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Project management team is a subset of the project team and is responsible
for project management activities. Can be divided into administrative and behavioral
decisions
HR Planning
I/P to HR Planning
Environmental Factors – (I/P to HR Planning)
1.
Organizational (which departments, their working arrangements, relationships)
2.
Technical (Disciplines and Specialties needed)
3.
Interpersonal (Formal or informal reporting relationships, culture
and language differences etc)
4.
Logistical (How much distance)
5.
Political (Individual goals and agendas)
Constrains – Organizational Structure, Collective bargaining agreements,
Economic Conditions.
Collective bargaining agreements: Contractual agreements with unions or other
employee groups can require certain roles or reporting relationships.
Organizational process assets- templates and Checklists
PMP: Activity Resource Requirement
TT
Organizational Charts and position description– Hierarchical, Matrix based
and Text Oriented. Some assignments are in risk, quality or communication plan.
To ensure each work package has clear owner and each member has clear understanding
of their R&R.
Hierarchical
Organizational Breakdown Structure (OBS) -
A depiction of the project organization
arranged so as to relate work packages to organization units.
RBS – Resource Break Down Structure is an hierarchical chart which shows
break down of project by resource types. RBS is helpful in tracking project
costs, aligned with organizations accounting system, can contain categories other
than human resources.
RAM (Matrix based also called table) – Responsibility assignment Matrix,
can be developed at various levels. RACI (Responsible, Accountable, Consult
and Inform). Show who does what (x=person,
y=phase). The most important feature of the RAM is the participatory development
process involving all stakeholders
Text oriented more detailed include responsibilities, authority, competencies
and qualification also known as position description and “Role responsibility authority
forms”.
Networking: Informal interaction including proactive correspondence, luncheon
etc. Concentrated Networking is useful at the beginning of the project. Interpersonal
Skills – Are also known as soft skills
O/P of HR Planning
Roles and Responsibilities Role, Authority, Responsibility and competency
Staff Management Plan – Describes when and how human resource requirements
will be met. SMP can be updated because of promotions, retirements, illness, performance
issues and changing workloads. SMP contents:
1.
Staff acquisition – internal or external or contract, same
location or different, Cost etc
2.
Timetable – Resource histogram is prepared, bars beyond
the maximum available hours identify need for resource leveling strategy.
3.
Release criteria – Morale is improved if transitions are
already planned.
4.
Training Needs
5.
Recognition and rewards
6.
Compliance – With Government regulations
7.
Safety
Project Organization Chart
Acquire Project team: improves the
competencies and interaction of team members to enhance project performance. Includes
improving skill and feeling of trust and cohesiveness.
I/P : EE factors (availability, ability, experience, Interest, cost), OP
assets, R&R, Project Org Chart, Staffing Mgmt Plan.
TT: Pre-assignment, Negotiation, Acquisition, Virtual teams
O/P: Project Staff Assignments, resource availability, SMP (update)
* Before creating final schedule “resource availability” has to be confirmed.
Develop Project Team: Involves tacking team member performance, providing
feedback, resolving issues and coordinating changes to enhance project performance.
I/P : Project staff assignment, staffing management plan, resource availability
TT: General Mgmt Skills (Soft Skill), Training, Team Building activities,
Ground rules, Co-location, R&R
O/P: Team Performance Assessment: Project team effectiveness is evaluated.
Manage Project Team: involves tracking team member performance providing
feedback, resolving issues and coordinating the changes to enhance project performance.
Project management team observes team behavior, manages conflict, resolves issues
and coordinating changes to enhance project performance. Management of Project teams
is complicated in Matrix organization.
I/P: OP asset, Project Staff Assignments, R&R, Org Charts, Staff MP,
Team Performance Assessment (for project teams), Work Performance Information (for
team member), Performance Reports (for projects).
TT: Observation and conversation,
Project performance appraisals, conflict management (team members initially responsible
to resolve and later manager), Issue log.
O/P: Inputs to org performance appraisal, LLs,
Halo Effect – Tendency to rate high or low on all the factors due to the
impression of a high or low rating on some specific factor.
Five Stages of Team Development – Forming, Storming, Norming, Performing
and Adjourning
Kickoff Meeting – Indirect Method to start team development. It should answer
1.Why am I here? 2.Who are you and your expectations of me? 3. What is this team
going to do? 4.How is the team going to do this work? 5.How do I fit into all this?
Lessons Learned from Manage Project Team –
- Project organization charts, positions and Staff MP
- Ground rules, conflict management techniques and recognitions
- Procedures for Virtual teams, co-location, training and team
building - Special skills and competencies by team members discovered
- Issues and solutions
Role of Sponsor
During initiation: to provide financial resource,
provide requirements, SOW, info for Prelim project scope statement, dictates milestone,
issue project charter, set priority between projects and triple constraints,
Act as a protector of the project
During planning: May review WBS, supply initial
risks, determine reporting needs, provide expert judgment, approve PMP
During project executing and M&C: approve
changes to project charter, enforce quality policy, resolve conflict beyond PM,
help evaluate tradeoffs between crashing, fast tracking and re-estimate, clarify
scope questions, approve or reject changes
provide formal acceptance of deliverables (if
he is a customer)
Role Team member:
completes the work in addition involve in determining WBS, estimates and its completion
and deviation from PMP.
Role of functional manager:
individual who manages and owns the resources in a specific department and directs
the technical work. Approves PMP and final schedule, assigns resources, assist with
team member performance.
Role of Project manager:
Is in charge of the project not necessarily of the resources. May be technical expert,
leads and direct project plan development, determine and deliver quality level,
create change control system, maintains control over the project, accountable for
project success and failure, integrates project components into a cohesive whole.
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Linear Responsibility Chart (LRC) –
identifying responsibility, assignments by work packages and action required.
Resources Histogram – often part of
Staffing Management Plan; shows resource usage (eg staff hours) per time period
(eg week, month) of a specific job function.
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The best forms of power are generally Reward and Expert. Form of power by position
are reward, penalty and formal
Reasons of Conflicts in Order of Frequency – 1. Schedule 2. Project Priorities
3. Resources 4. Technical Opinions 5. Administrative Procedures 6. Cost 7. Personality
Conflict Management
Avoidance/Withdrawal (Ignoring)
At least one party withdraws from conflict. Cool off period, could be lose/lose
Retreating from actual or potential disagreement; delaying
(e.g. “Just document the problem”)
Competition/Forcing
Exerting one’s viewpoint; a last resort [win/lose]
(e.g. “Call the customer and demand that you receive the approval today.”
Compromising
Bargaining and searching for solutions; neither party wins but each gain some satisfaction.
[Lose-Lose Situation] this is very rarely a good way to resolve technical issues.
Definite solution is achieved in the end
Accommodation
Opposite of Competition. One party meets other party need at expense of his own.
Lose/Win
Collaborating
Involves incorporating multiple ideas and viewpoints from people with different
perspectives and offers a good opportunity to learn from others (good when project
is too important to be compromised) Win/Win Best Strategy
**Smoothing
De-emphasize differences and emphasize commonalities; friendly but avoids solving
root causes; delaying (eg. Manager says an issue is valid but doesn’t think it will
be a big problem later)
**Problem Solving / Confrontation
Address conflict directly in problem solving mode
[win/win]
3 steps of problem solving:
1.
Analyze the situation / Document the situation
2.
Develop alternatives with the team
3.
Go to management
Motivational Theory:
Content & Process Theories
Content: “What” energizes, directs behavior
–
Maslow’s Hierarchy of Needs Theory Physiological
(need for air, water, food housing, clothing), Safety (security, stability,
freedom from harm), Social (love, affection, approval, friends, association),
Esteem (accomplishment, respect, attention, appreciation), Self-Actualization
(self fulfillment, growth, learning)
Hertzberg’s Motivator/Hygiene Theories (
Responsibility, Self-Actualization, Professional Growth, Recognition;
Hygiene:
Working Conditions, Salary, Relationship at Work, Safety, status)
Process: “How” personal factors influence behavior
1.
McGregor’s Theory X and Theory Y (X: Assumes people lack ambition, dislike responsibility,
are inherently self-centered and are not very bright; motivate by reward and punishment.
will accept responsibility, can become self-motivated and exercise self-control;
motivate by removing obstacles and providing self-directed environment.)
2.
Ouchi’s Theory Z/Japanese Theory
( focus on team, company; usually lifetime employment, collective decision making
)
Other Motivational Theories:
Behaviorism – people behavior can be
modified through manipulation of rewards and punishments
Expectancy Theory – Motivation is explained
in terms of expectations that people have about (1) their ability to perform effectively
on the job, (2) the rewards they might obtain if they do perform effectively and
(3) the value or degree of satisfaction they anticipate from those rewards.
Leadership Theories:
McGregor – Theory X (employee lack ambition)
and Theory Y (org structure are responsible for motivation)
Tannenabaum-Schmidt model – Continuum
of leadership styles between the autocratic and participative styles
Blake and Mouton – ref to managerial
grid (Concern for People Vs Concern for Production), whereas 1,1 is laissez faire
mgmnt, 1,9 is Country Club mgmnt, 9,1 is Task oriented mgmnt, 5,5 is Compromise
mgmnt and 9,9 is team mgmnt.
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Resource calendar – identifies period
when resource is working through the year.
Performance Appraisals/Assessment – Project Manager will collect information
from team member’s supervisors when project performance appraisals are completed.
Team Performance assessment is done by the PM in order to evaluate and improve the
effectiveness of team.
Arbitration – The hearing and resolution of a dispute performed by a neutral
party.
Perquisites – Giving Special rewards like corner office, parking space.
Fringe Benefits – Standard benefits given to all employees.
Notes: I am not the writter
of this post, please thanks the anonymous writter
"Hi There,
ReplyDeleteVery Nice post on PMP Notes.That was very helpfull.keep posting"