Chapter 4 Project Human Resource Management

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• 9.1 develop human resources plans
• 9.2 build a project team
• 9.3 Construction Project Team
• 9.4 manage the project team

Chapter 4 Project Human Resource Management

 
Resolution:The human resource management questions are beyond the scope of PMBOK tasks. That is to say, many of them may not be mentioned in this Guide. This also increases the difficulty of the exam.
 

9.1 develop human resources plans

 
Citation: developing a human resources plan is a process of identifying and recording project roles, responsibilities, required skills, reporting relationships, and preparing staffing management plans.
 

 
Resolution:In Project Human Resource Management, you must pay special attention to the following points: Team members are also important stakeholders of the project and cannot complete the project simply at the expense of them. For example, if the project is delayed
 

 
People work overtime and work overtime. if the cost is overspent, they cannot simply make the work free of charge.Emphasize the importance of communication, and achieve accommodation resource sharing through full and all-round communication, so as to enhance mutual understanding and cooperation between team members
 

 
Improve team efficiency.Emphasize active and active access to problems arising in project work, rather than passive and passive avoidance and delay.In the project startup phase, the project initiator or Management specifies the project manager.
 

At the beginning of the project, the project manager should set up a project management team. At the beginning of the project reception stage, the project manager should set up a project team engaged in specific project activities (in a narrow sense ).
 

 
Citation: factors that may affect the human resources planning process include (but are not limited to) organizational culture and structure, existing human resources, personnel management policies, and market conditions.
 

 
Resolution:The project initiator should, together with the customer and other key stakeholders, put forward some important requirements for the project, such as the milestone time requirement, risk threshold and acceptance criteria. The project initiator should work with the customer and other important projects
 

 
The stakeholders shall jointly accept the product, service, or result of the project.
 

 
Citation: The organization Breakdown Structure (OBS) is arranged according to the existing departments, units or teams of the organization, and project activities or work packages are listed under each department.
 

 
Resolution:To emphasize more active management of the project team, rather than simply recording and reporting the team's performance, the PMBOK guide changed the "Manage Project Team" process from the previous monitoring process group to the execution process group.
 

 
 Citation: The resource breakdown structure is another hierarchical chart that breaks down projects by resource type.
 

 
Citation: The Responsibility Assignment Matrix (RAM) displays the relationship between a work package or activity and project team members.
 

 
Resolution:In project management, The Responsibility Assignment Matrix is often used to allocate each work breakdown structure requirement or activity to a member or group. The PMBOK guide lists the responsibility matrices that appear in the form of Raci.
 

 
Citation: Ram can be developed at multiple levels in a large project.
 

Resolution:Both responsibility and accoumtability can be translated into "responsibility", but there is a significant difference. The former is the responsibility that can be transferred through authorization, and the latter is the final responsibility that cannot be transferred.
 

 
Citation: An Example of Ram is a Raci (Execution, responsible, consulting, and informed) diagram.
 

 
Resolution:The Project Manager cannot authorize an assistant to issue a reward, so that the project manager does not pay attention to the reward and the reward will lose its due effect.
 

 
Citation: interpersonal relationships are particularly useful at the beginning of the project and can effectively promote the development of the project management profession during and after the project ends.
 

 
Citation: the content of the staffing management plan varies according to the application field and project scale, but should include recruitment, resource calendar, personnel separation plan, training needs, and recognition and rewards.
 

9.2 build a project team

 
The roles and responsibilities of the stakeholders of each major project are one of the key points of the PMP examination, such as the project manager, project management team, project team, management team, and project sponsor.
 

 
Citation: promises to assign specific personnel to work on the project during the bidding process; The project depends on the proprietary skills of specific personnel; or, the project charter specifies the assignment of certain personnel.
 

 
Resolution:In the project startup phase, the project initiator or management layer designate a project manager. At the beginning of the project planning phase, the project manager should set up a project management team, project manager set up to engage in specific items
 

 
Project Team of the project activity (in a narrow sense ).
 

Resolution:In the PMBOK guide, management includes anyone higher than the project manager in the project execution organization. Management can cover a wide range, but not project managers. Management does not need to be specialized in project management
 

 
Home, but at least need to understand the project management knowledge, and support project management applications. The management layer is the initiator and supporter of the project. It is difficult to implement the project without the support of the Management layer.
 

 
Citation: virtual team use provides new possibilities for recruiting project team members. A virtual team can be defined as a group of people who have a common goal and have little or no time to work face to face when completing a role task.
 

 
Resolution:Emphasize both the importance of the team and the importance of the individual. Individuals should be put in the team for development, emphasizing the participation of team members in the project work. Team members are also important stakeholders of the project.
 

 
Sacrifice their benefits to complete the project. Emphasize the importance of communication, achieve information resource sharing through full and all-round communication, improve mutual understanding and cooperation among team members, and actively face problems arising in project work.
 

 
It is not passive and passive avoidance and delay. Emphasize the roles and roles that the project manager and other key stakeholders should play in the project.
 

 
Citation: communication planning becomes more important in the virtual team environment.
 

9.3 Construction Project Team

 
Citation: the project management team should use cultural differences to develop and maintain the project team throughout the project lifecycle, and promote full collaboration in an atmosphere of mutual trust.
 

 
Citation: compassion, influence, creativity, and group coordination force play an important role in managing the project team.
 

Citation: informal communication and activities help build trust and a good working relationship.
 

 
Citation: Team building is a continuous process that is critical to project success.
 

 
Citation: if a team member has worked together, the project team can skip a stage: formation stage, shock stage, standardization stage, maturity stage, and dissolution stage. The duration of a stage depends on the team's vitality,
 

 
Team size and team leadership.
 

 
Citation: formulate basic rules to clearly define acceptable behaviors of project team members.
 

 
Citation: centralized Office refers to the arrangement of many or all of the most active project team members in the same physical location to enhance the team's ability to work.
 

 
Citation: Most project team members are motivated by growth opportunities, a sense of accomplishment, and the use of professional skills to meet new challenges.
 

 
Citation: indicators for evaluating the effectiveness of a team can include improving personal skills so that members can complete their work tasks more effectively; improving team abilities, so that the overall work of the team can be better; team member resignation rate is reduced; team cohesion
 

 
Team members can share information and experience openly and help each other to improve project performance.
 

 
Resolution:Incentive theory is also an important part of PMP examination.Maslow's hierarchy of requirements theory. There are five levels of human needs, from the lowest level of physiological needs (food, water, air clothes, etc.), followed by security requirements (Security
 

 
Comprehensive, stable, and harmless), social needs (friendly, belonging, and friends), respect for needs (achievements, respect, and attention ), to the highest level of self-fulfillment needs (Learning, Development ). People are only at a lower level
 

A higher level of requirements can be pursued only when the requirements are met.The X and Y theories of mcgrego. X theory holds that people are passive and lazy. They try to escape from work, lack of initiative, and escape from responsibility.
 

 
It is positive, willing to work, willing to make progress, and willing to take responsibility. Traditional management is more inclined to the X theory, while modern management is more and more inclined to the Y theory.Herzberger's two-factor theory. This theory holds that there are two types of factors that determine people.
 

 
Behavior, namely, health care and incentive factors. The former leads to dissatisfaction. If it is not done well, it will damage incentives. If it is done well, it will not increase incentives, such as work conditions, wages, relationships between colleagues, security, and positions. This is equivalent to marqiluo.
 

 
Lower-level requirements of theories; the latter is a factor that leads to satisfaction and can truly act as an incentive, such as responsibility, self-fulfillment, career development, and recognition, it is equivalent to the high-level demand of maqiluo's theory.Freham's Period
 

 
Hope theory. The intensity of a kind of behavioral disposition depends on the individual's expectation for the results that such behavior may bring, and the attractiveness of such results to the individual. If a person thinks that hard work will lead to successful results, and such success will
 

 
In this way, he will be motivated to work hard.
 

9.4 manage the project team

 
Citation: conflicts are inevitable in the project environment. Sources of conflicts include resource scarcity, progress Priority sorting, and differences in personal work styles.
 

Resolution:In modern opinion, conflicts are inevitable and appropriate conflicts are beneficial, which helps increase the creativity of the team. The rational resolution of conflicts is conducive to strengthening team building and improving the project implementation level.
 

 
Resolution:Many people mistakenly think that conflicts are mainly caused by differences in personality between people. In fact, this is not the case at all. Candidates need to pay attention to the following seven causes of conflicts: resource scarcity. Activity Schedule. Work first
 

 
Level. Different technical points of view. Work Style and ManagementProgram. Cost. Personality.Personality is the most uncommon cause of conflict. Some conflicts seem to be caused by personality, but they are not -- they can be attributed to other more direct causes.
 

 
Citation: conflicts should be handled directly and in cooperation as early as possible and usually in private.
 

 
Resolution:The conflict should be resolved by the parties themselves. Conflicts within a project should usually be resolved by the project manager. If necessary, the management can provide assistance (but cannot rely on the management ). If either party violates professional ethics
 

 
Otherwise, the other party must report to the higher level or relevant institution, rather than solving the problem by the parties themselves.
 

 
Citation: because each method has its own position and purpose, there is no particular sequence listed below: Retreat/withdrawal. Exit from actual or potential conflicts; mitigate/tolerate. Emphasize consistency rather than difference; compromise. Find a solution that allows all clients
 

 
A solution that is satisfactory to a certain extent; forced. The idea of one party is promoted at the cost of others; only a win-lose solution is provided. Cooperation. The opinions and opinions should be taken into account comprehensively to guide all parties to reach an agreement and comply with them;
 

Correct/solve the problem. By reviewing alternatives, conflicts should be addressed as issues to be resolved; public conversations should be conducted in a "trade-off" manner.
 

 
Citation: leadership is especially important for communicating vision and inspiring the project team to work efficiently.
 

 
Resolution:Traditionally, conflicts are always bad and should be avoided as much as possible. In modern opinion, conflicts are inevitable and appropriate conflicts are beneficial, which is conducive to improving the creativity of the team. Resolve conflicts reasonably,
 

 
It is conducive to strengthening team building and improving the project implementation level.
 

 
Resolution:Many people mistakenly think that conflicts are mainly caused by differences in personality between people. In fact, this is not the case at all. Candidates need to pay attention to the following seven causes of conflict (sort by common causes of procedures, the most common original
 

 
The most uncommon reason is that resources are scarce. This leads to different opinions on resource allocation. Activity Schedule. There is no opinion on the schedule of project work tasks. Work priority order.
 

 
The priorities of projects are different. Different technical points of view. Opinions on technical issues are inconsistent. Work Style and management program. The style of work is different from that of management programs. Cost. What is the cost?
 

 
One thing has different opinions. Personality. Differences between individuals.Resolution:The conflict should be resolved by the parties themselves. The internal project conflicts should be solved by the project manager. If necessary, the management can provide assistance (
 

But cannot rely on the management layer ). If the conflict is caused by one party's violation of professional ethics or law, the other party must report to the higher level or relevant institution, rather than resolving the conflict on its own.
 

 
Resolution:Power refers to the ability of a person to influence others and make others act or not act as they wish. Note: In English, powergng authority is different. The former has a wider range than the latter.
 

 
Is only one of the sources of the former.PMP exams may involve the power of experts. Power generated as a technical or management expert. Others are willing to obey you because you have professional knowledge and expertise in a certain field.
 

 
Yes. Reward power. The power to reward is usually linked to formal power.Formal power. It is also called legal power or position power, which is directly from the position of the Project Manager. The formal power of the project manager is often insufficient.
 

 
Reference power. Because of your charm and communication skills, others are willing to take you as an example (reference)Penalty/forcible power. If others do not do what they want, they will be punished. Usually associated with formal power.
 

From http://pmpmap.com/