mitm743 advanced project management. formal controls - elements that could deliver clear outcomes,...
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Informal Project Management: Human Resource ManagementMITM743Advanced Project Management
Formal vs Informal
Formal controls - elements that could deliver clear outcomes, such as budget, quality, and procurement (especially when dealing with external parties)
Informal controls - elements that related to people, such as human resources and communications.
What about project set up (or project initiation) management, project time management and project risk assessment?
Project Human Resource Management
People determine the success and failure of organizations and projects
Long Hours and Stereotypes of IT Work Hurt Recruiting The fact that many IT professionals work long
hours and must constantly keep up with changes in the field
Undesirable stereotypes that keep certain people away from the career field, like women
The need to improve benefits, redefine work hours and incentives, and provide better human resource management
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What is Project Human Resource Management?
Project human resource management includes the processes required to make the most effective use of the people involved with a project. Processes include Organizational planning Staff acquisition Team development
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Organizational Planning
Organizational planning involves identifying, documenting, and assigning project roles, responsibilities, and reporting relationships
Outputs and processes include project organizational charts work definition and assignment process responsibility assignment matrixes resource histograms
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Sample RACI Chart
R = responsibility, only one R per taskA = accountabilityC = consultationI = informed
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Staff Acquisition
Staffing plans and good hiring procedures are important in staff acquisition, as are incentives for recruiting and retention
Some companies give their employees one dollar for every hour a new person they helped hire works
Some organizations allow people to work from home as an incentive
Why people leave?
Research shows that people leave their jobs because : they don’t make a difference don’t get proper recognition aren’t learning anything new don’t like their coworkers want to earn more money
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Resource Loading and Leveling
Resource loading refers to the amount of individual resources an existing project schedule requires during specific time periods
Overallocation means more resources than are available are assigned to perform work at a given time
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Resource Leveling
Resource leveling is a technique for resolving resource conflicts by delaying tasks
The main purpose of resource leveling is to create a smoother distribution of resource usage and reduce overallocation
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Team Development
It takes teamwork to successfully complete most projects
Training can help people understand themselves, each other, and how to work better in teams
Team building activities include physical challenges psychological preference indicator tools
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Reward and Recognition Systems
Team-based reward and recognition systems can promote teamwork
Focus on rewarding teams for achieving specific goals
Allow time for team members to mentor and help each other to meet project goals and develop human resources
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General Advice on Teams
Focus on meeting project objectives and producing positive results
Fix the problem instead of blaming people
Establish regular, effective meetings Nurture team members and
encourage them to help each other Acknowledge individual and group
accomplishments
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Resource Usage View from Microsoft Project
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Resource Usage Report from Microsoft Project
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Project Resource Management Involves Much More Than Using Software
Project managers must Treat people with consideration and
respect Understand what motivates them Communicate carefully with them
Focus on your goal of enabling project team members to deliver their best work
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Keys to Managing People
Psychologists and management theorists have devoted much research and thought to the field of managing people at work
Important areas related to project management include motivation (intrinsic and extrinsic) influence and power effectiveness
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Motivation
Abraham Maslow developed a hierarchy of needs to illustrate his theory that people’s behaviors are guided by a sequence of needs
Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny
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Maslow’s Hierarchy of Needs
Herzberg’s Motivational Factors
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Herzberg’s Motivational Factors
Frederick Herzberg wrote several famous books and articles about worker motivation. He distinguished between motivational factors: achievement,
recognition, the work itself, responsibility, advancement, and growth, which produce job satisfaction
hygiene factors: cause dissatisfaction if not present, but do not motivate workers to do more. Examples include larger salaries, more supervision, and a more attractive work environment
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Thamhain and Wilemon’s Ways to Have Influence on Projects
Authority: the legitimate hierarchical right to issue orders
Assignment: the project manager's perceived ability to
influence a worker's later work assignments
Budget: the project manager's perceived ability to
authorize others' use of discretionary funds
Promotion: the ability to improve a worker's position
Money: the ability to increase a worker's pay and benefits
Thamhain and Wilemon’s Ways to Have Influence on Projects
Penalty: the project manager's ability to cause
punishment
Work challenge: the ability to assign work that
capitalizes on a worker's enjoyment of doing a
particular task
Expertise: the project manager's perceived special
knowledge that others deem important
Friendship: the ability to establish friendly personal
relationships between the project manager and others
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Ways to Influence that Help and Hurt Projects Projects are more likely to succeed
when project managers influence with expertise work challenge
Projects are more likely to fail when project managers rely too heavily on authority money penalty
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Power Power is the potential ability to influence
behavior to get people to do things they would not otherwise do
Power
Coercive
Legitimate
RewardExpert
Referent
Coercive Power
• Involves using punishment, threats or other negative approaches to get people to do things they do not want to do. This type of power relates to using penalty and threat.
• Example: A project manager can threaten to fire workers or subcontractors to try to get them to change behavior.
• However, influencing using penalties is correlated to unsuccessful projects. Nevertheless, coercive power can be very effective in stopping negative behavior.
Legitimate Power
Getting people to do things based on a position of authority.
This type of power is similar to the authority basis of influence.
If top management gives project managers organizational
authority, project managers can use legitimate power in
several situations.
They can make key decisions without involving the project tea,
for example.
Overemphasis of legitimate power or authority also correlates
with project failure.
Expert Power
Involves using personal knowledge and expertise to get
people to change their behavior. If people perceive that
project managers are experts in certain situations, they
will follow their suggestions.
For example, if a project manager has expertise in working
with a particular information technology supplier and their
products, the project team will be more likely to follow the
project manager’s suggestion on how to work with that
vendor and its products.
Reward Power
Involves using incentives to induce people to do things.
Rewards can include money, status, recognition,
promotions, special work assignments, or other means
of rewarding someone for desired behavior.
Many motivation theorists suggest that only certain
types of rewards, such as work challenge , achievement,
and recognition, truly induce people to change their
behavior or work hard.
Referent Power
This is based on individual’s personal charisma.
People hold someone with referent power in very high regard and will do what they say based on their regard for the person.
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Empathic Listening and Rapport Good project managers are empathic listeners;
they listen with the intent to understand
Before you can communicate with others, you
have to have rapport
Mirroring is a technique to help establish rapport
IT professionals often need to develop empathic
listening and other people skills to improve
relationships with users and other stakeholders
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Improving Relationships Between Users and Developers
Some organizations require business people, not
IT people, to take the lead in determining and
justifying investments in new computer systems
CIOs push their staff to recognize that the needs
of the business must drive all technology
decisions
Some companies reshape their IT units to look
and perform like consulting firms
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Improving Effectiveness – Learning styles
The Visual-Auditory-Kinesthetic learning styles model or 'inventory', usually abbreviated to VAK, provides a simple way to explain and understand your own learning style
Special Test