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.