11-1 copyright © 2013 mcgraw-hill education (australia) pty ltd pearson, larson, gray, project...
TRANSCRIPT
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11-1Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
CHAPTER 11
Project Human Resource Management
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11-2Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Qualities of an Effective Project Manager
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11-3Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Managing versus Leading a Project
Mapping your
project network
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11-4Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Building and Leveraging Your Networks
• Managing Upward Relations• Leading by Example
Priorities Urgency Problem solving Cooperation Ethics Standards of performance
• Management by Wandering Around (MBWA)
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11-5Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Building Trust: the Key to Exercising Influence
• Be accountable for your actions
• Act consistently with your words
• Live your values and communicate them regularly
• Admit mistakes and take blame
• Listen for understanding
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11-6Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Building Trust: the Key to Exercising Influence (cont.)
• Act with integrity and ethics
• Be an advocate for a fear-free culture
• Face reality
• Provide honest feedback
• Building trust with openness
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11-7Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
The Leadership Style Continuum
Source: Tannenbaum and Schmidt (1973)
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11-8Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
The Human Resource Management Plan
• Human resource strategy and approach
• Policy and procedure
• Project organisational structure
• Roles and Descriptions
• HR governance (roles and responsibilities)
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11-9Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
The Human Resource Management Plan (cont.)
• Recognition and reward
• Project team agreement
• Risk review
• Assumptions and constraints
• Lessons learned
• Team development plan
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11-10Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Managing Project TeamsSynergy
• 1 + 1 + 1 = 10 (positive synergy)• 1 + 1 + 1 = 2 (negative synergy)
Characteristics of High-performing Teams1. Share a sense of common purpose
2. Make effective use of individual talents and expertise
3. Have balanced and shared roles
4. Maintain a problem-solving focus
5. Accept differences of opinion and expression
6. Encourage risk taking and creativity
7. Sets high personal performance standards
8. Identify with the team
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11-11Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Managing Project Teams (cont.)
Tuckman’s five-stage team development model
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11-12Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
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.
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11-13Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
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.
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11-14Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Building High Performance Project Teams
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11-15Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Capturing Resourcing InformationThe journey from WBS to estimating and the creation of the
budget schedule and resource matrix
Circle the Resource Matrix with a red no-fill circle.
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11-16Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Capturing Resourcing Information (cont.)
Resource Skill Information
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11-17Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Capturing Resourcing Information (cont.)
Staffing Management Information
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11-18Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Capturing Resourcing Information (cont.)
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11-19Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Capturing Resourcing Information (cont.)
Performance Information
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11-20Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Conducting Project Meetings
• Establishing ground rules
• Planning decisions
• Tracking decisions
• Managing change decisions
• Relationship decisions
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11-21Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Requirements for an Effective Project Vision
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11-22Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Managing Conflict Withinthe Project
• Encouraging functional (healthy) conflict
• Managing dysfunctional conflict
• Rejuvenating the project team
• Ensuring clarity of roles and responsibilities
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11-23Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Managing Conflict Withinthe Project (cont.)
Project manager’s matrixStep 1: Define all the project roles
Step 2: Capture the business rule/decision
Step 3: Categorise the rule
Step 4: Allocate the RASCI letters across the roles as appropriate
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11-24Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Managing Virtual Project Teams
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11-25Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Project Team Pitfalls
Groupthink
Bureaucratic Bypass Syndrome
Going Native
Team Spirit Becomes Team Infatuation
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11-26Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
Key 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