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PMBOK Chapter 9 Project Human Resource Management And Case Study

PMBOK Chapter 9 Project Human Resource Management And Case Study. Jacob Sandnes 3/30/15. Road Map. Introduction Plan Human Resource Management Acquire Project Team Develop Project Team Manage Project Team Case Study Conclusion. Introduction.

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PMBOK Chapter 9 Project Human Resource Management And Case Study

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  1. PMBOK Chapter 9 Project Human Resource ManagementAnd Case Study Jacob Sandnes 3/30/15

  2. Road Map • Introduction • Plan Human Resource Management • Acquire Project Team • Develop Project Team • Manage Project Team • Case Study • Conclusion

  3. Introduction • Project HRM – the processes that organize, manage, and lead the project team. • The project team – those with assigned roles to complete the project. • The project management team – responsible for management and leadership. • Project HRM can also include. • Sponsors, clients, support staff, etc.

  4. Introduction • Managing and leading involves • Influencing the project team (human factors) • Professional and ethical behavior. • Project HRM processes interact with other areas knowledge areas. • Initial team members create WBS • Additional members may be needed • Their experience levels may increase or decrease project risk

  5. Introduction • Process areas are • Plan human resources • Acquire project team • Confirm HR availability and obtain team • Develop project team • Improve competencies, interaction, and environment • Manage project team • Tracking performance and managing changes

  6. Road Map • Introduction • Plan Human Resource Management • Acquire Project Team • Develop Project Team • Manage Project Team • Case Study • Conclusion

  7. Plan Human Resource Management • Process of: • Identify/document • Roles • Responsibilities • Required skills • Reporting • Relationships

  8. Plan Human Resource Management • Key benefits • Establishes • Roles • Responsibilities • Project org. charts • Staffing management plan

  9. Plan Human Resource Management • Inputs • Project management plan • Activity resource requirements • Specifically human resources needed. • Enterprise environmental factors • Organizational culture and structure. • Existing human resources. • Organizational process assets • Policies, templets, lessons learned, etc.

  10. Plan Human Resource Management • Tools and Techniques • Org. charts and position descriptions • Hierarchical, matrix, and text-oriented • Networking • Organizational theory • Expert judgment • Meetings

  11. Plan Human Resource Management • Charts

  12. Plan Human Resource Management • Outputs • Human resource management plan • Defines roles and responsibilities • Role, authority, responsibility, and competencies • Project org. charts • Staffing management plan • Staff acquisition • Resource calendars • Staff release plan • Training needs • Recognition and rewards • Compliance and safety

  13. Road Map • Introduction • Plan Human Resource Management • Acquire Project Team • Develop Project Team • Manage Project Team • Case Study • Conclusion

  14. Acquire Project Team • Process of: • Confirming HR availability • Obtaining the team. • Key benefit: • Outlining & guiding the team selection and responsibility assignment.

  15. Acquire Project Team • Inputs • Human resource management plan • Enterprise environmental factors • Organizational process assets

  16. Acquire Project Team • Tools and techniques • Pre-assignment • Selected in advance • Negotiation • Functional mangers, other PM teams, and external org • Acquisition • Virtual teams • Multi-criteria decision analysis • Availability, cost, experience, ability, knowledge, skills, attitude, international factors

  17. Acquire Project Team • Outputs • Project staff assignments • Resource calendars • Project management plan updates

  18. Road Map • Introduction • Plan Human Resource Management • Acquire Project Team • Develop Project Team • Manage Project Team • Case Study • Conclusion

  19. Develop Project Team • Process of: • Improving competencies • Team member interaction • Team environment

  20. Develop Project Team • Key benefits: • Improved teamwork • Enhanced people skills • Enhanced competencies • Motivated employees • Reduced staff turnover • Better project performance

  21. Develop Project Team • Inputs • Human resource management plan • Project staff assignments • Resource calendars

  22. Develop Project Team • Tools and Techniques • Interpersonal skills • Emotional intelligence, conflict resolution, negotiation, influence, team building and group facilitation • Training • Classroom, online, on-the-job, etc. • Team-building activities (Tuckman ladder) • Forming, storming, norming, performing, adjourning • Ground rules

  23. Develop Project Team • Tools and Techniques • Colocation • Meeting rooms (war room), poster boards, etc. • Recognition and rewards • Personnel assessment tools • Surveys, structured interviews, ability tests, and focus groups

  24. Develop Project Team • Outputs • Team performance assessments • Enterprise environmental factors updates

  25. Road Map • Introduction • Plan Human Resource Management • Acquire Project Team • Develop Project Team • Manage Project Team • Case Study • Conclusion

  26. Manage Project Team • Process of: • Tracking performance • Providing feedback • Resolving issues • Managing changes

  27. Manage Project Team • Key benefits: • Influences behavior • Manages conflicts • Resolves issues • Appraises performance

  28. Manage Project Team • Inputs • Human resource management plan • Project staff assignments • Team performance assessments • Issue log • Work performance reports • Organizational process assets • Newsletters, websites, bonus structures, etc.

  29. Manage Project Team • Tools and techniques • Observation and conversation • Project performance appraisals • Conflict management • Withdraw/avoid • Smooth/accommodate • Compromise/reconcile • Force/direct • Collaborate/problem solve • Interpersonal skills (leadership, influence, decisive)

  30. Manage Project Team • Outputs • PMP updates • Project document updates • Issue log • Enterprise environmental factors updates • Organizational process assets updates

  31. Road Map • Introduction • Plan Human Resource Management • Acquire Project Team • Develop Project Team • Manage Project Team • Case Study • Conclusion

  32. Case Study • Title - “Overcoming Barriers to Self-Management in Software Teams” • The team • Basic work unit • Asmall number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.

  33. Case Study • Key question- “How should you organize teamwork for software development” • Two major types • Command and control • Centralized decision authority • Individual decisions • Self-managed • Scrum • Shared decision making

  34. Case Study • Self-managing teams • Benefits • Problems dealt quickly and accurately • Reduce cost, improve quality • Higher employee satisfaction • Higher functional redundancies • Problems • Team performance is complex • Depends on competence in managing and executing • Difficult to implement

  35. Case Study • This study examines • 5 teams • 3 companies • 3 years • All introduced agile into their projects

  36. Case Study • Company A, B, and C • A develops customer specific software on contract. Specifically for planning and work coordination • B manufactures receiving stations for meteorological and earth observation satellite data. • C develops software for maritime, offshore, and process industries.

  37. Case Study • All five teams received • One day of general intro to scrum. • One day of tailoring agile practices to their projects. • Data gathering methods • Observation of daily work and meetings (stand-ups, retrospectives, etc.) • Conducted interviews • Inspected documents

  38. Case study • Key topic emerged • Self-Management • Barriers to self-management • Team-level • Organizational-level

  39. Case study • Team-level barriers • Individual Commitment • Failure to learn • Individual leadership

  40. Case study • Individual commitment • To much priority to individual goals • Specialization • Developers created • Individual plans, full control over modules • Team members had less interaction • What if someone got sick? • Unrealistic plans • Too much in one sprint • Plans were too broad and too flexible

  41. Case study • Individual commitment • Unclear completion criteria • When is the task done? • Meetings weren’t engaging • Scrum tool was distracting • Scrum master directly addressed developers • In companies A and B some developers fell asleep!

  42. Case study • Failure to learn • Low team autonomy • Outside people needs to respect efforts at improvement. • Need to affect managerial decisions to improve. • Symbolic self-management • In company C product owner distracted team • New issue/crisis • Presented new features with uncertainty • Distracted team from iteration plan.

  43. Case study • Failure to learn • Impression management • Made project team look good • Reported unfinished task as finished • Motivated by competing project resources • Company A lost trust in team • Specialization • Problems with developer owned code unreported

  44. Case study • Individual leadership • Decentralized decision making • Failure to understand what others are doing • Company A • Developer spent 3 days implementing features for future products. • Decision hijacking • Many scrum master didn’t change decision habits. • Who should be involved in what decision? • One experienced new hire was left out of decisions.

  45. Case study • Organizational barriers • Shared Resources • Organizational control • Specialist culture

  46. Case study • Shared resources • Projects competed for shared HR • Developers assigned to two projects • Some scrum masters were allowed to prevent developers from other projects • Failure to provide scheduling and cross training • Culture did not allow changes in organization of teams. • No investment in redundancy

  47. Case study • Organizational Control • Company B • Tool for organizing tasks included information for QA department. • Project team ignored information and characterized it as busy work. • Company A • Management interested in number of hours reported rather than progress. • Scrum masters told developers to report more hours than were actually worked.

  48. Case study • Specialist Culture • Generalists needed to be able to fill in. • Company C • Chief architect controlled all decisions • Company B • Developers protected their knowledge • Developers became important and could not be fired • Company A • Developers afraid to take responsibility for code • Developers would be stuck with that product

  49. Case study • Overcoming the barriers • Organize cross-training • Increases responsiveness to change and flexibility • Collocate the team • Increases interaction and cooperation • Appreciate generalists • Select team members with potential for redundancy • Build trust and commitment • Teams’ need for learning should motivate not management’s control. • Beware of impression management

  50. Case study • Overcoming the barriers • Align people to one project at a time • Easier in large organizations • Must be coordinated by management, not team

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