1. 11-1 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e CHAPTER 11 Project Human Resource Management

2. 11-2 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Qualities of an Effective Project Manager

3. 11-3 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Managing versus Leading a Project Mapping your project network

4. 11-4 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Building and Leveraging Your Networks Managing Upward Relations Leading by Example  Priorities  Urgency  Problem solving  Cooperation  Ethics  Standards of performance Management by Wandering Around (MBWA)

5. 11-5 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Building Trust: the Key to Exercising Influence Be accountable for your actions Act consistently with your words Live your values and communicate them regularly Admit mistakes and take blame Listen for understanding

6. 11-6 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Building Trust: the Key to Exercising Influence (cont.) Act with integrity and ethics Be an advocate for a fear-free culture Face reality Provide honest feedback Building trust with openness

7. 11-7 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e The Leadership Style Continuum Source: Tannenbaum and Schmidt (1973)

8. 11-8 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e The Human Resource Management Plan Human resource strategy and approach Policy and procedure Project organisational structure Roles and Descriptions HR governance (roles and responsibilities)

9. 11-9 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e The Human Resource Management Plan (cont.) Recognition and reward Project team agreement Risk review Assumptions and constraints Lessons learned Team development plan

10. 11-10 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Managing Project Teams Synergy 1 + 1 + 1 = 10 (positive synergy) 1 + 1 + 1 = 2 (negative synergy) Characteristics of High-performing Teams 1.Share a sense of common purpose 2.Make effective use of individual talents and expertise 3.Have balanced and shared roles 4.Maintain a problem-solving focus 5.Accept differences of opinion and expression 6.Encourage risk taking and creativity 7.Sets high personal performance standards 8.Identify with the team

11. 11-11 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Managing Project Teams (cont.) Tuckman’s five-stage team development model

12. 11-12 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Managing Project Teams (cont.) There are 10 or fewer members per team. Members volunteer to serve on the project team. Members serve on the project from beginning to end. Members are assigned to the project full time. Members are part of an organisational culture that fosters cooperation and trust.

13. 11-13 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Managing Project Teams (cont.) Members report solely to the project manager. All relevant functional areas are represented on the team. The project involves a compelling objective. Members are located within conversational distance of each other.

14. 11-14 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Building High Performance Project Teams

15. 11-15 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Capturing Resourcing Information The journey from WBS to estimating and the creation of the budget schedule and resource matrix Circle the Resource Matrix with a red no-fill circle.

16. 11-16 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Capturing Resourcing Information (cont.) Resource Skill Information

17. 11-17 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Capturing Resourcing Information (cont.) Staffing Management Information

18. 11-18 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Capturing Resourcing Information (cont.)

19. 11-19 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Capturing Resourcing Information (cont.) Performance Information

20. 11-20 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Conducting Project Meetings Establishing ground rules Planning decisions Tracking decisions Managing change decisions Relationship decisions

21. 11-21 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Requirements for an Effective Project Vision

22. 11-22 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Managing Conflict Within the Project Encouraging functional (healthy) conflict Managing dysfunctional conflict Rejuvenating the project team Ensuring clarity of roles and responsibilities

23. 11-23 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Managing Conflict Within the Project (cont.) Project manager’s matrix Step 1: Define all the project roles Step 2: Capture the business rule/decision Step 3: Categorise the rule Step 4: Allocate the RASCI letters across the roles as appropriate

24. 11-24 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Managing Virtual Project Teams

25. 11-25 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Project Team Pitfalls Groupthink Bureaucratic Bypass Syndrome Going Native Team Spirit Becomes Team Infatuation

26. 11-26 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Key Terms brainstorming change management dysfunctional conflict emotional intelligence (EQ) functional conflict groupthink Management By Wandering Around (MBWA) Nominal Group Technique (NGT) positive synergy project kick-off meeting resource matrix social network building team building team charter team rituals Training Needs Analysis (TNA) virtual project team, vision