1.9. project human resource management
TRANSCRIPT
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Pito Sumarno 1
Buku Panduan
Project Management Institute-USA
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9 PROJECT HUMAN RESOURCEMANAGEMENT
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Section 3:
Capter 9: Project Human Resource Management
PMBOKPMI ed 2004
9.1 Human Resource Planning
9.2 Acquire Project team
9.3 Develop Project Team
9.4 Manage project Team
PMBOK p. 199
PMBOK p. 202-209
PMBOK p. 209-212
PMBOK p. 212-215
PMBOK p. 215-219
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PROJECT HUMAN RESOURCE
MANAGEMENT
9.1 Human Resource Planning1 Inputs
.1. Enterprise environmental factors
.2. Organizational process assets
.3. Project management plan
. Activity resource requirements
2 Tools and Technniques
.1. Organization charts and potition
descriptions
.2. Networking
.3. Organizational theory
3 Outputs
.1. Roles and responsibilities
.2. Project organization charts
.3. Staffing management plan
9.2 Acquire Project Team1 Inputs
.1. Enterprise environmental factors
.2. Organizational process assets
.3. Roles and responsibilities
.4. Project organization charts
.5. Staffing management plan
2 Tools and Technniques
.1. Pre-assignment
.2. Negotiation
.3. Acquisition
.4. Virtual teams3 Outputs
.1. Project staff assignments
.2. Resource availability
.3. Staffing management plan (updates)
9.3 Develop Project Team1 Inputs
.1. Project staff assignments
.2. Staffing management plan
.3. Resource availability
2 Tools and Technniques
.1. General management skills
.2. Training
.3. Team building activities
.4. Ground rules
.5. Co-location
.6. Recognition and rewards
3 Outputs.1. Team performance assessment
(PMBOK Guide p. 201)
Overview
9.5 Manage Project Team1 Inputs
.1. Organizational process assets
.2. Project staff assignments
.3. Roles and responsibilities
.4. Project organization charts
.5. Staffing management plan
.6. Team performance assessment
.7. Work performance information
.8. Performance reports
2 Tools and Technniques
.1. Observation and conversation
.2. Project performance appraisals
.3. Conflict management
.4. Issue log
3 Outputs
.1. Requested changes
.2. Recommended corrective actions
.3. Recommended preventive actions
.4. Organizational process assets (updates)
.5. Project management plan (updates)
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Organizational
Process Assets
Enterprise
Environmental
Factors
Organization culture
and Structure
Project Management PlanHuman Resource
Planning
9.1
(3.2.2.13)
Activity Resource
Requirements
Develop Project
Management Plan
4.3
(3.2.2.1)
Roles and Responsibilities
Project Organization Charts
Stffing management planApproved Changes Requests
Approved Corrective Actions
Approved Preventive Actions
Templates
Checklists
Project Staff AssignmentsResource Availability
Staffing management plan (updates
Direct & Manage
Project Execution4.4 (3.2.3.1)
Integrated
Change Control4.6 (3.2.4.2)
Close Project4.7
(3.2.5.1)
Work Performance
Information
Manage
Project Team
9.4
(3.2.4.8)
Performance Reports
Activity Resources
Estimating6.3
(3.2.2.7)
Project management Plan (updates)
Requested Changes
Recommended Corrective Actions
Recommended
Organizational Process Assets
(updates)
Project Human Resource Management Process Flow Diagram
Acquire
Project Team
9.2
(3.2.3.4)
Develop
Project Team
9.3
(3.2.3.4)
Team Performance assessment
Performance
Reporting6.3 (3.2.3.7)
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9. Project Human Resource Management
Project human resource management include the processes that organize andmanage the project team
Project team is comprised of the people who have assigned roles andresponsibilities for completing the project
Project management team is a subset of the project team and is responsible forproject management activities such as planning, controlling, and closing
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9.1 HUMAN RESOURCE PLANNING
Enterprise Environmental
Factors
Organizational process
Assests
Project management Plan
Activity Resource
Requirement
Organization chartsand position description
Networking
Organizational theory
Roles andResponsibilities
Project Organization
Charts
StaffingManagement Plan
INPUTS TOOLS & TECHNIQUES OUTPUTS
Penetapan aturan proyek, tanggung jawab, laporan hubungan, menciptakan staffing
management plan.
Kapan dan bagaimana akan diperlukan, kriteria merelisasikannya, identifikasi kebutuhan
training, perencanaan pengakuan dan penghargaan.
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Inputs :
.1. Enterprise environmental factors
.2. Organizational process assets
.3. Project management plan
. Activity resource requirements
.1. Enterprise environmental factors
(4.1.1.3 p.83) p.203, melibatkan org.culture, &struktur al:
Organizational,
Technical,
Interpersonal,
Logistical,
political
Factor lain :Organizational Structure
Collective Bargaining Agreements
Economic Conditions
.2. Organizational process assests
(4.1.1.4 p. 84) p.204 Templates, Checklists
.3. Project Management Plan.
(4.3 p.88) p.204, activity resourcerequirement (6.3.3.1 p.138),
Penetapan aturan proyek, tanggung jawab,laporan hubungan, menciptakan staffingmanagement plan. Kapan dan bagaimana akandiperlukan, kriteria merelisasikannya, identifikasikebutuhan training, perencanaan pengakuan danpenghargaan.
9.1 HUMAN RESOURCE PLANNING INPUTS
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I. Functional Organization
ChiefExecutive
Functional
Manager
Functional
Manager
Functional
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
ProjectCoordination
(Grey boxes represent staff engaged in projects activities)
Staff
PMBOK p. 29
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II. Projectized Organization
ChiefExecutive
Project
Manager
Project
Manager
Project
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Project
Coordination
(Grey boxes represent staff engaged in projects activities.)
PMBOK p. 29
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III. Weak Matrix Organization
ChiefExecutive
Functional
Manager
Functional
Manager
Functional
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Project
Coordination
(Grey boxes represent staff engaged in projects activities)
PMBOK p. 30
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V. Strong Matrix Organization
ChiefExecutive
Functional
Manager
Functional
Manager
Manager of
Project Managers
Staff
Staff
Staff
Staff
Staff
Staff
Project Manager
Project Manager
Project Manager
Project
Coordination (Grey boxes represent staff engaged in projects activities)
PMBOK p. 31
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VI. Composite Matrix Organization
ChiefExecutive
Functional
Manager
Functional
Manager
Manager of
Project Managers
Staff
Staff
Staff
Staff
Staff
Staff
Project Manager
Project Manager
Project Manager
Project
Coordination(Grey boxes represent staff engaged in projects activities)
Project B
Coordination
PMBOK p. 31
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Organizational Structure Influences on Projects
Project Managers
Authority
Resource Availability
Who controls
project budget
Project Managers
Role
Project Management
Administrative Staff
Project
Characteristics
Organization
Structure
Little or None
Little or None
Functional
Manager
Part-time
Part-time
Part-time
Part-time
Full-time
Full-time Full-timePart-time
Full-time Full-time
MixedFunctional
Manager
Project
ManagerProject
Manager
Limited
Limited Low to
Moderate
Low to
Moderate
Moderate
to High
Moderate
to High
High to
Almost Total
High to
Almost Total
Functional
Weak Metrix Balanced Matrix Strong Matrix
Projectized
Matrix
PMBOK p. 28
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9.1 HUMAN RESOURCE PLANNINGTOOLS & TECHNIQUES
Tools & Techniques
.1. Organization charts and
potition descriptions.2. Networking
.3. Organizational theory
.1. Organization charts and potitiondescriptions
p.205
.2. Networking
p.207
.3. Organizational theory
p.207
PM RAMRole
Responsibilities
Authority
Text-oriented
Format
Matrix-based
Responsibility ChartHierarchical-type
Organization Chart
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Maslows Hierarchy of needs
Self-actualization
Personal growth and fulfillment
Esteem needs
Achievement, status, responsibility, reputation
Belongingness and Love needs
Family, affection, relationships, work group, etc
Safety needs
Protection, security, order, law, limits, stability, etc
Biological and Physiological needsBasiclife needsair, food, drink, shelter, warmth, sex, sleep, etc.
.3. Organizational theory
pencapaian cita-cita, pengakuan
penghargaan, status, dikenal
hubungan sosial, emosional
keamanan dan
perlindungan
kebutuhan
dasar
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.3. Organizational theory
Expectance Theory
People will do something in order to receive some positive outcome
If you can create an expectancy in a person, then it becom fact
Sample : if a person told that he is a poor performer and no good in doing the job, the person become
no good at doing a job and become a bad performer (vice versa)
Herzberg Theory
Motivators/satisfiers factor: sense of achievement, and recognition for things done, the work it self,
responsibility, advancement, growth
Dissatisfies/hygiene factors: company policies, relationship with supervisors, salary, relationship with
peers, personal factor, status, security.
When hygiene factors are not maintened, dissatisfaction occurs and motivation cannot happen
Mc Greggors Theory
Called theory X & Y
Theory X : People need to be watched, incapable, avoid responsibility, and avoid work whenever
possible.
Theory Y : people are willing to work without supwervision, and want to achieve. People can direct
their own effort.
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TEORI X DAN TEORI Y- Douglas Mc Greggor (1960)
Teori X memberikan asumsi bahwa :Pegawai pada dasarnya tidak suka bekerja, bila adakesempatan akan menghindarinya
Karena pegawai tidak suka bekerja, maka harus dipaksadiawasi, atau diancam dengan hukuman agar tujuanorganisasi tercapai
Pegawai akan menghindarri tanggung jawab, dan
menghendaki petunjuk-petunjuk yang formal
Sebagian besar pegawai menempatkan keamanandiatas hal-hal lainnya tentang pekerjaan, danmenampilkan ambisi yang kecil
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Teori Y memberikan asumsi yangberlawanan :
Pegawai menyukai bekerjasebagaimana sifat alamiahsedangbermainatau beristirahat
Orang-orang akan bekerja secara terarah & terkendalioleh dirinya sendiri bila mereka telah mengadakan
komitmen terhadap tujuan
Rata-rata pegawai dapat belajar untuk menerimatanggung jawab, bahkan menginginkannya
Sebagian besar pegawai memiliki kemampuan untukmengambil keputusan yang inovatif
Catatan:
Teori Y lebih disarankan untuk digunakan dibanding Teori X
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.3. Organizational theory
Power of the Project manager
1. Coerchive Power (penalty): Influence other through punishment (kekuasaan untukmemaksa/menghukum)
2. Reward Power: Influence other through reward (untuk memberikan penghargaan)
3. Legitimate Power (Formal) : Influence other through formal authority (kekuasaanformal yang terjadi karena suatu posisi atau jabatan tertentu)
4. Referen Power : Influence other through charisma (kekuasaan/kekuatan yang bisaorang lain mengikuti atau melakukan peniruan)
5. Expert Power : Influence other through their special knowledge or ability (kekuasaanyang ditimbulkan oleh keunggulan pengetahuan, pengalaman, kemampuan, danketrampilan)
6. Representative Power : One or more persons have the power to lead delegated tothem voluntarily
Best forms : Expert & rewardWorst : penaltyPower derived from position in organization : formal, reward, penaltyEarne from your own : Expert.
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Project Project ID
Project Sponsor Client
Business Area Project Manager
Document Version Document No. Softcopy Name
Prepared by Approved by Page No. . of
PERSON
ACTIVITIES/ITEMS
NOTE :
P : Participant R : Review Required
A : Accountable I : Input Required
S : Sign-off Required
RESPONSIBILITY ASSIGNMENT MATRIX FORM (RAMF)
Is iused to link to project scope definition
Cross references team/stakeholders with the tasks to
accomplish (WBS)
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9.1 HUMAN RESOURCE PLANNING OUTPUTS
Outputs
.1. Roles and
responsibilities.2. Project
organization
charts
.3. Staffing
management plan
.1. Roles and responsibilities
Role, Authority, Responsibility, Competency p.207
.2. Project organization charts p.207
.3. Staffing management plan p.208
1. Staff Acquisition
2. Timetable
3. Release criteria
4. Training needs
5. Recognition and rewards
6. Compliance
7. Safety
Characteristic of Staff ;
1. Previous experience
2. Personal interest3. Personal characteristics
4. availability
5. Competencies and proficiency (level)
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9.2 ACQUIRE PROJECT TEAM
Enterprise Environmental
Factors
Organizational process
Assests
Roles and Responsibilities
Project Oraganization Charts
Staffing Management Plan
Pre-Assignment
Negotiation
Acquisition
Virtual Teams
Project Staff
Assignments
Resource Availability
Staffing managementPlan (updates)
INPUTS TOOLS & TECHNIQUES OUTPUTS
Proses dalam memperoleh sumberdaya manusia yang
diperlukan untuk menyelesaikan proyek
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9.2 ACQUIRE PROJECT TEAM INPUTS
Proses dalam memperoleh
sumberdaya manusia yang diperlukanuntuk menyelesaikan proyek
Inputs :
.1. Enterprise environmental factors
.2. Organizational process assets
.3. Roles and responsibilities
.4. Project organization charts
.5. Staffing management plan.1. Enterprise environmental factors
p.210, Availability, Ability, Experience,
Interest, Cost
.2. Organizational process assests(4.1.1.4 p. 84) p.210, kebijakan, panduan,
prosedur,
3. Roles and Responsibilities
(9.1.3.1 p. 207) positions, skill, competencies
4. Project Organization charts
Overview dari jumlah orang yang
diperlukan
(9.1.3.2 p. 207
5. Staffing Management Plan
Time piriode team member. P. 210
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9.2 ACQUIRE PROJECT TEAM
TOOLS & TECHNIQUESTools & Techniques
.1. Pre-assignment
.2. Negotiation.3. Acquisition
.4. Virtual teams
.1. Pre-assignment (9.2.2.1 p.210)
Staff were promised as part of proposal (competitivebidding)
Staff were defined within project charter (internal
service project)
.2. Negotiation (9.2.2.2 p. 211
Negotiate with :
Functional managerOther PM within the performing organization
3. Acquisition (9.2.2.3 p. 211
4. Virtual teams (9.2.2.4 p. 211)
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9.2 ACQUIRE PROJECT TEAM OUTPUTS
Outputs
.1. Project staffassignments
.2. Resource
availability
.3. Staffing
management plan
(updates)
.1. Project staff assignments (9.2.3.1 p.212)
.2. Resource availability (9.2.3.2 p. 212)
3. Staffing management plan (updates) (9.2.3.3
p. 212
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9.3 DEVELOP PROJECT TEAM
Project Staff Assignments
Staffing Management Plan
Resource Availability
General
management Skill Training
Team Building
Activities
Ground rules
Co-location Recognition &
Rewards
TeamPerformance
Assessment
INPUTS TOOLS & TECHNIQUES OUTPUTS
Meningkatkan kompetensidan, interaksi dari anggota team
untuk meningkatkan kinerja proyek
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9.3 DEVELOP PROJECT TEAM INPUTS
Inputs :
.1. Project staff assignments
.2. Staffing management plan
.3. Resource availability
Meningkatkan kompetensi dan,
interaksi dari anggota team untukmeningkatkan kinerja proyek
.1. Project staff assignments (9.3.1.1 p.213)
.2. Staffing management plan (9.3.1.2 p. 213
3. Resource availability (9.3.1.3 p. 213
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General Management Skill
Important Project Management Skills :
1. Communication skills
Listening & Persuading
2. Organization skills
Planning, Goal Setting & Analyzing
3. Team Building skiils
Emphaty (putting yourself in someones shoes), conflict resolution
4. Leadership skills
Set example, vision, delegates, develop, empower
5. Coping skills
Flexibility, creativity, patience, persistence
6. Technological skills
Experience & project knowledge
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Team Building Activities
Stages of Team Building (Typical)
1. First stage (Forming)Team members are polite, guarded and businesslikeTherefore team leaders should emphasize directive behavior
2. Second stage (Storming)Team members are confront one another, strugfle for control and as a result they either
become entrenched or opt out.The leaders must provide high support & low direction
3. Third stage (Norming)Team members confront ISSUES insteat of people, establish procedures collectively andbecome Team OrintedTeam leaders must providehigh support & low direction
4. Four stage (Performing)Team members ettle down to open and Productive effort with trust, flexibility and a maturecohesiveness that enables self direction.Team leader nust be willing to delegate & provide low direction & low support as needed
5. Five stage (Aging)Close out phase
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LEADERSHIP(KEPEMIMPINAN)
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APAKAH LEADERSHIP ?
Fiedler, 1967 :Mengarahkan& mengkordinasikan pekerjaananggota kelompok
Bennis, 1959 :Proses seseorang mempengaruhibawahan
untuk berperilaku sesuai yang diinginkan
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Roach & Behling, 1984 :Proses mempengaruhikelompok terhadappencapaian goal mereka
Bass, 1985 & Tichy, Devanna 1986 :Mentransformasipengikut, merumuskan
visi dari goal, dan mengkomunikasikan caramencapainya.
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LEADER
* Fungsi inovatif
* Tugas mengembangkan
* Tugas mengembangkan inspirasi
* Tugas jangka panjang
* Bertanya WHAT dan WHY
* Menghadapi tantangan
MANAGER
* Fungsi administratif
* Tugas memelihara
* Tugas mengendalikan
* Pandangan jangka pendek
* Bertanya HOW dan WHEN
* Menerima kondisi status quo
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Follower Situasi
Leader
Leadership
* kepribadian
* status kepemimpinan* pengalaman* legitimasi
* harapan
* kepribadian* kematangan* kemampuan* motivasi
* ekonomi* keamanan* iklim* kerusuhan
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FUNGSI LEADERSHIP
- Leader sebagai penentu arah
- Leader selaku wakil & juru bicara organisasi
- Leader selaku komunikator
- Leader selaku mediator, khusus untuk internal
- Leader selaku integrator
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KEPEMIMPINAN OTOKRATIK
Karakteristik
* Menuntut ketaatan penuh* Menegakkan disiplin kaku* Memberi perintah keras* Pendekatan punitif
* Bawahan = alat produksi* Orientasi penyelesaian tugas* Tidak memperhatikan
kepentingan bawahan* Pengambilan keputusan tidak
melibatkan bawahan
Perilaku Kepemimpinan
AuthocraticAuthocratic managerARE NOTconsidering the information (input)provided by project team members in making decisions.The Authocratic manager sees workers as Highly untrustworthy,needing to be watched and closely manager at all times; Theory XSometimes appropriate when decisions have to be made for
emergency situation or time pressure
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KEPEMIMPINAN DEMOKRATIK
* Menempatkan SDM sebagai penggunaSumber Daya
* Mendelegasikan tugas & wewenang
* Melibatkan bawahan pada pengambilankeputusan* Memperlakukan bawahan sebagai
individu yang mempunyai kebutuhan* Berupaya ada pengakuan atas
kepemimpinannya, tidak sekedar sisiformalnya
Perilaku KepemimpinanKarakteristik
* Menghargai harkat & martabatkemanusiaan
* Melibatkan bawahan pada
pengambilan keputusan* Memperhatikan pembinaan
2. DemocraticDemocratic managers WILL encourage the project team to pool itsknowledge or participation to make the best decision.Democratic management style is best used for people whose behavior fit
withTheory Y
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Leadership Style
3. Laissez Faire
AManagement style characterized by:
- Little or Noinformation flowing up or down between the
project manager and project team so team members are left
to make decisions for themselves
- Decision making authority is DIFFUSE- No leadership; out of formal control
Effective for Strong, self directive work groups, but it can
cause frustration and a sense of isolation in teams that need
more diretion
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SITUASIONAL LEADERSHIP
(KEPEMIMPINAN SITUASIONAL)
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Low High
High
Relationship
behaviour
Task behaviour
Telling
SellingParticipating
Delegating
Hersey & Blanchard 1982
M 4 M 3 M 2 M 1
Follower maturity
LowHigh
Tingkat kedewasaanrendah, dipandangtidakmau dan tidak mampumemikul tanggung
jawab
Tingkat kedewasaan lebihtinggi, meskipun mau tetapibelum mampu. Motivasiada tetapi Kemampuan
kurang
Tingkat kedewasaansedang, dipandang cukupmampu, hanya kesadaranuntuk pelaksanaan
tugas belum tinggi
Tingkat kedewasaan tinggi,telah mampu danpunya kesadaran tinggiuntuk pelaksanaan tugas
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9.3 DEVELOP PROJECT TEAM OUTPUTS
Outputs
.1. Team performance
assessment
.1. Team performance assessment (9.3.3.1
p.215)
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9.4 MANAGE PROJECT TEAM
Organizational process
Assests
Project Staff Assignment Roles and Responsibilities
Project Oraganization Charts
Staffing Management Plan
Team Performance
Assignment
Work PerformanceInformation
Performance Reports
Observation and
Conversation
Project Performance
Appraisals
Conflict
Management
Issue Log
Requested Changes
Recommended
Corrective Actions
Recommended
preventive Actions
Organizational
process Assests
(updates)Project management
Plan (updates)
INPUTS TOOLS & TECHNIQUES OUTPUTS
Melibatkan pengendalian secara periodik terhadap kinerja anggota
tim, memberikan feed back, resolving, mengkoordinasikanperubahan untuk meningkatkan kinerja proyek.
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Conflict Management
Techniques to avoid conflict inproject :
Informing the team :
Exactly where the project is headed
Project goals & objectives
Key decision
Changes
Clearly assigning tasks without ambiguity
or overlaping
Making work assignment interesting &
challenging
Categories ofConflict
Schedule
Priorities
Resources
Technical opinions
Administrative procedures,
Cost
Personality
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Conflict Management
Managing & Resolving Conflict
Use Forcing :When you are sure that you are right
When an emergency situation exists
(DO or DIE)
When stakes are high and isuues are
important
When you are stronger
Demonstrate position power
Use Avoidance :When you cant win or the stakes are low
When the stakes are high but you arent
ready yet
To gain time
To maintain neutrality or reputation
When you think the problem will go away
by itself
Use Collaborating(Confrontation) :To reduce averall project cost
To gain commitment and create a
common power base
When theres enough time & the skills
are complementaryWhen there is mutual trust, respect &
confidence
Use Accommodation :To create obligation for a trade-off at a
leter date
When stakes are low & liability is limited
To maintain harmony, peace & goodwill
When youll lose anyway
Use Compromise:For temporary solutions
For backup if collaboration fails
When both parties need to be winners
When you cant win
When others are as strong as you are
When youre not so sure you are right
Low
High
High
Desire tosatisfyOneself
Desire to satisfy Others
Orang lain
Sendiri
Kapan tidak max
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Important Terms
Hallo effect
The tendency to rate high or low on all factor due to the impression of ahigh or low rating on some specific factor
you are a good programmer. Therefor, we will make you a project
manager and also expect you to be great (but , good programmer not
always good project manager
Perquisites
Giving special rewards to some employees such as assigned parkingspaces, corner offices, executive dining
Fringe Benefit
Education benefits, insurance, profit sharing
9 4 MANAGE PROJECT TEAM
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9.4 MANAGE PROJECT TEAM OUTPUTS
Outputs
.1. Requested changes
.2. Recommended correctiveactions
.3. Recommended preventive
actions
.4. Organizational process
assets (updates)
.5. Project management plan
(updates)
.1. Requested changes (9.4.3.1 p.218)
.2. Recommended corrective actions
(9.4.3.1 p.218)
.3. Recommended preventive actions
(9.4.3.1 p.218)
.4. Organizational process assets
(updates) (9.4.3.1 p.218)
.5. Project management plan
(updates)(9.4.3.1 p.218)
K bi d l M
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Kebiasaan dalam Merespon
tugas yang diberikan
Melibatkan interprestasi dari berbagai profesi keahlian
Dipengaruhi loyalitas
Melihat proyek dari posisi yang sangat berbeda.
Behavioural responses
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What the client wanted As the architect saw it As the QS estimated it As the engineer saw it
As the planning dept saw it As the building inspector saw it As the fire dept saw it
As the environmentalist saw it As the makers supplied it As the builder erected it
Original idea and sketches by Dave Taylor
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Thank you
PROJECT HUMAN RESOURCE MANAGEMENT