Plan Human Resource Management
Something very important from exam
standpoint –
Sexism, racism or other discrimination should never be
tolerated, no matter what the circumstances. You must separate your team from
discriminatory practices, even if those practices are normal in the country
where you’re working.
Human Resource Processes:
Plan Human Resource Management
§ plan to organize and lead the project team
§ include roles and responsibilities (identify resources that can take up
the responsibilities) as documented (ownership of deliverables) in RAM in the form of RACI chart (matrix) or in a chart/text form, org charts – an organizational
breakdown structure (OBS) and staffing management plan – staff acquisition, release, resource
calendar, resource histogram, training, rewards, compliance & safety
requirements
§ The OBS displays organizational relationships and then uses them for assigning work
to resources in a project (WBS)
§ networking is useful in understanding skills of individuals and
the political and interpersonal factors within the organization
§ org chart indicated the reporting structure of the project
What
is a RACI chart / RACI matrix or RACI graph?
§ The four letters of RACI stands for:
§ Responsible – Which project
member is responsible for
carrying out the execution of the task?
§ Accountable – The Project member
who is held accountable for
the tasks and be given the authority to make decisions? In general, there
should only be 1 member accountable for the project task.
§ Consulted – The stakeholders
that should be consulted for the work or be included in the
decision making (to be engaged in two-way communication).
§ Informed – Who should be informed of
the decisions or progresses of the work by means of email updates, progress
reports, etc. (one-way communication)?
§ The RACI chart is a tool for tracking the tools for
tracking the roles and responsibilities of project members for specific project
tasks during project execution.
§ While there can be unlimited number of members responsible for
the execution of a project task, there should only be one member accountable for the same task. Fixing the
accountability to a single person will allow the project team members to know
which person to go to should they need to know the progresses or details of the
task. This can also avoid the false assumption that the other person (if there
are more than one accountable) accountable for the task has taken care of the
task but in the end no one has looked after the task.
§ The member responsible and accountable can be the same for small
tasks.
§ Below is an example of the RACI chart for a website project:
|
Project
Manager
|
Graphic Designer
|
Copywriter
|
Coder
|
|
|
Logo Design
|
A
|
R
|
C
|
|
|
Web Copy
|
C
|
I
|
A R
|
|
|
Web
Coding
|
A
|
C
|
R
|
Acquire Project Team
§ to acquire the final project team
§ pre-assignment is the selection of certain team members in
advance
§ acquisition is to acquire resources from outside through hiring consultants or
subcontracting
§ includes bringing on contractors / consultants
§ halo effect: a cognitive bias
(if he is good at one thing, he will be good at everything)
§ Multi-criteria Decision Analysis: to select team members based
on a no. of factors: availability, cost, experience, ability, knowledge,
skills, attitude, etc.
§ training is usually paid for by the organization, not project
Develop Project Team
§ enhancing and improving overall team performance
§ offer feedback, support, engage team members, manage conflicts,
facilitate cooperation
§ cross-train people
§ team performance assessments : assess team performance as a whole vs project
performance appraisals: individual performance
§ training cost can be set within the project budget or supported
by the organization
§ PM Authority: legitimate (assigned in project charter), reward,
penalty, expert (need
to be earned), referent (charisma and likable, or ally with people with higher
power), representative (elected as representative)
§ Expert > Reward are best forms of
power. Penalty is worst.
§ Tuckman Model: Forming – Stroming – Norming – Performing –
Adjourning
§ cultural difference should be considered when determining award
and recognition
§ recognition should focus on win-win reward for the team (NOT
competitive-based)
§ team building is important throughout the whole project period
§ Motivational Theories
§ Maslow’s Hierarchy of Needs – personal needs (Physiological > Security > Social >
Esteem > Self Actualization)
§ Herzberg’s Hygiene Theory – satisfaction (motivators) vs dissatisfaction (hygiene factors
to avoid dissatisfaction but do not provide satisfaction, also called KITA
factors e.g. incentives/punishments), hygiene factors include good working
conditions, a satisfying personal life, and good relations with the boss and
coworkers
§ Expectancy Theory – Expectancy (extra work will be rewarded) Instrumentality (good
results will be rewarded) Valence (the
individual’s expected reward), for a person to be motivated,
efforts/performance/outcome must be matched – will only work hard for achievable goals
§ Achievement Theory – three motivation
needs: achievement (nAch), power (nPow), affiliation (nAff), best is a balanced
style for the PM
§ Contingency Theory –
task-oriented/relationship-oriented with stress level (high stress ->
task-oriented better)
§ Leadership Theory
§ including: analytical (with expertise), autocratic (with power),
bureaucratic, charismatic, consultative, driver (micromanagement), influencing,
laissez-faire (stay out)
§ Theory X – assumes employees
are lazy and avoid work, need incentive/threats/close supervising
§ Theory Y – assumes employees
may be ambitious and self-motivated, will perform given the right conditions
§ Theory Z – (japanese)
increasing loyalty by providing job for life with focus on well-being of
employee (on and off job), produces high productivity and morale
§ Situational Continuum Leadership – directing/telling > coaching/selling (manager define the
work) > supporting/participating (subordinate define the work) >
delegating according to maturity/capability of the subordinate
Manage Project Team
§ track team member performance, provide feedback, resolve issues
§ when managed properly, differences of opinion can lead to
increased creativity and better decision making
§ issue log is fed from Manage Stakeholder Engagement – used to understand
who is responsible for resolving specific issues
§ conflict management:
conflicts force a search for alternatives, need openness, not personal, focus
on present and future
§ conflicts: schedule, project
priority, resources, technical opinions, administrative overhead (too much
administration work), cost, personality
§ conflict resolution
§ collaborate/problem
solve[confrontation of problem] (best)
§ compromise/reconcile
(give-and-take, temporary/partially resolve)
§ force/direct (worst/short-lived)
§ smooth/accommodate (emphasis common grounds
and avoid/touch lightly
the disagreements for harmony/relationship)
§ withdraw/avoid (other leads to lose-lose)
§ compromise is lose-lose
§ Forcing would only provide a
temporary solution
§ Award decisions are made during the process of project
performance appraisals
§ monitoring and controlling is typically performed by functional
managers/HR for functional org
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