人力资源管理与团队建设培训课程.ppt

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1、People are the most important asset|学习内容学习内容|项目人力资源管理对象与特点项目人力资源管理对象与特点|项目人力资源管理管理过程项目人力资源管理管理过程|项目人力资源的管理方法项目人力资源的管理方法|学习重点学习重点|如何进行人员分配？如何进行人员分配？|怎样对项目成员进行激励怎样对项目成员进行激励? ?|怎样管理冲突？怎样管理冲突？|如何进行有效的团队建设？如何进行有效的团队建设？|学习难点学习难点人员与工作的匹配人员与工作的匹配如何提高团队效力如何提高团队效力? ?Knowledge areaProject management process gr

2、oupsinitiationplanningexecutingMonitoring and controllingclosingProject human resourcemanagementHuman resourceplanningAcquireProject team,DevelopProject teamproject phases and the project life cycle概念阶段概念阶段conception实施阶段实施阶段implement收尾阶段收尾阶段Close-out工工作作量量资资源源投投入入水水平平规划阶段规划阶段developmentProject feasi

3、bilityProject acquisitionSampleDeliverablesFor eachphaseManagementPlan Project plansLast work packageCompleted workPreliminaryCost estimateBudgetaryCost estimateDefinitive Cost estimateLessons learned2-level WBS3-level WBSPerformancereportCustomeracceptance项目管理过程overlap of process in a phase启动启动init

4、iating计划计划planning执行执行executing监督与控制监督与控制controlling结束结束closing活动的强度时间timePhase finishPhase startLevel Of activity活活动动的的强强度度Level Of activityBased on the processintegrationscopetimecostquality Human resourcecommunicationriskprocurementplanningdevelop project management planScope planningScope defini

5、tionCreate WBSActivity definition,Activity sequencingActivityResources estimatingSchedule development CostEstimating,CostBudgeting,Qualityplanning Human resourceplanningCommunicationsplanningRiskManagement planning, risk identification, risk analysis, risk response planning Plan purchases and acquis

6、itions,Plan contractingBased on the processintegrationscopetimecostquality Human resourcecommunicationriskprocurementMonitoring and controllingMonitor and control projectwork, integratedChange controlScope verificationScope controlSchedulecontrol Monitor and control projectwork, integratedChange con

7、trol,Perform qualityassuranceAcquireProject team,DevelopProject teamPerformance reporting,Manage stakeholdersRisk monitoringAnd controladministrationWhat is project human resource managementProject human resource management includes the processes required to make the most effective use of the people

8、 involved with a project.Human resource management includes all project stakeholders.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。Human resources planning: involves identifying and documenting project roles, responsibilities, and reporting relationship.main processesAc

9、quiring the project team: involves getting the needed personnel assigned to and working on the projectDeveloping the project team: involves buildingIndividual and group skills to enhance projectperformanceManaging the project team: involves tracking Team member performance, motivating team member, p

10、roviding timely feedback11谢谢！谢谢！Human Resources PlanningDocuments about projectRoles responsibility and relationshipsAcquiring the project teamResource assignmentResource loadingResource levelingWhen resource are used on a more constant basis, they require less management.enable project managers to

11、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. 14Building the Project TeamNegotiate with Their SupervisorTalk to Potential Team

12、MembersIdentify Necessary SkillsRenegotiate with Top ManagementIdentify People With SkillsBuild Fallback PositionsAssemble the TeamSuccess?Success?YesYesNoNoDeveloping the project team了解团队发展过程了解团队发展过程识别人才识别人才培养人才培养人才识别有效和识别有效和无效项目团队无效项目团队Developing the project teamformingstormingnormingperformingadj

13、ourning17Stages in Group DevelopmentForming members become acquaintedStorming conflict beginsNorming members reach agreementPerforming members work togetherAdjourning group disbandsPunctuated Equilibrium is a different model18Team Development Stages1. Forming2. Storming3. Norming4. PerformingConvene

14、AdjournInclusionControlCooperationProductivityProductiveOrganizedInfightingTestingQuiet Polite Guarded Impersonal Business-like High MoraleEstablish procedures Develop team skills Confront issues Rebuild moraleConflict over control Confrontational Alienation Personal agendas Low moraleTrust Flexible

15、 Supportive Confident Efficient High Morale19Achieving Cross-Functional CooperationCross-functional cooperationTask OutcomesPsycho-Social OutcomesRules & ProceduresPhysical ProximityAccessibilitySuperordinate Goals20Effective Project TeamsvClear Sense of MissionvProductive InterdependencyvCohesivene

16、ssvTrustvEnthusiasmvResults Orientation21Reasons Why Teams FailPoorly developed or unclear goalsPoorly defined project team roles & interdependenciesLack of project team motivationPoor communicationPoor leadershipTurnover among project team membersDysfunctional behavior22Building High-Performing Tea

17、ms Make the project team tangible Publicity Terminology & languageReward good behavior Flexibility Creativity PragmatismDevelop a personal touch Lead by example Positive feedback for good performance Accessibility & consistencyBasic Group ConceptsRolesNormsStatusCohesivenessSizeComposition24Virtual

18、Project 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 c

19、onflict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-Briggs Type Indicator ：Most widely used personality-assessment instrument in the worldthinking 思考型思考型or feeling 情绪型情绪型(T or F),extroverted or introverted (E or I)sensing感觉

20、感觉 or intuitive直觉直觉 (S or N),judging 判断型判断型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何之以是非而观其志穷之以词辨而观其变穷之以词辨而观其变资之以计谋而观其识资之以计谋而观其识告之以猖难而观其勇告之以猖难而观其勇辞之以酒而观其性辞之以酒而观其性临之以利而观其廉临之以利而观其廉期之以事而观其性期之以事而观其性Manage The Project TeamTools and Techniques Observation and conversationProject performance apprais

21、alConflict management1.Issue logs General advice on managing teamsBe patient and kind 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 activit

22、ies to help project team member and other stakeholders get to know each other better.Stress team identity.Nurture team members and encourage them to help each otherAcknowledge individual and group accomplishment1.Take additional actions to work with virtual team member.29Conflict ManagementConflict

23、is a process that begins when you perceive that someone has frustrated or is about to frustrate a major concern of yours.CategoriesGoal-orientedAdministrativeInterpersonalViewsTraditionalBehavioralInteractionist30Sources of ConflictOrganizationalReward systemsScarce resourcesUncertaintyDifferentiati

24、onInterpersonalFaulty attributionsFaulty communicationPersonal grudges & prejudices31Conflict ResolutionMediate defusion/confrontationArbitrate judgmentControl cool down period Accept unmanageable Eliminate transfer Conflict is often evidence of progress!Conflict Process33Negotiationa process that i

25、s predicated on a managers ability to use influence productivelyQuestions to Ask Prior to Entering a NegotiationHow much power do I have?What sort of time pressures are there?Do I trust my opponent?34Principled NegotiationSeparate the people from the problemFocus on interests, not positionsInvent op

26、tions for mutual gainInsist on using objective criteriaSample organizational chart for large information technology projectProject managementDeputy project managementSystems engineeringIndependentTest groupProject technicalleadQualityassuranceConfigurationmanagementSubjectManager 1SubjectManager 2Su

27、bjectManager 3Team 1Team 1Team 1Team 1Team 1Team 1Work Definition And Assignment ProcessContract，Charter，Charter, scope statementstepsKey outputsRequirements finalizationFinalized project scope baselineFinalized technical baselineHow work will be doneProgram/team approachTechnical approachBreak down

28、 the workWork breakdown structure ( WBS)Activity definitionsAssign the workOrganizational 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 responsib

29、le 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 engineeringRRPSoftware development RPHardware developmentRPTest engineeringPRPQuality assurance RPConfiguration managementRPIntegrated logistic supportPtrainingRPWBS activity OBS units R=Responsible orga

30、nizational unitP=Performing organizational unit StakeholdersitemsABCDEUnit testSAIIRIntegration testSPAIRSystemsSPAIRUser acceptanceSPIARRAM Showing stakeholder rolesA=AccountableP=ParticipantR=Review RequiredI=Input RequiredS=Sign-off RequiredSample RACI ChartGa=Group a1=task1R=ResponsibilityA=Acco

31、untabilityC=consultationI=InformationGaGbGcGdGe1RACCI2CIRAI3ARICC4ICAIR5AICIRStaffing management plans and resource histogramsStaffing management plan describes when and how people will be added to and taken off the project teamThe staffing management plan often includes a resources histogram12341234562486CCBBAB1234562486CCBBABDaysworkersDaysworkersC=3B=5A has 3 days of slackC has 2 days of slackA=2项目干系人示意图（？）业主合同合作伙伴新闻媒体社区公众政府部门潜在竞争对手利益相关者当事人项目干系人设计方承包商监理工程师供应商咨询顾问贷款方银行投资方股东?谢谢 谢！谢！