人力資源管理與團(tuán)隊(duì)建設(shè)培訓(xùn)課程

1、People are the most important asset|學(xué)習(xí)內(nèi)容學(xué)習(xí)內(nèi)容|項(xiàng)目人力資源管理對(duì)象與特點(diǎn)項(xiàng)目人力資源管理對(duì)象與特點(diǎn)|項(xiàng)目人力資源管理管理過(guò)程項(xiàng)目人力資源管理管理過(guò)程|項(xiàng)目人力資源的管理方法項(xiàng)目人力資源的管理方法|學(xué)習(xí)重點(diǎn)學(xué)習(xí)重點(diǎn)|如何進(jìn)行人員分配？如何進(jìn)行人員分配？|怎樣對(duì)項(xiàng)目成員進(jìn)行激勵(lì)怎樣對(duì)項(xiàng)目成員進(jìn)行激勵(lì)? ?|怎樣管理沖突？怎樣管理沖突？|如何進(jìn)行有效的團(tuán)隊(duì)建設(shè)？如何進(jìn)行有效的團(tuán)隊(duì)建設(shè)？|學(xué)習(xí)難點(diǎn)學(xué)習(xí)難點(diǎn)人員與工作的匹配人員與工作的匹配如何提高團(tuán)隊(duì)效力如何提高團(tuán)隊(duì)效力? ?Knowledge areaProject management process gr

2、oupsinitiationplanningexecutingMonitoring and controllingclosingProject human resourcemanagementHuman resourceplanningAcquireProject team,DevelopProject teamproject phases and the project life cycle概念階段概念階段conception實(shí)施階段實(shí)施階段implement收尾階段收尾階段Close-out工工作作量量資資源源投投入入水水平平規(guī)劃階段規(guī)劃階段developmentProject feasi

3、bilityProject acquisitionSampleDeliverablesFor eachphaseManagementPlan Project plansLast work packageCompleted workPreliminaryCost estimateBudgetaryCost estimateDefinitive Cost estimateLessons learned2-level WBS3-level WBSPerformancereportCustomeracceptance項(xiàng)目管理過(guò)程overlap of process in a phase啟動(dòng)啟動(dòng)init

4、iating計(jì)劃計(jì)劃planning執(zhí)行執(zhí)行executing監(jiān)督與控制監(jiān)督與控制controlling結(jié)束結(jié)束closing活動(dòng)的強(qiáng)度時(shí)間timePhase finishPhase startLevel Of activity活活動(dòng)動(dòng)的的強(qiáng)強(qiáng)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.項(xiàng)目人力資源的管理特點(diǎn) 項(xiàng)目人力資源管理具有暫時(shí)性。 項(xiàng)目人力資源管理的責(zé)任關(guān)系相對(duì)復(fù)雜。 項(xiàng)目人力資源管理方法隨項(xiàng)目生命期階段或管理過(guò)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 feedback謝謝！謝謝！2011年春季學(xué)期11第一講 概論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 proje

11、ct managers to 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. Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

12、 6-14Building the Project TeamNegotiate with Their SupervisorTalk to Potential Team MembersIdentify Necessary SkillsRenegotiate with Top ManagementIdentify People With SkillsBuild Fallback PositionsAssemble the TeamSuccess?Success?YesYesNoNoDeveloping the project team了解團(tuán)隊(duì)發(fā)展過(guò)程了解團(tuán)隊(duì)發(fā)展過(guò)程識(shí)別人才識(shí)別人才培養(yǎng)人才培養(yǎng)人才

13、識(shí)別有效和識(shí)別有效和無(wú)效項(xiàng)目團(tuán)隊(duì)無(wú)效項(xiàng)目團(tuán)隊(duì)Developing the project teamformingstormingnormingperformingadjourningCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-17Stages in Group DevelopmentForming members become acquaintedStorming conflict beginsNorming members reach agreementPerforming members work

14、 togetherAdjourning group disbandsPunctuated Equilibrium is a different model18Team Development Stages1. Forming2. Storming3. Norming4. PerformingConveneAdjournInclusionControlCooperationProductivityProductiveOrganizedInfightingTestingQuiet Polite Guarded Impersonal Business-like High MoraleEstablis

15、h procedures Develop team skills Confront issues Rebuild moraleConflict over control Confrontational Alienation Personal agendas Low moraleTrust Flexible Supportive Confident Efficient High Morale19Achieving Cross-Functional CooperationCross-functional cooperationTask OutcomesPsycho-Social OutcomesR

16、ules & ProceduresPhysical ProximityAccessibilitySuperordinate GoalsCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-20Effective Project TeamsvClear Sense of MissionvProductive InterdependencyvCohesivenessvTrustvEnthusiasmvResults OrientationCopyright 2010 Pearson Education, Inc.

17、Publishing as Prentice Hall 6-21Reasons 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 Teams Make t

18、he 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 Project T

19、eamsuse 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 conflict團(tuán)隊(duì)

20、效力模型團(tuán)隊(duì)效力組成：能力、人格、角色和差異、規(guī)模、機(jī)動(dòng)性、對(duì)團(tuán)隊(duì)工作的偏愛(ài)過(guò)程：共同的目標(biāo)、特定的目標(biāo)、特定功效對(duì)沖突的管理、社會(huì)惰化關(guān)聯(lián)因素：足夠的資源領(lǐng)導(dǎo)和結(jié)構(gòu)績(jī)效考評(píng)獎(jiǎng)勵(lì)系統(tǒng)工作設(shè)計(jì)：自治權(quán)技能多樣性任務(wù)確定型任務(wù)重要性Myers-Briggs Type Indicator ：Most widely used personality-assessment instrument in the worldthinking 思考型思考型or feeling 情緒型情緒型(T or F),extroverted or introverted (E or I)sensing感覺(jué)感覺(jué) or int

21、uitive直覺(jué)直覺(jué) (S or N),judging 判斷型判斷型or perceiving 認(rèn)知型(J or P) 諸葛亮識(shí)別人才的“七招”何之以是非而觀其志何之以是非而觀其志窮之以詞辨而觀其變窮之以詞辨而觀其變資之以計(jì)謀而觀其識(shí)資之以計(jì)謀而觀其識(shí)告之以猖難而觀其勇告之以猖難而觀其勇辭之以酒而觀其性辭之以酒而觀其性臨之以利而觀其廉臨之以利而觀其廉期之以事而觀其性期之以事而觀其性Manage The Project TeamTools and Techniques Observation and conversationProject performance appraisalConflic

22、t 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 activities to he

23、lp 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 is a proc

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

25、rsonalFaulty 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 is predica

26、ted 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 options for

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

28、ger 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 the work

29、Work 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 responsible 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 engineeringRRP