1、Project Human Resource ManagementPeople are the most important asset學(xué)習(xí)提示學(xué)習(xí)內(nèi)容工程人力資源管理對象與特點工程人力資源管理管理過程工程人力資源的管理方法學(xué)習(xí)重點如何進展人員分配？怎樣對工程成員進展鼓勵?怎樣管理沖突？如何進展有效的團隊建立？學(xué)習(xí)難點人員與任務(wù)的匹配如何提高團隊效能?Knowledge areaProject management process groupsinitiationplanningexecutingMonitoring and controllingclosingProject human re

2、sourcemanagementHuman resourceplanningAcquireProject team,DevelopProject teamproject phases and the project life cycle概念階段conception實施階段implement收尾階段Close-out工作量資源投入水平規(guī)劃階段developmentProject feasibilityProject acquisitionSampleDeliverablesFor eachphaseManagementPlan Project plansLast work packageComp

3、leted workPreliminaryCost estimateBudgetaryCost estimateDefinitive Cost estimateLessons learned2-level WBS3-level WBSPerformancereportCustomeracceptance工程管理過程overlap of process in a phase啟動initiating方案planning執(zhí)行executing監(jiān)視與控制controlling終了closing活動的強度時間timePhase finishPhase startLevel Of activity活動的強

4、度Level Of activityBased on the processintegrationscopetimecostqualityHuman resourcecommunicationriskprocurementplanningdevelop project management planScope planningScope definitionCreate WBSActivity definition,Activity sequencingActivityResources estimatingSchedule development CostEstimating,CostBud

5、geting,Qualityplanning Human resourceplanningCommunicationsplanningRiskManagement planning, risk identification, risk analysis, risk response planning Plan purchases and acquisitions,Plan contractingBased on the processintegrationscopetimecostqualityHuman resourcecommunicationriskprocurementMonitori

6、ng and controllingMonitor and control projectwork, integratedChange controlScope verificationScope controlSchedulecontrol Monitor and control projectwork, integratedChange control,Perform qualityassuranceAcquireProject team,DevelopProject teamPerformance reporting,Manage stakeholdersRisk monitoringA

7、nd controladministrationWhat is project human resource managementProject human resource management includes the processes required to make the most effective use of the people involved with a project.Human resource management includes all project stakeholders.工程人力資源的管理特點工程人力資源管理具有暫時性。工程人力資源管理的責(zé)任關(guān)系相對

8、復(fù)雜。工程人力資源管理方法隨工程生命期階段或管理過程的不同而不同。Human resources planning: involves identifying and documenting project roles, responsibilities, and reporting relationship.main processesAcquiring the project team: involves getting the needed personnel assigned to and working on the projectDeveloping the project tea

9、m: involves buildingIndividual and group skills to enhance projectperformanceManaging the project team: involves tracking Team member performance, motivating team member, providing timely feedback謝謝！2021年春季學(xué)期11第一講 概論Human Resources PlanningDocuments about projectRoles responsibility and relationship

10、sAn organizational chart for the projectA staffing management planningDetermines roles and responsibilitiesWhich are often shown in a responsibility assignment matrixAcquiring the project teamResource assignmentResource loadingResource levelingWhen resource are used on a more constant basis, they re

11、quire less management.enable project managers to use a just-in-time inventory type Of policy for using subcontractors or other expensive resources.Resource leveling results in few problems for personal and accounting departmentResource leveling often improves morale. 6-14Building the Project TeamNeg

12、otiate with Their SupervisorTalk to Potential Team MembersIdentify Necessary SkillsRenegotiate with Top ManagementIdentify People With SkillsBuild Fallback PositionsAssemble the TeamSuccess?Success?YesYesNoNoCopyright 2021 Pearson Education, Inc. Publishing as Prentice Hall Developing the project te

13、am了解團隊開展過程識別人才培育人才識別有效和無效工程團隊Developing the project teamformingstormingnormingperformingadjourning6-17Stages in Group DevelopmentForming members become acquaintedStorming conflict beginsNorming members reach agreementPerforming members work togetherAdjourning group disbandsPunctuated Equilibrium is

14、a different modelCopyright 2021 Pearson Education, Inc. Publishing as Prentice Hall 6-18Team Development Stages1. Forming2. Storming3. Norming4. PerformingConveneAdjournInclusionControlCooperationProductivityProductiveOrganizedInfightingTestingQuiet Polite Guarded Impersonal Business-like High Moral

15、eEstablish procedures Develop team skills Confront issues Rebuild moraleConflict over control Confrontational Alienation Personal agendas Low moraleTrust Flexible Supportive Confident Efficient High Morale6-19Achieving Cross-Functional CooperationCross-functional cooperationTask OutcomesPsycho-Socia

16、l OutcomesRules & ProceduresPhysical ProximityAccessibilitySuperordinate Goals6-20Effective Project TeamsClear Sense of MissionProductive InterdependencyCohesivenessTrustEnthusiasmResults OrientationCopyright 2021 Pearson Education, Inc. Publishing as Prentice Hall 6-21Reasons Why Teams FailPoorly d

17、eveloped or unclear goalsPoorly defined project team roles & interdependenciesLack of project team motivationPoor communicationPoor leadershipTurnover among project team membersDysfunctional behaviorCopyright 2021 Pearson Education, Inc. Publishing as Prentice Hall 6-22Building High-Performing Teams

18、 Make the project team tangiblePublicityTerminology & languageReward good behaviorFlexibilityCreativityPragmatismDevelop a personal touchLead by examplePositive feedback for good performanceAccessibility & consistencyBasic Group ConceptsRolesNormsStatusCohesivenessSizeComposition6-24Virtual Project

19、Teamsuse electronic media to link members of a geographically dispersed project teamHow Can Virtual Teams Be Improved?Use face-to-face communication when possibleDont let team members disappearEstablish a code of conductKeep everyone in the communication loopCreate a process for addressing conflict團

20、隊效能模型團隊效能組成：才干、人格、角色和差別、規(guī)模、機動性、對團隊任務(wù)的偏愛過程：共同的目的、特定的目的、特定效果對沖突的管理、社會惰化關(guān)聯(lián)要素：足夠的資源指點和構(gòu)造績效考評獎勵系統(tǒng)任務(wù)設(shè)計：自治權(quán)技藝多樣性義務(wù)確定型義務(wù)重要性Myers-Briggs Type Indicator ：Most widely used personality-assessment instrument in the worldthinking 思索型or feeling 心情型(T or F),extroverted or introverted (E or I)sensing覺得 or intuitive直

21、覺 (S or N),judging 判別型or perceiving 認(rèn)知型(J or P) 諸葛亮識別人才的“七招何之以是非而觀其志窮之以詞辨而觀其變資之以計謀而觀其識告之以猖難而觀其勇辭之以酒而觀其性臨之以利而觀其廉期之以事而觀其性Manage The Project TeamTools and Techniques Observation and conversationProject performance appraisalConflict managementIssue logs General advice on managing teamsBe patient and kin

22、d with your team.Fix the problem instead of blaming peopleEstablish regular, effective meetingsAllowing time for teams to go through the basic team-building stages .Limit the size of work teamPlan some social activities to help project team member and other stakeholders get to know each other better

23、.Stress team identity.Nurture team members and encourage them to help each otherAcknowledge individual and group accomplishmentTake additional actions to work with virtual team member.6-29Conflict ManagementConflict is a process that begins when you perceive that someone has frustrated or is about t

24、o frustrate a major concern of yours.CategoriesGoal-orientedAdministrativeInterpersonalViewsTraditionalBehavioralInteractionist6-30Sources of ConflictOrganizationalReward systemsScarce resourcesUncertaintyDifferentiationInterpersonalFaulty attributionsFaulty communicationPersonal grudges & prejudice

25、s6-31Conflict ResolutionMediate defusion/confrontationArbitrate judgmentControl cool down period Accept unmanageable Eliminate transfer Conflict is often evidence of progress!Conflict Process6-33Negotiationa process that is predicated on a managers ability to use influence productivelyQuestions to A

26、sk Prior to Entering a NegotiationHow much power do I have?What sort of time pressures are there?Do I trust my opponent?6-34Principled NegotiationSeparate the people from the problemFocus on interests, not positionsInvent options for mutual gainInsist on using objective criteriaSample organizational

27、 chart for large information technology projectProject managementDeputy project managementSystems engineeringIndependentTest groupProject technicalleadQualityassuranceConfigurationmanagementSubjectManager 1SubjectManager 2SubjectManager 3Team 1Team 1Team 1Team 1Team 1Team 1Work Definition And Assign

28、ment ProcessContract，Charter，Charter, scope statementstepsKey outputsRequirements finalizationFinalized project scope baselineFinalized technical baselineHow work will be doneProgram/team approachTechnical approachBreak down the workWork breakdown structure ( WBS)Activity definitionsAssign the workO

29、rganizational breakdown structure (OBS)OBS ResponsibilityResponsibility Assignment Matrix (RAM)A responsibility assignment matrix :is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS1.1.11.1.21.1.31.1.41.1.51.1.61.1.71.1.8System engineeringRRPSo