09-human resource management

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PMP Certif ication Exam Preparation

Versão 1.0 - 05/10/2003 14.25 Página 1 de 9

By Paulo Sofia

Human Resource Management

Project Human Resource Management - process required to make the most effective use of the peopleinvolved with the project. Inclui um conjunto de processos exigidos para fazer uso mais efetivo das pessoas envolvidas com oprojeto

Process

9.1 Organizational Planning

Planejamento Organizacional

The process of identifying, documenting, andassigning project roles, responsibilities, and reportingrelationships

Identificar, documentar e atribuir os papéis, asresponsabilidades e relações hierárquicas no projeto. Planejamento

9.2 Staff Acquisition

Recrutamento de pessoal

The process of getting the required human resourcesassigned and working on the project.

Obter os recursos humanos necessários afim dedesigná-los para trabalhar no projeto.

Execução 9.3 Team Development

Desenvolvimento de Equipe

The process of developing individual and group skillsto enhance project performance

Desenvolver habilidades individuais e do grupo paramelhorar o desempenho do projeto.

Types of Power (Poder)

Formal (Legitimate)

Formal Derived from formal position

Derivado do cargo que ocupa na empresa

baseado na posição do líder na estrutura hierárquica da empresa

Penalty (Coercive)

Penalidade

Predicated on fear

Sendo capaz de punir ou penalizar os membros do time baseado no medo, na capacidade que o líder tem de punir o liderado. É fundamental a posição dolíder

Reward

Recompensa

Involves positive reinforcement and ability to award something of value

Project often needs their own rewards system to affect employee performance. Used correctly, bringthe team’s goals and objectives in line with each other and with the project.

Recompensando o Trabalho

baseado na capacidade que o líder tem de oferecer recompensa financeira, psicológica, políticaou social. É fundamental a posição do líder

Expert

Especialista

Held in esteem because of special knowledge or skill (requires time)

Sendo um especialista

baseado na experiência, habilidade e conhecimento que o líder possui

Referent

Referência

Ability to influence others through charisma, personality, etc.

Referindo-se a autoridade de alguém numa alta posição

baseado na posse ou acesso do líder a informações consideradas importantes pelos liderados enas relações do líder com pessoas importantes ou influentes

The best forms of power are generally Reward and Expert


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By Paulo Sofia


Conflict Management Problem Solving (Confrontation)

Solução de Problemas (Negociação)

address conflict directly in problem solving mode . [win/win]

Resolvendo o verdadeiro problema

Compromising

Colaboração

bargaining and searching for solutions; neither party wins but each gain somesatisfaction this is very rarely a good way to resolve technical issues. [lose/lose]

Achando soluções que tragam algum grau de satisfação para ambas as partes

Smoothing

Panos Quentes

de-emphasize differences and emphasize commonalities; friendly but avoidssolving root causes; delaying

(eg. Manager says an issue is valid but doesn’t think it will be a big problemlater)

Enfatizando mais nos que concordam do que nas diferenças de opinião

Withdrawal (Ignoring)

Retirada Estratégica

retreating from actual or potential disagreement; delaying (e.g. “Just documentthe problem”)

Retirando-se ou adiando a decisão do problema

Forcing

Força

exerting one’s viewpoint; a last resort (e.g. “Call the customer and demand thatyou receive the approval today.” [win/lose]

Forçando um ponto de vista à custa do outro

Sources of Conflict INITIATION PLANNINGEXECUTION &

CONTROL CLOSE-OUTPriorities 1 1

Admin Procedures 2 3Schedules 3 2 1 1

Technical Issues 2Personnel Resources (Manpower) 3 3Personality Conflict 2

Fontes de Conflito:

1. Cronogramas2. Prioridades do Projeto3. Recursos necessários

4. Problemas técnicos5. Procedimentos Administrativos6. Personalidades diferentes7. Custos

3 steps of problem solving:

1. Analyze the situation / Document the situation

2. Develop alternatives with the team

3. Go to management

The MOST common source of conflict on projects is:Schedules


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Motivational Theory:

1. Maslow’s Hierarchy of Needs Theory(Physiological, Safety, Social/Belonging,Esteem, Self-Actualization)

2. Hertzberg’s Motivator/Hygiene Theories

(Motivator: Self-Actualization, Esteem ; Hygiene:Social, Safety, Physiological)

FATORES HIGIÊNICOS: salário, status

FATORES MOTIVADORES: O próprio trabalho,reconhecimento, aprendizagem

Maslow and Herzberg Compared

3. McGregor’s Theory X and Theory Y (X: Assumes people lack ambition, dislikeresponsibility, are inherently self-centered andare not very bright; motivate by reward and

punishment. Y: Assumes people become lazyw/o recognition, will accept responsibility, canbecome self-motivated and exercise self-control; motivate by removing obstacles andproviding self-directed environment.)

TEORIA DE MCGREGOR:

TEORIA X : As pessoas são Preguiçosas e irresponsáveis

TEORIA Y : As pessoas querem Trabalhar bem e estãopreocupadas com crescimento e Aprendizado

X X


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Functional Organization Groupspeople by specialization. Projectmanager has no formal authority ofresources and must rely on informalpower structure and his owninterpersonal skills to obtain resourcecommitments from functionalmanagers.Functional

Figure 2-7: Functional Organization

Projectized

A separate, vertical structure isestablished for each project. All theproject team members report directlyand solely to the project manager.

Figure 2-8: Projectized Organization

Matrix (Two bosses)

Strong Matrix (Forte)

Figure 2-11: Strong Matrix Organization

Weak Matrix (Fraca)

Figure 2-9: Weak Matrix Organization

Balanced Matrix(Balanceada)

Figure 2-10: Balanced Matrix Organization


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Project Expeditor Retains functional but adds a Project Expeditor who serves as acommunications link and coordinator for the project across functional units

Project Coordinator Similar to Project Expeditor except the Coordinator reports to a higher levelmanager and has some authority to assign work

Funcional

Percentual de Pessoalda Empresa Executantealocado em tempo integral

ao Projeto

Aut or idade doGerente do Projeto

Alt a aPraticamenteTotal

85 - 100 %

Moderadaa Alta

50 - 95 %

Baixa aModerada

15 - 60 %

Limitada

0 - 25 %

Pouca /Nenhuma

VirtualmenteNenhum

Tempo Parci al

Tempo Parcial

Tempo Parcial

Tempo Parcial

Tempo Integral

Tempo Parci al

Tempo Integral

Tempo Integral

Tempo Integral

Tempo Integral

Coordenador de Projetos/

Líder deProjetos

Coordenador de Projetos/

Líder de Projetos

Gerente deProjetos/

Project Officer

Gerente deProjetos/Gerente

de Programas

Gerente deProjetos/Gerente

de Programas

Papel de Gerentedo Projeto

Cargos u suais parao Gerente do Projeto

Apo io Admin ist rati voao Gerente do Projeto

Por ProjetosMatricial

Matriz Fraca Matriz Balanceada Matriz Fort e

C a r a c t e r í s t i c a s d o P r o j e t o

T i p o s d e O r g a n i z a ç ã o

Figura 2-6. Influências da Estrutura Organizacional da Empresa nos Projetos

**Memorize PMBOK “Organizational Structure Influence on Projects”

Team building is most difficult in a matrix organization. Its main purpose is to improve team performance.

Team development is based on the individual development of each member.

Leadership Styles

Autocratic PM makes decision without soliciting information from team

Consultive Intensive information solicited; PM makes decisionConsensus Team makes decision; open discussion and information gathering by team

Shareholder Little or no information exchange; team has ultimate authority for final decision

Roles of the Project Manager Functions of the Project Manager

Integrator Planning

Communicator Organizing

Team Leader Leading

Decision Maker Controlling

Climate Creator/Builder


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Responsibility Assignment Matrix (RAM) – Showwho does what (x=person, y=phase). The mostimportant feature of the RAM is the participatorydevelopment process involving all stakeholders. Showwho is participant, who is accountable, who handlesreviews, who provides input and who must sign off onspecific work packages or project phases.

Uma estrutura que relaciona a estruturaorganizacional do projeto à estrutura analítica doprojeto (WBS), ajudando a assegurar que cadaelemento do escopo de trabalho do projeto édesignado a um indivíduo responsável pela execução.

Linear Responsibility Chart (LRC) – identifyingresponsibility, assignments by work packages andaction required. Also referred to as RAM.

Resource leveling is a technique for resolvingresource conflicts by delaying tasks.

The main purpose of resource leveling is to create asmoother distribution of resource usage and reduceover-allocation

Organizational Breakdown Structure (OBS) - A depiction of the project organization arranged so as to relatework packages to organization units.

Uma representação da organização do projeto organizada de tal forma que relaciona os pacotes de trabalho àsunidades organizacionais

Resources Histogram – often part of StaffingManagement Plan; shows resource usage (eg staffhours) per time period (eg wk, mth) of a specific jobfunction.


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Rewards and Recognition Systems -- to be effective, must make the link between performance and reward clear, explicitand achievable.

Sistemas de reconhecimento e recompensaações gerenciais formais que promovem ou reforçam o comportamento desejado

a relação entre desempenho e reconhecimento/ recompensa deve ser clara, explícita e atingíveldevem haver sistemas próprios para projetos específicosos sistemas devem prever diferenças culturais

HALO EFFECT É uma tendência de achar que um indivíduo é bom ou ruim em tudo só porque ele é bom ou ruim em uma coisa.

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PPEER R QQUUIISSIITTEESS ((PPeerrk k ss)) tthhee ggiivviinngg oof f ssppeecciiaall rreewwaarrddss ttoo ssoommee eemmppllooyyeeeess ssuucchh aass aassssiiggnneedd ppaarrk k iinngg ssppaacceess,, ccoorrnneerr oof f f f iicceess,, aanndd eexxeeccuuttiivvee ddiinniinngg..

Documentation

• Staffing Management Plan – describes when resources will be brought into and taken off the project.

• Employee Record Update – as part of closure, the project manager should update employee’s record with the new skillsacquired.

A project team member has completed his work on the project. Which of the following MUST the project manager do then?

• Resource calendar – identifies period when work is allowed.

What leadership style should you employ during the first two weeks of project planning? Directing

Co-location can help with: Building the team.Equipe no mesmo local físico (co-location) ter todos, ou quase todos, os membros mais ativos do projeto em um mesmo localpara aumentar suas possibilidades de atuar como equipe

In which phase of the project management life-cycle is the project manager likely to be more coaching? Execution

Team development involves enhancing the abilities of the stakeholders, not just the team .

A resource Gantt chart includes which two data points? Resource and calendar date

A staffing management plan ?????????? When and how resources will be added to the team. A staffing management plan is a plan for how you will manage resources.


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HR Questions

Which are the five methods of managing conflict isrecommended? Why?

Problem Solving/confrontation because both parties can be fullysatisfied if the work together to find a solution that satisfies boththeir needs.

What are the three types of project interfaces thatserve as inputs to the organizational planning process.When can they occur?

(1) Organizational interfaces(2) Technical interfaces(3) Interpersonal interfacesThey can occur simultaneously.

What is McGregor’s Theory X? What is management’srole in this approach?

Traditional approach: workers are self-centered, lazy, lackingambition. Managers organize the elements of the productiveenterprise in the interest of economic ends .

What is McGregor’s theory Y? What is management’srole in this approach?

Workers are not by nature resistant to organizational needs; theyare willing and eager to accept responsibilities and are concernedwith self-growth and fulfillment. Managers should try to createan environment where workers can achieve their own goals.

What is an organizational breakdown structure (OBS)? A specific type of organizational chart that shows which units areresponsible for which work items

What is the purpose of a resource Gantt chart? It identifies when a particular resource is or will be working on aparticular task

Does the matrix form of project organization facilitateor complicate project team development?

It complicates team development because team members areaccountable to both a functional manager and a projectmanager.

Name three major forms of project organizationalstructure.

Functional, Matrix, and Projectized

What is the expectancy theory? It holds that people tend to be highly productive and motivated ifthey believe their efforts will lead to successful results and theywill be rewarded for their success.

What is problem solving/confrontation? Addressing conflict directly by getting the parties to worktogether to define the problem, collect information, develop and

analyze alternatives, and select the most appropriate alternative.Give three examples of hygiene factors in Herzberg’stheory of motivation. How do they affect motivation.

Pay, attitude of supervisor, and working conditions.Poor hygiene may destroy motivation, but improving hygienefactors in not likely to increase motivation. Motivators are anopportunity to achieve and experience self-actualization.

Who is responsible for addressing individualperformance problems?

Senior and functional management

Describe the difference between a weak matrix and astrong matrix.

Weak matrices are similar to functional organizations. Strongmatrices are similar to projectized organizations (with balance ofpower tipped toward the project manager)

What is a projectized organization? One in which a separate, functional organization is establishedfor each project. Personnel are assigned on a full-time basis.

Project manager’s concern is that the team may not be focusedon completing the project (team looks for new mandate or triesto extend the length of the project). According to PMI, thebiggest problem in Administrative Closure is retaining teammembers until closure of the project.


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