This chapter presents the following content: Qualities of an effective project manager, managing versus leading a project, building and leveraging your networks, building trust: the key to exercising influence, the human resource management plan, managing project teams,...
CHAPTER 11 Project Human Resource Management Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-1 Qualities of an Effective Project Manager Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-2 Managing versus Leading a Project Mapping your project network Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-3 Building and Leveraging Your Networks • Managing Upward Relations • Leading by Example Priorities Urgency Problem solving Cooperation Ethics Standards of performance • Management by Wandering Around (MBWA) Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-4 Building Trust: the Key to Exercising Influence • Be accountable for your actions • Act consistently with your words • Live your values and communicate them regularly • Admit mistakes and take blame • Listen for understanding Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-5 Building Trust: the Key to Exercising Influence (cont.) • Act with integrity and ethics • Be an advocate for a fear-free culture • Face reality • Provide honest feedback • Building trust with openness Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-6 The Leadership Style Continuum ource: Tannenbaum and Schmidt (1973) Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-7 The Human Resource Management Plan • Human resource strategy and approach • Policy and procedure • Project organisational structure • Roles and Descriptions • HR governance (roles and responsibilities) Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-8 The Human Resource Management Plan (cont.) • Recognition and reward • Project team agreement • Risk review • Assumptions and constraints Lessons learned Team development plan Copyright â 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-9 Managing Project Teams Synergy • • + + = 10 (positive synergy) + + = (negative synergy) Characteristics of High-performing Teams Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem-solving focus Accept differences of opinion and expression Encourage risk taking and creativity Sets high personal performance standards Identify with the team Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-10 Managing Project Teams (cont.) • There are 10 or fewer members per team • Members volunteer to serve on the project team • Members serve on the project from beginning to end • Members are assigned to the project full time • Members are part of an organisational culture that fosters cooperation and trust Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-12 Managing Project Teams (cont.) • Members report solely to the project manager • All relevant functional areas are represented on the team • The project involves a compelling objective • Members are located within conversational distance of each other Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-13 Building High Performance Project Teams Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-14 Capturing Resourcing Information he journey from WBS to estimating and the creation of the budget schedule and resource matrix Circle the Resource Matrix with a red no-fill circle Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-15 Capturing Resourcing Information (cont.) esource Skill Information Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-16 Capturing Resourcing Information (cont.) taffing Management Information Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-17 Capturing Resourcing Information (cont.) Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-18 Capturing Resourcing Information (cont.) erformance Information Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-19 Conducting Project Meetings • Establishing ground rules • Planning decisions • Tracking decisions • Managing change decisions • Relationship decisions Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-20 Requirements for an Effective Project Vision Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-21 Managing Conflict Within the Project • Encouraging functional (healthy) conflict • Managing dysfunctional conflict • Rejuvenating the project team • Ensuring clarity of roles and responsibilities Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-22 Managing Conflict Within the Project (cont.) Project manager’s matrix Step 1: Define all the project roles Step 2: Capture the business rule/decision Step 3: Categorise the rule Step 4: Allocate the RASCI letters across the roles as appropriate Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-23 Managing Virtual Project Teams Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-24 Project Team Pitfalls Groupthink Bureaucratic Bypass Syndrome Going Native Team Spirit Becomes Team Infatuation Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-25 Key Terms brainstorming change management dysfunctional conflict emotional intelligence (EQ) functional conflict groupthink Management By Wandering Around (MBWA) Nominal Group Technique (NGT) positive synergy project kick-off meeting resource matrix social network building team building team charter team rituals Training Needs Analysis (TNA) virtual project team, vision Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 11-26 ... Gray, Project Management in Practice, 1e 1 1-1 7 Capturing Resourcing Information (cont.) Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, ... Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 1 1-1 6 Capturing Resourcing Information (cont.) taffing Management Information Copyright © 2013 McGraw-Hill Education (Australia)... Effective Project Manager Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e 1 1-2 Managing versus Leading a Project Mapping your project