Project Human Resource Management Chapter 9

The process of making the most effective use of the people involved in a project.

Identifying and documenting project roles, responsibilities, and reporting relationships.

Getting the needed personnel assigned to and working on the project.

Building individual and group skills to enhance project performance.

Tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance.

The practice of optimizing a project schedule to distribute resource usage more evenly and minimize overallocation. It involves delaying tasks to avoid overloading resources at specific points in time.

A technique for identifying and addressing resource conflicts by shifting tasks within the project timeline.

A situation where the number of resources assigned to a project exceeds the available resources at a specific time.

The practice of allocating resources to project tasks. It involves assessing the resource needs of each task and assigning appropriate individuals or teams.

A visual representation of the amount of resources required for a project over specific time periods. It can be used to identify potential resource overallocation.

The amount of resources required by a project schedule at specific points in time. It helps project managers understand the demands on the organization's resources and individuals' schedules.

A measure of the overall resource usage in a project schedule.

A practice of allocating resources and assigning tasks to maximize the efficiency of a project. It involves considering the availability, skills, and workload of each person on the team.

Motivational factors, like achievement, recognition, and growth, contribute to job satisfaction. Hygiene factors, like salary and working conditions, prevent dissatisfaction but don't motivate.

Maslow's theory states that people are driven by a hierarchy of needs. Basic needs like food and safety must be met before higher needs like self-actualization can be fulfilled.

Intrinsic motivation comes from within, driven by personal enjoyment and satisfaction. Extrinsic motivation comes from external rewards or punishments, like bonuses or deadlines.

People's actions on projects are influenced by their desire to fulfill their individual needs and wants. Understanding this can help project managers motivate team members.

Emotional intelligence is the ability to understand and manage your own emotions and the emotions of others. It's crucial for effective communication and conflict resolution in projects.

Effective leadership is essential for motivating and guiding teams. It involves setting clear goals, delegating tasks, providing support, and fostering a positive team culture.

Power is the ability to influence others to achieve desired outcomes. Different types of power, like legitimate or expert power, can be used to motivate team members and achieve project goals.

Effectiveness is the ability to achieve desired results. In projects, it involves setting realistic goals, planning efficiently, and ensuring that the project delivers its intended outcomes.

A table that assigns roles and responsibilities to individuals or teams for specific tasks or activities in a project. It defines who's responsible, accountable, consulted, and informed for each task.

A document that outlines when and how project team members will be added or removed throughout the project lifecycle. This includes plans for hiring, training, and resource management.

It's crucial to acquire the right skills and expertise for your project team. The project manager should strive to build a team with diverse talents and expertise.

The practice of assigning the right people to the right tasks at the right time. This involves matching skills and experience with project requirements.

These are programs offered by companies to incentivize employees to recruit new talent and improve retention. Examples include offering financial rewards for successful referrals or providing work-from-home options.

The decline in enrollment for computer science and engineering programs in the US since 2000 has created a challenge for companies to find qualified tech professionals.

A technique for managing project resources, particularly human resources, by carefully planning when and how team members will be assigned to specific tasks.

The global IT workforce is constantly evolving, with a growing need for skilled professionals. This demand is fueled by the increasing use of technology, like the internet and mobile devices.

Companies are adapting to attract and retain IT talent by improving benefits packages, adjusting work hours, and fostering a positive work environment.

Companies like Yahoo and Diebold have taken different approaches to remote work policies. Yahoo initially banned remote work, while Diebold embraced it, leading to discussions about the future of work.

The success or failure of a project heavily relies on the people involved. Efficient human resource management is crucial to achieving project objectives.

A document that outlines the project's human resource needs, including roles, responsibilities, and the timeline for acquiring team members.

A visual representation of the project's organizational structure, showing the reporting hierarchy and relationships between team members.

A matrix that maps out tasks or project elements against assigned team members, clarifying who is responsible for what.

The process of selecting and acquiring the necessary project team members, which might involve recruiting, hiring, and onboarding new resources.

The Tuckman Model of Team Development outlines five stages through which teams evolve: Forming (initial acquaintance), Storming (conflict and clarification), Norming (establishing rules), Performing (productive work), and Adjourning (disbanding).

Myers-Briggs Type Indicator (MBTI) identifies personality types based on four dimensions: Extroversion/Introversion (E/I), Sensing/Intuition (S/N), Thinking/Feeling (T/F), and Judging/Perceiving (J/P). This helps team members understand each other better and improve collaboration.

The Social Styles Profile categorizes individuals into four zones based on their assertiveness and responsiveness: Drivers (assertive and direct), Expressives (assertive and enthusiastic), Analyticals (reserved and logical), and Amiables (reserved and cooperative). Understanding social styles can help navigate communication and interactions.

The primary goal of team development is to enhance collaboration and improve project performance. This involves creating a positive environment where individuals can work together effectively to achieve outcomes.

Training programs equip individuals with knowledge and skills for personal development, understanding team dynamics, and improving collaboration. These programs often incorporate team-building activities, which can be physical challenges or psychological assessments.

The Myers-Briggs Type Indicator (MBTI) reveals that individuals classified as NT (Intuitive Thinkers) are often drawn to technology fields due to their analytical and strategic thinking skills.

The Social Styles Profile reveals that individuals with contrasting styles (e.g., Drivers and Amiables) may experience communication difficulties due to differing approaches and expectations. Understanding these differences is crucial for effective collaboration.