人力资源管理与团队建设培训公开课

人力资源管理与团队建设培训公开课学习

提示学习内容项目人力资源管理对象与特点项目人力资源管理管理过程项目人力资源的管理方法学习重点如何进行人员分配？怎样对项目成员进行激励?怎样管理冲突？如何进行有效的团队建设？学习难点人员与工作的匹配如何提高团队效力?KnowledgeareaProjectmanagementprocessgroupsinitiationplanningexecutingMonitoringandcontrollingclosingProjecthumanresourcemanagementHumanresourceplanningAcquireProjectteam,DevelopProjectteamprojectphasesandtheprojectlifecycle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developmentProjectfeasibilityProjectacquisitionSleDeliverablesForeachphaseManagementPlan

ProjectplansLastworkpackageCompletedworkPreliminaryCostestimateBudgetaryCostestimateDefinitiveCostestimateLessonslearned2-levelWBS3-levelWBSPerformancereportCustomeracceptance项目管理过程

overlapofprocessinaphase启动initiating计划planning执行executing监督与控制controlling结束closing活动的强度时间timePhasefinishPhasestartLevelOfactivity＊＊活动的强度LevelOfactivityBasedontheprocessintegrationscopetimecostqualityHumanresourcecommunicationriskprocurementplanningdevelopprojectmanagementplanScopeplanningScopedefinitionCreateWBSActivitydefinition,ActivitysequencingActivityResourcesestimatingScheduledevelopment

CostEstimating,CostBudgeting,QualityplanningHumanresourceplanningCommunicationsplanningRiskManagementplanning,riskidentification,riskanalysis,riskresponseplanningPlanpurchasesandacquisitions,PlancontractingBasedontheprocessintegrationscopetimecostqualityHumanresourcecommunicationriskprocurementMonitoringandcontrollingMonitorandcontrolprojectwork,integratedChangecontrolScopeverificationScopecontrolSchedulecontrol

Monitorandcontrolprojectwork,integratedChangecontrol,PerformqualityassuranceAcquireProjectteam,DevelopProjectteamPerformancereporting,ManagestakeholdersRiskmonitoringAndcontroladministrationWhatisproject

humanresourcemanagementProjecthumanresourcemanagementincludestheprocessesrequiredtomakethemosteffectiveuseofthepeopleinvolvedwithaproject.Humanresourcemanagementincludesallprojectstakeholders.项目人力资源的管理特点项目人力资源管理具有暂时性。项目人力资源管理的责任关系相对复杂。项目人力资源管理方法随项目生命期阶段或管理过程的不同而不同。Humanresourcesplanning:involvesidentifyinganddocumentingprojectroles,responsibilities,andreportingrelationship.mainprocessesAcquiringtheprojectteam:involvesgettingtheneededpersonnelassignedtoandworkingontheprojectDevelopingtheprojectteam:involvesbuildingIndividualandgroupskillstoenhanceprojectperformanceManagingtheprojectteam:involvestrackingTeammemberperformance,motivatingteammember,providingtimelyfeedback谢谢！2011年春季学期11第一讲概论HumanResourcesPlanningDocumentsaboutprojectRolesresponsibilityandrelationshipsAnorganizationalchartfortheprojectAstaffingmanagementplanningDeterminesrolesandresponsibilitiesWhichareoftenshowninaresponsibilityassignmentmatrixAcquiringtheprojectteamResourceassignmentResourceloadingResourcelevelingWhenresourceareusedonamoreconstantbasis,theyrequirelessmanagement.enableprojectmanagerstouseajust-in-timeinventorytypeOfpolicyforusingsubcontractorsorotherexpensiveresources.ResourcelevelingresultsinfewproblemsforpersonalandaccountingdepartmentResourcelevelingoftenimprovesmorale.

BuildingtheProjectTeamNegotiatewithTheirSupervisorTalktoPotentialTeamMembersIdentifyNecessarySkillsRenegotiatewithTopManagementIdentifyPeopleWithSkillsBuildFallbackPositionsAssembletheTeamSuccess?Success?YesYesNoNoCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall14Developingtheprojectteam了解团队发展过程识别人才培养人才识别有效和无效项目团队DevelopingtheprojectteamformingstormingnormingperformingadjourningStagesinGroupDevelopmentForming–membersbecomeacquaintedStorming–conflictbeginsNorming–membersreachagreementPerforming–membersworktogetherAdjourning–groupdisbandsPunctuatedEquilibriumisadifferentmodelCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall17TeamDevelopmentStages1.Forming2.Storming3.Norming4.PerformingConveneAdjournInclusionControlCooperationProductivityProductiveOrganizedInfightingTestingQuietPoliteGuardedImpersonalBusiness-likeHighMoraleEstablishproceduresDevelopteamskillsConfrontissuesRebuildmoraleConflictovercontrolConfrontationalAlienationPersonalagendasLowmoraleTrustFlexibleSupportiveConfidentEfficientHighMorale18AchievingCross-FunctionalCooperationCross-functionalcooperationTaskOutcomesPsycho-SocialOutcomesRules&ProceduresPhysicalProximityAccessibilitySuperordinateGoals19EffectiveProjectTeamsClearSenseofMissionProductiveInterdependencyCohesivenessTrustEnthusiasmResultsOrientationCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall20ReasonsWhyTeamsFailPoorlydevelopedoruncleargoalsPoorlydefinedprojectteamroles&interdependenciesLackofprojectteammotivationPoorcommunicationPoorleadershipTurnoveramongprojectteammembersDysfunctionalbehaviorCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall21BuildingHigh-PerformingTeamsMaketheprojectteamtangiblePublicity Terminology&languageRewardgoodbehaviorFlexibilityCreativityPragmatismDevelopapersonaltouchLeadbyexle PositivefeedbackforgoodperformanceAccessibility&consistency22BasicGroupConceptsRolesNormsStatusCohesivenessSizeCompositionVirtualProjectTeams useelectronicmediatolinkmembersofageographicallydispersedprojectteamHowCanVirtualTeamsBeImproved?Useface-to-facecommunicationwhenpossibleDon’tletteammembersdisappearEstablishacodeofconductKeepeveryoneinthecommunicationloopCreateaprocessforaddressingconflict24团队效力模型团队效力组成：能力、人格、角色和差异、规模、机动性、对团队工作的偏爱过程：共同的目标、特定的目标、特定功效对冲突的管理、社会惰化关联因素：足够的资源领导和结构绩效考评奖励系统工作设计：自治权技能多样性任务确定型任务重要性Myers-BriggsTypeIndicator：Mostwidelyusedpersonality-assessmentinstrument

intheworld

thinking思考型orfeeling情绪型(TorF),extrovertedorintroverted(EorI)sensing感觉orintuitive直觉(SorN),judging判断型orperceiving

认知型(JorP)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ManageTheProjectTeamToolsandTechniquesObservationandconversationProjectperformanceappraisalConflictmanagementIssuelogsGeneraladviceonmanagingteamsBepatientandkindwithyourteam.FixtheprobleminsteadofblamingpeopleEstablishregular,effectivemeetingsAllowingtimeforteamstogothroughthebasicteam-buildingstages.LimitthesizeofworkteamPlansomesocialactivitiestohelpprojectteammemberandotherstakeholdersgettoknoweachotherbetter.Stressteamidentity.NurtureteammembersandencouragethemtohelpeachotherAcknowledgeindividualandgroupaccomplishmentTakeadditionalactionstoworkwithvirtualteammember.ConflictManagement

Conflictisaprocessthatbeginswhenyouperceivethatsomeonehasfrustratedorisabouttofrustrateamajorconcernofyours.CategoriesGoal-orientedAdministrativeInterpersonalViewsTraditionalBehavioralInteractionist29SourcesofConflictOrganizationalRewardsystemsScarceresourcesUncertaintyDifferentiationInterpersonalFaultyattributionsFaultycommunicationPersonalgrudges&prejudices30ConflictResolutionMediate–defusion/confrontationArbitrate–judgmentControl–cooldownperiodAccept–unmanageableEliminate–transferConflictisoftenevidenceofprogress!31ConflictProcessNegotiation aprocessthatispredicatedonamanager’sabilitytouseinfluenceproductivelyQuestionstoAskPriortoEnteringaNegotiationHowmuchpowerdoIhave?Whatsortof

timepressuresarethere?DoItrustmyopponent?33PrincipledNegotiationSeparatethepeoplefromtheproblemFocusoninterests,notpositionsInventoptionsformutualgainInsistonusingobjectivecriteria34SleorganizationalchartforlargeinformationtechnologyprojectProjectmanagementDeputyprojectmanagementSystemsengineeringIndependentTestgroupProjecttechnicalleadQualityassuranceConfigurationmanagementSubjectManager1SubjectManager2SubjectManager3Team1Team1Team1Team1Team1Team1WorkDefinitionAndAssignmentProcessContract，Charter，Charter,scopestatementstepsKeyoutputsRequirementsfinalizationFinalizedprojectscopebaselineFinalizedtechnicalbaselineHowworkwillbedoneProgram/teamapproachTechnicalapproachBreakdowntheworkWorkbreakdownstructure(WBS)ActivitydefinitionsAssigntheworkOrganizationalbreakdownstructure(OBS)OBSResponsibilityResponsibilityAssignmentMatrix(RAM)Aresponsibilityassignmentmatrix:isamatrixthatmapstheworkoftheprojectasdescribedintheWBStothepeopleresponsibleforperformingtheworkasdescribedintheOBS1.1.11.1.21.1.31.1.41.1.51.1.61.1.71.1.8SystemengineeringRRPSoftwaredevelopmentRPHardwaredevelopmentRPTestengineeringPRPQualityassuranceRPConfigurationm