective.Members are located within conversational distance of each other.Building High Performance Project TeamsCapturing Resourcing InformationThe journey from WBS to estimating and the creation of the budget schedule and resource matrixCircle the Resource Matrix with a red no-fill circle.Capturing Resourcing Information (cont.)Resource Skill Information Capturing Resourcing Information (cont.)Staffing Management InformationCapturing Resourcing Information (cont.)Capturing Resourcing Information (cont.)Performance InformationConducting Project MeetingsEstablishing ground rulesPlanning decisionsTracking decisionsManaging change decisionsRelationship decisionsRequirements for an Effective Project VisionManaging Conflict Withinthe ProjectEncouraging functional (healthy) conflictManaging dysfunctional conflictRejuvenating the project teamEnsuring clarity of roles and responsibilities Managing Conflict Withinthe Project (cont.)Project manager’s matrixStep 1: Define all the project rolesStep 2: Capture the business rule/decisionStep 3: Categorise the ruleStep 4: Allocate the RASCI letters across the roles as appropriateManaging Virtual Project Teams Project Team PitfallsGroupthinkBureaucratic Bypass SyndromeGoing NativeTeam Spirit Becomes Team InfatuationKey Termsbrainstormingchange managementdysfunctional conflictemotional intelligence (EQ)functional conflictgroupthinkManagement By Wandering Around (MBWA) Nominal Group Technique (NGT)positive synergyproject kick-off meeting resource matrixsocial network buildingteam buildingteam charterteam ritualsTraining Needs Analysis (TNA)virtual project team,vision