Chapter 4 Project Human Resource Management

ArticleDirectory

• 10.1 definition and description of Project Human Resource Management
• 10.2 human resources planning
• 10.3 build a project team
• 10.4 project team building

10.1 definition and description of Project Human Resource Management

10.2 human resources planning

Input	Tools and technologies	Output
Activity resource estimation Environment and organizational factors Project Management Plan	Organization chart and job description Human resource template Interpersonal Network Organizational theory	Roles and responsibilities Project Organization Structure Staffing Management Plan

10.3 build a project team

Input	Tools and technologies	Output
Roles and responsibilities Project Organization Structure Staffing Management Plan Environment and organizational factors Organizational Process assets	Pre-assigned Negotiation Procurement Virtual Team	Project personnel allocation Resource calendar Staffing Management Plan (updated) Resource availability

10.4 project team building

Input	Tools and technologies	Output
Project personnel allocation Staffing Management Plan	General management skills Training Team building activities Basic Principles Same office Recognition and rewards	Team Performance Evaluation

10.4.1 key

L Incentive Theory

Maslow's hierarchy of needs theory:

Herzberger's incentive theory:

1. Health care, 2. Incentive needs

McGregor theory:

X theory holds that employees are lazy, passive, and unwilling to work for the company.

Y theory holds that employees are active, employees will work hard to complete their work, and do their best to complete the company's tasks.

L impact and capability

9 basic influencing factors:

Power, task allocation, budget control, employee promotion, salary and treatment, penalty, work challenge, specialized technology, friendship

Five rights to manage and request project team members:

Legal rights, coercive power, expert rights, reward rights, and potential rights

L improve effectiveness

10.4.2 process and method

Features of a successful team:

First, the team's goals are clear

Second, the team's organizational structure is clear and positions are clear

Third, there are written or used workflows and methods, and the process is concise and effective

Fourth, the project manager has clear assessment and evaluation criteria for team members, and the work results are fair and open, with clear rewards and punishments.

Fifth, organizational discipline

Sixth, mutual trust, good at summing up and learning

10.4.6 suggestions on the construction and development of the System Project Team

L be patient and friendly to team members and think they are the best.

L solve the problem rather than blame people.

· Hold regular and effective meetings.

L plan the project team's construction activities to the project plan.

· Educate and train project team members to encourage them to help each other, understand and provide training to help individuals and project teams become a more effective whole.

L recognize personal and team scores.

L early construction of the project team, continuous construction of the project team throughout the project lifecycle.