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Topic 7 Human Resource & Communications Management

Topic 7 Human Resource & Communications Management. Schwalbe: Chapter 9, 10. Learning Objectives. Explain the importance of good human resource management on projects, especially on information technology projects Define project human resource management and understand its processes

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Topic 7 Human Resource & Communications Management

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  1. Topic 7 Human Resource & Communications Management Schwalbe: Chapter 9, 10 ICT 327 Management of IT Projects Semester 2, 2004

  2. Learning Objectives • Explain the importance of good human resource management on projects, especially on information technology projects • Define project human resource management and understand its processes • Summarize key concepts for managing people by understanding the theories of Abraham Maslow, Frederick Herzberg, David McClelland, and Douglas McGregor on motivation, H. J. Thamhain and D. L. Wilemon on influencing workers, and Stephen Covey on how people and teams can become more effective ICT 327 Management of IT Projects Semester 2, 2004

  3. Learning Objectives • Discuss organizational planning and be able to create a project organizational chart, responsibility assignment matrix, and resource histogram • Understand important issues involved in project staff acquisition and explain the concepts of resource assignments, resource loading, and resource leveling • Assist in team development with training, team-building activities, and reward systems • Describe how project management software can assist in project human resource management ICT 327 Management of IT Projects Semester 2, 2004

  4. The Importance of Human Resource Management • People determine the success and failure of organizations and projects • Recent statistics about IT workforce: • The total number of U.S. IT workers was more than 10.1 million in December 2002, up from 9.9 million in January 2002 • IT managers predict they will need to hire an additional 1.2 million workers in the near future • Hiring by non-IT companies outpaces hiring by IT companies by a ratio of 12:1 ICT 327 Management of IT Projects Semester 2, 2004

  5. Digital Planet Reports • The global high-tech industry generated more than $2.1 trillion in 1999, $2.3 trillion in 2000, and $2.4 trillion in 2001 • The Internet and e-commerce were notable bright spots in the global economy • Global e-commerce went up 79 percent from 2000 to 2001 • China, Poland, and other developing countries are playing an increasing role in the global IT market ICT 327 Management of IT Projects Semester 2, 2004

  6. Long Hours & Stereotypes of IT Workers Hurt Recruiting • Many people are struggling with how to increase and diversify the IT labor pool. Noted problems include: • The fact that many IT professionals work long hours and must constantly stay abreast of changes in the field • Undesirable stereotypes that keep certain people away from the career field, like women • The need to improve benefits, redefine work hours and incentives, and provide better human resource management ICT 327 Management of IT Projects Semester 2, 2004

  7. What is Project Human Resource Management? • Project human resource management includes the processes required to make the most effective use of the people involved with a project. Processes include • Organizational planning • Staff acquisition • Team development ICT 327 Management of IT Projects Semester 2, 2004

  8. Keys to Managing People • Psychologists and management theorists have devoted much research and thought to the field of managing people at work • Important areas related to project management include • motivation (intrinsic and extrinsic) • influence and power • effectiveness ICT 327 Management of IT Projects Semester 2, 2004

  9. Motivation • Abraham Maslow developed a hierarchy of needs to illustrate his theory that people’s behaviors are guided by a sequence of needs • Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny ICT 327 Management of IT Projects Semester 2, 2004

  10. Maslow’s Hierarchy of Needs ICT 327 Management of IT Projects Semester 2, 2004

  11. Herzberg’s Motivational and Hygiene Factors • Frederick Herzberg wrote several famous books and articles about worker motivation. He distinguished between • motivational factors: achievement, recognition, the work itself, responsibility, advancement, and growth, which produce job satisfaction • hygiene factors: cause dissatisfaction if not present, but do not motivate workers to do more. Examples include larger salaries, more supervision, and a more attractive work environment ICT 327 Management of IT Projects Semester 2, 2004

  12. McClelland’s Acquired-Needs Theory • Specific needs are acquired or learned over time and shaped by life experiences, including: • Achievement (nAch): Achievers like challenging projects with achievable goals and lots of feedback • Affiliation (nAff): People with high nAff desire harmonious relationships and need to feel accepted by others, so managers should try to create a cooperative work environment for them • Power: (nPow): People with a need for power desire either personal power (not good) or institutional power (good for the organization). Provide institutional power seekers with management opportunities ICT 327 Management of IT Projects Semester 2, 2004

  13. McGregor’s Theory X and Theory Y • Douglas McGregor popularized the human relations approach to management in the 1960s • Theory X: assumes workers dislike and avoid work, so managers must use coercion, threats, and various control schemes to get workers to meet objectives • Theory Y: assumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needs • Theory Z: introduced in 1981 by William Ouchi and is based on the Japanese approach to motivating workers, emphasizing trust, quality, collective decision making, and cultural values ICT 327 Management of IT Projects Semester 2, 2004

  14. Thamhain and Wilemon’s Ways to Have Influence on Projects 1. Authority: the legitimate hierarchical right to issue orders 2. Assignment: the project manager's perceived ability to influence a worker's later work assignments 3. Budget: the project manager's perceived ability to authorize others' use of discretionary funds 4. Promotion: the ability to improve a worker's position 5. Money: the ability to increase a worker's pay and benefits 6. Penalty: the project manager's ability to cause punishment 7. Work challenge: the ability to assign work that capitalizes on a worker's enjoyment of doing a particular task 8. Expertise: the project manager's perceived special knowledge that others deem important 9. Friendship: the ability to establish friendly personal relationships between the project manager and others

  15. Ways to Influence that Help and Hurt Projects • Projects are more likely to succeed when project managers influence with • expertise • work challenge • Projects are more likely to fail when project managers rely too heavily on • authority • money • penalty ICT 327 Management of IT Projects Semester 2, 2004

  16. Power • Power is the potential ability to influence behavior to get people to do things they would not otherwise do • Types of power include • Coercive • Legitimate • Expert • Reward • Referent ICT 327 Management of IT Projects Semester 2, 2004

  17. Improving Effectiveness - Covey’s 7 Habits • Project managers can apply Covey’s 7 habits to improve effectiveness on projects • Be proactive • Begin with the end in mind • Put first things first • Think win/win • Seek first to understand, then to be understood • Synergize • Sharpen the saw ICT 327 Management of IT Projects Semester 2, 2004

  18. Empathic Listening and Rapport • Good project managers are empathic listeners; they listen with the intent to understand • Before you can communicate with others, you have to have rapport • Mirroring is a technique to help establish rapport • IT professionals often need to develop empathic listening and other people skills to improve relationships with users and other stakeholders ICT 327 Management of IT Projects Semester 2, 2004

  19. Improving Relationships Between Users and Developers • Some organizations require business people, not IT people, to take the lead in determining and justifying investments in new computer systems • CIOs push their staff to recognize that the needs of the business must drive all technology decisions • Some companies reshape their IT units to look and perform like consulting firms ICT 327 Management of IT Projects Semester 2, 2004

  20. Organizational Planning • Organizational planning involves identifying, documenting, and assigning project roles, responsibilities, and reporting relationships • Outputs and processes include • project organizational charts • work definition and assignment process • responsibility assignment matrixes • resource histograms ICT 327 Management of IT Projects Semester 2, 2004

  21. Sample Organizational Chart for a Large IT Project ICT 327 Management of IT Projects Semester 2, 2004

  22. Work Definition and Assignment Process ICT 327 Management of IT Projects Semester 2, 2004

  23. Sample Responsibility Assignment Matrix (RAM) ICT 327 Management of IT Projects Semester 2, 2004

  24. RAM Showing Stakeholder Roles ICT 327 Management of IT Projects Semester 2, 2004

  25. Sample RACI Chart R = responsibility, only one R per task A = accountability C = consultation I = informed ICT 327 Management of IT Projects Semester 2, 2004

  26. Sample Resource Histogram ICT 327 Management of IT Projects Semester 2, 2004

  27. Staff Acquisition • Staffing plans and good hiring procedures are important in staff acquisition, as are incentives for recruiting and retention • Some companies give their employees one dollar for every hour a new person they helped hire works • Some organizations allow people to work from home as an incentive • Research shows that people leave their jobs because they don’t make a difference, don’t get proper recognition, aren’t learning anything new, don’t like their coworkers, and want to earn more money ICT 327 Management of IT Projects Semester 2, 2004

  28. Resource Loading and Leveling • Resource loading refers to the amount of individual resources an existing project schedule requires during specific time periods • Resource histograms show resource loading • Overallocation means more resources than are available are assigned to perform work at a given time ICT 327 Management of IT Projects Semester 2, 2004

  29. Sample Histogram Showing an Overallocated Individual ICT 327 Management of IT Projects Semester 2, 2004

  30. Resource Leveling • Resource leveling is a technique for resolving resource conflicts by delaying tasks • The main purpose of resource leveling is to create a smoother distribution of resource usage and reduce overallocation ICT 327 Management of IT Projects Semester 2, 2004

  31. Resource Leveling Example ICT 327 Management of IT Projects Semester 2, 2004

  32. Team Development • It takes teamwork to successfully complete most projects • Training can help people understand themselves, each other, and how to work better in teams • Team building activities include • physical challenges • psychological preference indicator tools ICT 327 Management of IT Projects Semester 2, 2004

  33. Meyers-Briggs Type Indicator (MBTI) • MBTI is a popular tool for determining personality preferences and helping teammates understand each other • Four dimensions include: • Extrovert/Introvert (E/I) • Sensation/Intuition (S/N) • Thinking/Feeling (T/F) • Judgment/Perception (J/P) • NTs or rationals are attracted to technology fields • IT people vary most from the general population in not being extroverted or sensing ICT 327 Management of IT Projects Semester 2, 2004

  34. Social Styles Profile • People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness: • Drivers • Expressives • Analyticals • Amiables • People on opposite corners (drivers and amiables, analyticals and expressives) may have difficulties getting along ICT 327 Management of IT Projects Semester 2, 2004

  35. Social Styles ICT 327 Management of IT Projects Semester 2, 2004

  36. Reward and Recognition Systems • Team-based reward and recognition systems can promote teamwork • Focus on rewarding teams for achieving specific goals • Allow time for team members to mentor and help each other to meet project goals and develop human resources ICT 327 Management of IT Projects Semester 2, 2004

  37. General Advice on Teams • Focus on meeting project objectives and producing positive results • Fix the problem instead of blaming people • Establish regular, effective meetings • Nurture team members and encourage them to help each other • Acknowledge individual and group accomplishments ICT 327 Management of IT Projects Semester 2, 2004

  38. Using Software to Assist in Human Resource Management • Software can help in producing RAMs and resource histograms • Project management software includes several features related to human resource management such as • viewing resource usage information • identifying under and overallocated resources • leveling resources ICT 327 Management of IT Projects Semester 2, 2004

  39. Resource Usage View from Microsoft Project ICT 327 Management of IT Projects Semester 2, 2004

  40. Resource Usage Report from Microsoft Project ICT 327 Management of IT Projects Semester 2, 2004

  41. Project Resource Management Involves Much More Than Using Software • Project managers must • Treat people with consideration and respect • Understand what motivates them • Communicate carefully with them • Focus on your goal of enabling project team members to deliver their best work ICT 327 Management of IT Projects Semester 2, 2004

  42. Project Communications Management Schwalbe: Chapter 10 ICT 327 Management of IT Projects Semester 2, 2004

  43. Learning Objectives • Understand the importance of good communication on projects and describe the major components of a communications management plan • Discuss the elements of project communications planning, including information distribution, performance reporting, and administrative closure • Discuss various methods for project information distribution and the advantages and disadvantages of each • Understand individual communication needs and how to determine the number of communications channels needed for a project ICT 327 Management of IT Projects Semester 2, 2004

  44. Learning Objectives • Understand how the main outputs of performance reporting help stakeholders stay informed about project resources • Recognize how the main outputs of administrative closure are used to formally end a project • List various methods for improving project communications, such as managing conflicts, running effective meetings, using e-mail effectively, and using templates • Describe how software can enhance project communications ICT 327 Management of IT Projects Semester 2, 2004

  45. Importance of Good Communications • The greatest threat to many projects is a failure to communicate • Our culture does not portray IT professionals as being good communicators • Research shows that IT professionals must be able to communicate effectively to succeed in their positions • Strong verbal skills are a key factor in career advancement for IT professionals ICT 327 Management of IT Projects Semester 2, 2004

  46. Project Communications Management Processes • Communications planning: determining the information and communications needs of the stakeholders • Information distribution: making needed information available in a timely manner • Performance reporting: collecting and disseminating performance information • Administrative closure: generating, gathering, and disseminating information to formalize phase or project completion ICT 327 Management of IT Projects Semester 2, 2004

  47. Communications Planning • Every project should include some type of communications management plan, a document that guides project communications • Creating a stakeholder analysis for project communications also aids in communications planning ICT 327 Management of IT Projects Semester 2, 2004

  48. Communications Management Plan Contents • A description of a collection and filing structure for gathering and storing various types of information • A distribution structure describing what information goes to whom, when, and how • A format for communicating key project information • A project schedule for producing the information • Access methods for obtaining the information • A method for updating the communications management plans as the project progresses and develops • A stakeholder communications analysis ICT 327 Management of IT Projects Semester 2, 2004

  49. Sample Stakeholder Analysis for Project Communications ICT 327 Management of IT Projects Semester 2, 2004

  50. Information Distribution • Getting the right information to the right people at the right time and in a useful format is just as important as developing the information in the first place • Important considerations include • using technology to enhance information distribution • formal and informal methods for distributing information ICT 327 Management of IT Projects Semester 2, 2004

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