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Software Project Management 2007 Project Human Resource Management

Software Project Management 2007 Project Human Resource Management. Solonhi Gao School of Computer. Review of chapter 8. Quality is a serious issue.

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Software Project Management 2007 Project Human Resource Management

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  1. Software Project Management 2007Project Human Resource Management Solonhi Gao School of Computer Software Engineering 1/64

  2. Review of chapter 8 • Quality is a serious issue. • Important quality concepts include satisfying stated or implied stakeholder needs, conforming to requirements, and delivering items that are fit to use. • Project quality management includes quality planning, quality assurance, and quality control. • There are many tools and techniques related to project quality management. Fishbone diagrams, Pareto charts, Statistical sampling, Six Sigma, Standard deviation, Control charts, Testing. • Many people contributed to the development of modern quality management. Deming, Juran, Crosby, Ishikawa, Taguchi, and Feigenbaum all made significant contributions to the field. • There is much room for improvement in information technology project quality. Software Engineering 2/64

  3. Learning Objectives • Explain the importance of good human resource management on projects, including the current state and future implications of human resource management, 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(马斯洛), Frederick Herzberg(赫兹伯格), David McClelland(麦克利兰), and Douglas McGregor (麦克格瑞格)on motivation(动机), H. J. Thamhain(泰穆罕) and D. L. Wilemon(威廉姆) on influencing workers, and Stephen Covey (斯蒂文 考威) on how people and teams can become more effective. Software Engineering 3/64

  4. Learning Objectives • Discuss human resource planning and be able to create a project organizational chart, responsibility assignment matrix, and resource histogram(资源直方图). • Understand important issues involved in project staff acquisition(职员召集) and explain the concepts of resource assignments, resource loading, and resource leveling(平衡). • Assist in team development with training, team-building activities, and reward systems. • Explain and apply several tools and techniques to help manage a project team and summarize general advice on managing teams. • Describe how project management software can assist in project human resource management. Software Engineering 4/64

  5. Outline • Opening case • The Importance of Human Resource Management • What is Project Human resource Management • Keys to Managing People • Human Resource Planning • Acquiring the Project Team • Developing the Project Team • Managing the Project Team • Using Software to Assist in Human Resource Management Software Engineering 5/64

  6. Opening Case • dramatis personae: Ben & Sarah Ellis(萨拉.爱丽丝). • The view of the case : • This was the third time someone from the Information Technology department tried to work with Ben. • Ben, the head of the F-44 aircraft program, who had been with the company for almost 30 years, was known for being rough around the edges and very demanding. • Ben blamed it all on the information Technology department for not letting his staff access the F-44 upgrade project’s information system directly. • The information system was based on very old technology that only a couple of people knew how to use. It often took days or even weeks for Ben’s group to get the information the needed. Software Engineering 6/64

  7. Opening Case • dramatis personae: Ben & Sarah Ellis(萨拉.爱丽丝). • The view of the case : • Sarah was in her early thirties and had advanced quickly in her company , primarily due to her keen ability to work well with all types of people. • Sarah’s job was to uncover the real problems with the F-44 aircraft program’s information technology support, and then develop as solution with Ben and his team. • Ben and three of his staff entered the conference room, Ben threw his books on the table and started yelling(大叫) at Ed and Sarah. Ed could not believe his eyes or ears when Sarah stood nose to nose with Ben and started yelling right back at him. Software Engineering 7/64

  8. Outline • Opening case • The Importance of Human Resource Management • What is Project Human resource Management • Keys to Managing People • Human Resource Planning • Acquiring the Project Team • Developing the Project Team • Managing the Project Team • Using Software to Assist in Human Resource Management Software Engineering 8/64

  9. The Importance of Project Human Resource Management • People determine the success and failure of organizations and projects. • 亨利·福特曾发出这样的感叹：“我买的是一双手，为什么总是得到一个人呢？” • Recent statistics about IT workforce: • The labor market changed a lot early in the new millennium, with shortages and then an abundance of IT workers. • A 2004 ITAA report showed a slight recovery in 2004. • The total number of IT workers in the U.S. was more than 10.5 million in early 2004, up from 10.3 million in 2003 and 9.9 million in 2002. • Eighty-nine percent of new jobs came from non-IT companies, such as banking, finance, manufacturing, food service, and transportation. • Hiring managers say interpersonal skills are the most important soft skill for IT workers.* Software Engineering 9/64

  10. 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(亮点) in the global economy. • Global e-commerce increased 79 percent between 2000 and 2001.* • China, Poland, and other developing countries are playing an increasing role in the global IT market. Software Engineering 10/64

  11. Long Hours and Stereotypes of IT Workers Hurt Recruiting • Many people are struggling with how to increase 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(老套) that keep certain people away from the career field, like women. • The need to improve benefits, redefine work hours and incentives(激励), and provide better human resource management. Software Engineering 11/64

  12. Outline • Opening case • The Importance of Human Resource Management • What is Project Human resource Management • Keys to Managing People • Human Resource Planning • Acquiring the Project Team • Developing the Project Team • Managing the Project Team • Using Software to Assist in Human Resource Management Software Engineering 12/64

  13. What is Project Human Resource Management? • 项目人力资源管理是有效地发挥项目团队人员作用的过程，以确保高效率、高质量地实现项目目标。 • 任命项目经理 • 组建项目团队 • 建设高效项目团队 • 绩效管理 • 项目人力资源管理集中在两个方面 • 针对个人的：包括工作委派、激励、培训、指导等； • 针对团队的：包括团队建设、冲突处理、沟通协商等。 Software Engineering 13/64

  14. 人事管理与人力资源管理的区别 第二次世界大战之后，管理理论的发展进入现代管理理论阶段。对人的管理也由人事管理发展成为人力资源管理。 人事管理与人力资源管理的区别，主要体现在以下四个方面： • 管理的重点 • 管理的活动 • 管理的内容 • 管理的方式 Software Engineering 14/64

  15. 人事管理与人力资源管理的区别 （1）管理的重点方面： 人事管理是以事为核心。人事管理是管人和与人有关的事，而且，以管事为核心，偏重于比较具体的有关人员的录用、调配、提职、退休等工作。人力资源管理是以人为核心，研究人的心理、需求，激励和开发人的潜能，保障人的合法权益。 （2）管理活动方面： 人事管理是被动反应型。人事工作只管人员录用、调配、人事任免，像管理机器一样管理人。人力资源管理是主动开发型。首先根据组织目标做出人力资源规划，根据需要预先做出计划安排，并主动了解人员的需求，并尽力满足员工的不同需求，为员工设计生涯发展，充分挖掘和发挥其潜力。 （3）管理内容方面： 人事管理的内容比较窄，主要是新人的录用、在职人员的管理以及老职工的退休。而人力资源管理的内容比较宽，它不仅包括人事管理的内容，而且还要包括制定人力资源发展规划、工作分析、员工生涯设计、协调工作关系等。 （4）管理方式方面： 人事管理是孤立的、静止的，人事管理的各项工作之间是分离的，与组织目标、其他部门目标、个人目标之间是脱节的。而人力资源管理是整体的、动态的，它将组织目标、各部门目标以及各人目标有机结合起来，将选聘、考核、培训、激励等工作有机结合起来，形成一个系统。 Software Engineering 15/64

  16. Project Manager • 美国《财富》杂志预言 • 项目经理将成为21世纪的黄金职业。 • 你认同这个说法吗？ • 项目经理 • 工作目标是成功地对项目的绩效（Performance）、时间进度（Time）、费用成本（Cost）、范围（Scope）进行管理。 • 项目经理在项目管理中起着决定性的作用，其素质好坏及能力强弱直接关系到项目组织能否高效运转和项目目标能否有效实现。 • 你认为项目经理的主要职责是什么？ Software Engineering 16/64

  17. Project Manager • 项目经理的职责 • 计划 • 明确项目目标，并取得管理层与客户的一致意见； • 制定项目计划，并取得管理层的批准； • 确定项目所需要的资源； • 制定项目管理所用的技术、方法及程序，建立相关信息管理系统。 • 组织 • 开发项目所需人力资源，组建项目小组，建立适当的组织机构图； • 对项目各职位进行描述，制定项目管理责任矩阵； • 确保项目小组成员理解和接受他们的职责； • 组织小组成员制定项目计划，促进项目团队内外部的有效沟通； • 根据批准的项目计划，配置各种资源。 Software Engineering 17/64

  18. Project Manager • 项目经理的职责（续） • 领导 • 具体指导实施项目计划中的各项活动，并提供阶段性的进展报告； • 定期评价项目进展情况，并根据项目计划评价项目绩效； • 负责与项目内外部门的联系、汇报、沟通与检查； • 处理冲突，化解矛盾，减少风险，促进项目小组的团队建设； • 随时了解项目的总体进展，及时解决问题，确保纠正措施的实施。 • 控制 • 确定项目活动的优先级； • 按照项目变更控制程序，对项目范围及其他变更进行评估和沟通； • 监控项目进展情况，及时发现问题并采取整改措施； • 与项目分包商保持充分有效的沟通，确保合同条款切实履行。 Software Engineering 18/64

  19. Project Manager • 你认为项目经理应当具有什么权力？ • 有一种看法：项目经理是吃力不讨好的差事，既肩负重任又没有什么职权。 • 正确的观点：一定的权限是确保项目经理承担相应责任的先决条件，也是项目管理取得成功的保证。 • 项目经理的权力 • 与职位相关的权力 • 位置权力、资源支配权力、决策权力、工作鉴定权力 • 与职位不相关的权力 • 经验或专业技术方面的权力 • 人格权力 Software Engineering 19/64

  20. Project Manager • 案例描述 • 某软件公司现有员工300人，周新已在该公司的开发部门工作了8年，具有丰富的开发经验和较高的技术水平，是公司技术攻关的骨干。 • 半年前，公司雇佣了一名刚刚获得MBA的叶小姐，她能力强、基础扎实、性格果断、人际关系也很好，工作不久便表现出在管理方面的优势。 • 公司最近接到一个较大的定单，由于时间紧任务重，公司董事会决定成立专门的项目小组进行技术攻关，但在任命项目经理的问题上出现了意见分歧。 • 你认为应该任命谁当项目经理？ Software Engineering 20/64

  21. Project Manager • 项目经理的素质 • 品德素质 • 具备正直、诚实、诚信、关心他人的道德品质； • 具有认真负责、遵纪守法、锐意进取、造福社会的责任感。 • 能力素质 • 获得充分资源的能力； • 组织及组建团队的能力； • 权衡目标的能力； • 应付危机及解决冲突的能力； • 谈判及广泛沟通的能力； • 领导才能及管理技能； • 技术能力。 Software Engineering 21/64

  22. Project Manager • 项目经理的素质（续） • 知识素质 • 具有较宽的知识面和较新的知识结构； • 应具备专业、管理、经济、金融、市场营销和法律等方面的知识； • 具备相当的外语水平以及外事工作经验。 • 身体素质 • 具备强健的身体和充沛的精力，以适应当今社会重负荷、快节奏、高效率的工作需要。 Software Engineering 22/64

  23. Project Manager • 发现、培养和发展一名项目经理并不是一蹴而就的事情，需要进行培训和培养，需要提供项目经理成长的环境和土壤。 • 提供培训 • 项目管理和综合管理知识培训：PMBOK、项目管理软件、沟通技巧、团队建设等； • 技能培训：通过实际的项目管理实践，引导其运用所学的管理知识解决公司的实际问题。 • 提供晋升的途径 • 员工在组织中的绩效和工作动力与其职业发展前景密切相关。 Software Engineering 23/64

  24. Project Manager • 一个微软招聘项目经理的广告 1.工作任务包括需求收集（客户和内部产品组）和功能定义，开发详细的功能设计说明书，协调开发、测试、用户教育各方面设计此功能的人员的工作。 2.这个角色要求具备商业发展与战略的扎实技能，能将商业需求转化成技术规格说明书，为整个产品组设定方向，并有高超的交流技能。 3.该职位要求候选人具备优秀的口才及交流能力，同时具有高超的协作能力。理想的候选人还必须具有跨不同产品组和外部业务伙伴的工作经验，对政策整合有很好的认识，有在国际环境与政府部门打交道的经验，还具有微软在线产品和服务的经验。 4.该职位必须具有很强的沟通技能和有效的公开演讲能力。需要候选人有活力、有智慧、有管理大型项目的能力，有协作能力、伙伴开发能力和关系建构能力。 Software Engineering 24/64

  25. What is Project Human resource Management • Making the most effective use of the people involved with a project. • Processes include: • Human resource planning:Identifying and documenting project roles, responsibilities, and reporting relationships. • Acquiring the project team:Getting the needed personnel assigned to and working on the project. • Developing the project team:Building individual and group skills to enhance project performance. • Managing the project team: Tracking team member performance, motivating team members, providing timely feedback(反馈), resolving issues and conflicts, and coordinating changes to help enhance project performance. Software Engineering 25/64

  26. Example • 案例描述：项目经理的郁闷 • 某软件公司主要开发面向行业用户的应用软件，由于公司运作不规范，再加上薪水微薄，人员流动大，所以开发一直在低水平上重复。 • 最近公司调整了开发战略，管理层决定开发一个商品化软件，投放市场尝试一下。此产品基本上从原有应用系统脱胎出来，管理层认为很快可以开发出来，项目周期定为2个月。 • 张某被任命为项目经理，项目一开始，人力资源部门提供了2个程序员和1个见习学生，他们对原有系统均不了解。 • 经与相关业务部门协调，张某从另外的项目中抽调了2个对原系统熟悉的程序员，事先商量好借用2个月。但在项目进行中，由于原业务部门任务紧，部门经理决定撤走这2名程序员。 Software Engineering 26/64

  27. Outline • Opening case • The Importance of Human Resource Management • What is Project Human resource Management • Keys to Managing People • Human Resource Planning • Acquiring the Project Team • Developing the Project Team • Managing the Project Team • Using Software to Assist in Human Resource Management Software Engineering 27/64

  28. 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 theories • Influence and power • Effectiveness Software Engineering 28/64

  29. Intrinsic and Extrinsic Motivation • Intrinsic motivation causes people to participate in an activity for their own enjoyment. • Extrinsic motivation causes people to do something for a reward or to avoid a penalty. • For example, some children take piano lessons for intrinsic motivation (they enjoy it) while others take them for extrinsic motivation (to get a reward or avoid punishment). Software Engineering 29/64

  30. Motivation Software Engineering 30/64

  31. Motivation Software Engineering 31/64

  32. McClelland’s (麦克利兰)Acquired-Needs Theory • Specific needs are acquired or learned over time and are shaped by life experiences. The following are the main categories of acquired needs: • Achievement (nAch)成就: People with a high need for achievement like challenging projects with attainable goals and lots of feedback. • Affiliation (nAff)友谊: People with high need for affiliation desire harmonious和谐 relationships and need to feel accepted by others, so managers should try to create a cooperative work environment for them. • Power (nPow)权利: 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. Software Engineering 32/64

  33. McGregor’s Theory X and 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强迫, threats威胁, 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.人们不是天生就不喜欢工作，而是把工作当成很自然的事情-就像玩和休息一样 • Theory Z: Introduced in 1981 by William Ouchi and is based on the Japanese approach to motivating workers, which emphasizes trust, quality, collective decision making, and cultural values. Software Engineering 33/64

  34. Thamhain(泰穆罕) and Wilemon’s(威廉姆) Ways to Have Influence on Projects • Authority: The legitimate hierarchical right to issue orders. 权利 发命令的正当等级权利 • Assignment: The project manager‘s perceived（感知） ability to influence a worker's later work assignments. • Budget: The project manager's perceived ability to authorize others' use of discretionary funds. • Promotion: The ability to improve a worker's position. • Money: The ability to increase a worker's pay and benefits. Software Engineering 34/64

  35. Thamhain and Wilemon’s Ways to Have Influence on Projects (cont’d) • Penalty: The project manager's ability to cause punishment. • Work challenge: The ability to assign work that capitalizes on a worker's enjoyment of doing a particular task. • Expertise: The project manager's perceived special knowledge that others deem important. • Friendship: The ability to establish friendly personal relationships between the project manager and others. Software Engineering 35/64

  36. Ways to Influence that Help and Hurt Projects • Projects are more likely to succeed when project managers influence people using: • Expertise • Work challenge • Projects are more likely to fail when project managers rely too heavily on: • Authority • Money • Penalty Software Engineering 36/64

  37. 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 power 强制力 • Legitimate power 合法权力 • Expert power 专家权力 • Reward power 奖励权力 • Referent power 感召权力 Software Engineering 37/64

  38. Improving Effectiveness: Covey’s(柯维) Seven Habits • Project managers can apply Covey’s seven habits to improve effectiveness on projects. • Be proactive. 积极主动 • Begin with the end in mind. 以始为终 • Put first things first. 要事第一 • Think win/win. 双赢思维 • Seek first to understand, then to be understood.知彼解己 • Synergize. 协同综效 • Sharpen the saw. 不断更新 Software Engineering 38/64

  39. Empathic Listening and Rapport • Good project managers are empathic listeners, meaning they listen with the intent to understand. • Before you can communicate with others, you have to have rapport(友好关系), which is a relation of harmony(和谐), conformity(一致), accord(协调), or affinity(亲密). • Mirroring(映照) is the matching of certain behaviors of the other person, and is a technique used to help establish rapport. • IT professionals need to develop empathic listening and other people skills to improve relationships with users and other stakeholders. Software Engineering 39/64

  40. What Went Right? • Best practices for ensuring partnerships between people in business and technology areas include: • Requiring business people, not IT people, to take the lead in determining and justifying investments in new computer systems. • Having CIOs push their staff to recognize that the needs of the business must drive all technology decisions. • Reshaping IT units to look and perform like consulting firms. IT部重组并运作得像一个咨询公司 Software Engineering 40/64

  41. Outline • Opening case • The Importance of Human Resource Management • What is Project Human resource Management • Keys to Managing People • Human Resource Planning • Acquiring the Project Team • Developing the Project Team • Managing the Project Team • Using Software to Assist in Human Resource Management Software Engineering 41/64

  42. Human Resource Planning • Organizational planning involves identifying, documenting, and assigning project roles, responsibilities, and reporting relationships. • 项目的组织计划编制包括对项目角色、职责以及报告关系进行识别、分配和归档。 • Outputs and processes include • project organizational charts（项目组织结构图） • work definition and assignment process（工作定义与分配过程） • responsibility assignment matrixes（责任分配矩阵） • resource histograms（资源直方图） Software Engineering 42/64

  43. Organizational Planning • Sample Organizational Chart for a Large IT Project Software Engineering 43/64

  44. Organizational Planning • Work Definition and Assignment Process Software Engineering 44/64

  45. Organizational Planning • A responsibility assignment matrix (RAM) is a matrix that maps the work of the project, as described in the WBS, to the people responsible for performing the work, as described in the OBS. • Can be created in different ways to meet unique project needs. Software Engineering 45/64

  46. Organizational Planning • RAM Showing Stakeholder Roles Software Engineering 46/64

  47. Staffing Management Plans and Resource Histograms • A staffing management plan describes when and how people will be added to and taken off the project team. • A resource histogram is a column chart that shows the number of resources assigned to a project over time. Software Engineering 47/64

  48. Outline • Opening case • The Importance of Human Resource Management • What is Project Human resource Management • Keys to Managing People • Human Resource Planning • Acquiring the Project Team • Developing the Project Team • Managing the Project Team • Using Software to Assist in Human Resource Management Software Engineering 48/64

  49. Acquiring the Project Team • Staffing plans and good hiring procedures are important in staff acquisition, as are incentives(刺激) for recruiting(新人) and retention(保持力). • 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 (激励). • 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. Software Engineering 49/64

  50. Staff Selection Factors Software Engineering 50/64

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