ITPROF 2 Project Management PDF

ITPROF 2 – PROJECT MANAGEMENT monitoring the planned versus actual resource utilization, and taking corrective action when WHAT IS PROJECT RESOURCE MANAGEMENT? neede...

ITPROF 2 – PROJECT MANAGEMENT monitoring the planned versus actual resource utilization, and taking corrective action when WHAT IS PROJECT RESOURCE MANAGEMENT? needed. Outputs include work performance Project resource management includes the information, change requests, and updates to the processes required to make the most effective use project management plan and project documents. of the human and physical resources (facilities, equipment, materials, supplies, etc.) involved with a project. Project resource management includes the following four processes: 1. Planning resource management involves deciding how to estimate, acquire, manage, and use project resources. The main outputs are a resource management plan, team charter, and project document updates. 2. Estimating activity resources involves estimating human and physical resources needed to complete project work. Outputs include resource requirements, basis of estimates, a resource breakdown structure, and project document updates. 3. Acquiring resources includes obtaining team members, facilities, equipment, materials, supplies, and other resources as needed. Outputs Figure 3.1 Project Resource Management include physical and project team assignments, Overview resource calendars, change requests, and updates KEYS TO MANAGING AND LEADING PEOPLE to several documents. Motivation Theories 4. Developing the project involves building individual and group skills to enhance project Intrinsic motivation causes people to performance. Team-building skills are often a participate in an activity for their own enjoyment. challenge for many project managers. The main Extrinsic motivation causes people to outputs of this process are team performance do something for a reward or to avoid a penalty. assessments, change requests, and updates to several documents. Maslow's Hierarchy of Needs 5. Managing project team involves tracking team Abraham Maslow, a highly respected member performance, motivating team members, psychologist who rejected the dehumanizing providing timely feedback, resolving issues and negativism of psychology in the 1950's, is best conflicts, and coordinating changes to help known for developing a hierarchy of needs. enhance project performance. Outputs of this In the 1950s, proponents of Sigmund Freud's process include change requests, project psychoanalytic theory promoted the idea than management plan updates, project document human beings were not the masters of their updates, and organizational process assets destiny and that all their actions were governed by updates. unconscious processes dominated by primitive 6. Controlling resources ensures that a project's sexual urges. physical resources are available as planned,  During the same period, behavioral McClelland's Acquired-Needs Theory psychologists saw human beings as controlled by David McClelland proposed that a person's the environment. specific needs are required or learned over time Maslow argued that both schools of thought and shaped by life experiences. failed to recognize unique qualities of human The main categories of acquired needs include behavior: love, self-esteem, belonging, self- achievement, affiliation, and power. expression, and creativity. Normally, one or two of these needs are He argued that these unique abilities enable dominant in people. people to make independent choices, which gives them full control of their destiny. Achievement: people who have a high need for achievement (nAch) seek to excel, and tend to avoid both low-risk and high- risk situations to improve their chances for achieving something worthwhile. Affiliation: people with a high need for affiliation (nAff) desire harmonious relationships with other people and need to feel accepted by others. Figure 3.2 Maslow's hierarchy of needs Power: people with a need for power (nPow) desire either personal power or Herzberg's Motivation-Hygiene Theory institutional power. People who need Frederick Herzberg is best known for personal power want to direct others and distinguishing between motivational factors and can be seen as bossy. hygiene factors when considering motivation in McGregor's Theory X and Theory Y work settings. Douglas McGregor was one of the great He referred to factors that cause job satisfaction popularizers of human relations approach to as motivators and factors that could cause management, and he is best known for developing dissatisfaction as hygiene factors. Theory X and Theory Y. Figure 3.3 Sample of Herzberg's hygiene factors and motivators