第五讲项目人力资源管理与团队建设ppt课件

1、Project Human Resource ManagementPeople are the most important asset学习提示学习内容工程人力资源管理对象与特点工程人力资源管理管理过程工程人力资源的管理方法学习重点如何进展人员分配？怎样对工程成员进展鼓励?怎样管理冲突？如何进展有效的团队建立？学习难点人员与任务的匹配如何提高团队效能?Knowledge areaProject management process groupsinitiationplanningexecutingMonitoring and controllingclosingProject human re

2、sourcemanagementHuman resourceplanningAcquireProject team,DevelopProject teamproject phases and the project life cycle概念阶段conception实施阶段implement收尾阶段Close-out工作量资源投入水平规划阶段developmentProject feasibilityProject acquisitionSampleDeliverablesFor eachphaseManagementPlan Project plansLast work packageComp

3、leted workPreliminaryCost estimateBudgetaryCost estimateDefinitive Cost estimateLessons learned2-level WBS3-level WBSPerformancereportCustomeracceptance工程管理过程overlap of process in a phase启动initiating方案planning执行executing监视与控制controlling终了closing活动的强度时间timePhase finishPhase startLevel Of activity活动的强

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.工程人力资源的管理特点工程人力资源管理具有暂时性。工程人力资源管理的责任关系相对

8、复杂。工程人力资源管理方法随工程生命期阶段或管理过程的不同而不同。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谢谢！2021年春季学期11第一讲 概论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了解团队开展过程识别人才培育人才识别有效和无效工程团队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团

20、队效能模型团队效能组成：才干、人格、角色和差别、规模、机动性、对团队任务的偏爱过程：共同的目的、特定的目的、特定效果对冲突的管理、社会惰化关联要素：足够的资源指点和构造绩效考评奖励系统任务设计：自治权技艺多样性义务确定型义务重要性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觉得 or intuitive直

21、觉 (S or N),judging 判别型or perceiving 认知型(J or P) 诸葛亮识别人才的“七招何之以是非而观其志穷之以词辨而观其变资之以计谋而观其识告之以猖难而观其勇辞之以酒而观其性临之以利而观其廉期之以事而观其性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