read: pmbok, chpt 9

Read: PMBok, chpt 9

4 Separate Processes Designed to

- organize

- manage, and

- lead the project team

Plan H/R Mgmt.

Acquire Project Team

Initiation Planning Executing Monitoring &

Controlling

Closing

Develop Project Team

Manage Project Team

Responsibilities increase as the size of the project team increases

Influence the project team (location, communication, etc.)

PM team should be subscribe to, be aware of, and ensure professional & ethical behavior (all team members)

Project

Team

Project MgmtTeam

Sponsor Project TeamSr. Manager

▪ Provides financial resources for project

▪ Should be external to the project at a suitable level.

▪ Formally accepts the product of the project

▪ May issue the project charter (AKA the project initiator)

▪ Set priorities among projects

▪ Set priorities among the triple constraints

▪ Resolve conflicts that the project manager cannot resolve

▪ Do the work of the project

▪ Provide input to planning

▪ Resolve conflicts among themselves, if possible

▪ Review performance reports

Process: Plan H/R Mgmt.

Identifying and documenting roles, responsibilities, relationships and creating a staffing management plan.

Process: Plan H/R Mgmt.

1. Organizational Charts, position

descriptions2. Networking

3. Organizational theory

4. Expert Judgment5. Meetings

INPUTSProject Mgmt. PlanActivity Resource

RequirementsEEFsOPAs

TOOLS & TECHNIQUES

OUTPUT

HRManagement

Plan

Hierarchical Charts(PMBok 261)OBS (Org. Breakdown Structure)

- arranged with the existing depts. & teams, but with each activity or work package listed under each department.

RBS (Resource Breakdown Structure)- Break down each description of the resource until its small enough to be used in conjunction with the WBS to allow for planning & controlling work.

ProjectDevelop New Widget

Marketing Dept.

Manuf.Dept

Legal Dept.

WBS activity 2.1Survey customer needs

WBS activity 5.2Send Communication

WBS activity 7.1Prepare Prototype

WBS activity 3.8.10Provide technical specs.

ProjectDevelop New Widget

1.1 PM Team 1.2 Marketing Dept.

1.3 Legal Dept.

1. People 2. Materials 3. Equipment

1.1.1 Proj Mgr

1.1.3 Proj Coordinator

1.1.2 Marketing Manager

Matrix-based Charts(PMBok 262)RACI (Responsible, Accountable, Consult, Inform)

• shows each person assigned to the work and their level of involvement.

• shows all activities associated with one person and all people associated with 1 activity.

• ensures that there is only 1 person accountable for any 1 task to avoid confusion of responsibility.

• Useful when the project uses internal & external resources

RACI Chart (Responsible, Accountable, Consult, Inform)

• How should the human resources for the project be defined, staffed, managed, and released.

• Becomes an input to the Project Management Plan

Includes…Knowing the resources & their availabilityHiring new employees

Handling virtual teams

Contracts to hire new resources, outsourcing

Negotiations

Managing the risk of losing resources

Dedicated

Part-time

Partnership

Virtual

Know the team you’ll be working with; the type of team could impact your project or work.

Be ware of the Halo Effect.

Assuming someone will be great at one thing because he’s great at another thing.

Eg., “He’s a great programmer. He will be a great Project Manager.”

Forming

Storming

Norming

Performing

Adjourning

- AKA the Tuckman ladder

- 5 stages of development a team may go through

• Helps individual team members work together effectively.

• An ongoing process

Aka Tight matrix

Placing many members in the same physical location to enhance their ability to perform.

1. Schedules

2. Project priorities

3. Resources

4. Technical opinions

5. Administrative procedures

6. Cost

7. Personality

• Relative importance and intensity of the conflict

• Time pressure to resolve• Position of the persons involved• Motivation for a short or long-

term resolutions

• Withdraw/Avoid• Smooth/Accommodate• Compromise/Reconcile• Collaborate/Problem Solve

• Withdraw/Avoid• The parties avoid the issue or

postpone making a decision.

• Smooth/Accommodate• Emphasizes agreeing between

the parties; doesn’t look to necessarily solve the conflict.

• Compromise/Reconcile• Finding a solution that will

satisfy both parties (no party gets everything)

• Collaborate/Problem Solving• Parties try to find a solution

that incorporates multiple viewpoints. Leads to a win-win.

• Forcing/Directing• Pushing one viewpoint at the

expense of another• Results in a win-lose situation.

Formal (Legitimate) – based on your position

Reward – reward for performance

Penalty (Coercive) – the ability to punish

Expert – your knowledge or past performance

Referent – another person liking you

NOTE: The best forms are EXPERT and REWARD.

Penalty is the worst

Formal, Reward, and Penalty are derived from your position in the company

EXPERT is earned on your won.

Leadership

Influencing

Effective Decision Making

4 Popular Management Theories

- McGregor’s Theory of X and Y

- Maslow’s Hierarchy of Needs

- David McClellan’s Theory of Needs

- Herzberg’s Theory

All workers fit into 1 of 2 groups

Theory X – People need to be watched every minute & avoid work whenever possible

Theory Y – People are willing to work without supervision and want to achieve. Employees can direct their own efforts.

XX

Y

People are motivated by their ability to contribute and use their skills “self-actualization”; not by security or money.

Self Actualization

Esteem

Social

Safety

Physiological

Self Fulfillment, Growth, Learning

Accomplishment, Respect, Attention, Appreciation

Love, Respect, Approval, Friends, Association

Security, Stability, Freedom from harm

Basic; needs for air, food, water, shelter, clothing

Aka Acquired Needs TheorySays people are motivated by 1 of 3 basic needs and should be managed based on which of these needs are most important to them.

Primary Need Management Tips

Achievement • Needs projects that are challenging, but reachable.• Likes recognition.

Affiliation • Work best when cooperating with others• Seek approval rather than recognition

Power • Have a socially-oriented need for power• Are effective leaders• Like to organize & influence others

Focuses on the motivating factors of hygienePoor hygiene factors may destroy motivation, but improving hygiene will not improve motivation.

People are motivated by

Responsibility, Self-actualization, Professional growth, security

Hygiene factors:

Working conditions

Salary

Personal life

Work relationships

Security

Status