read: pmbok, chpt 9
TRANSCRIPT
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