1. P ROJECT M ANAGEMENT, PMI A PPROACH (PMP) P ROJECT H UMAN R ESOURCE M ANAGEMENT Sayed Ahmed BSc. Eng. in CSc. & Eng. (BUET, Bangladesh) MSc. in CSc. (University of Manitoba, Canada) http://sayed.JustEtc.net http://www.JustETC.net sayed@justetc.net, www.justetc.net 1 Just E.T.C for Business, Education, Technology, and Entertainment Solutions References: Book: PMP in Depth by P. Sanghera Book: The PMP Exam, How to Pass on Your First Try Project Management Lessons in Undergraduate Study

2. R EFERENCES & S OURCES Book: PMP in Depth by P. Sanghera Read on 2007 Book: The PMP Exam, How to Pass on Your First Try Read on 2007 Project Management Lessons in Undergraduate Study Articles from the Internet Originally created these notes back on 2007 2 sayed@justetc.net, www.justetc.net

3. P ROJECT H UMAN R ESOURCE M ANAGEMENT Some topics on Project Human Resource Management that Project Managers Should Understand Maslow's Hierarchy of Needs McGregor's Theory X and Theory Y Contingency Theory Herzberg's Motivation-Hygiene Theory Achievement Theory Conflict Resolution Constructive Team Roles 3 sayed@justetc.net, www.justetc.net

4. M ASLOW ' S H IERARCHY OF N EEDS Maslow's Hierarchy of Needs Basic theory of motivation. Five levels of motivation Lower needs Physiological - food, clothing, shelter Security - freedom from fear, job protection, safety Acceptance - being a part of the team Higher Needs Esteem - feeling of importance Self actualization - Live and work with full potential 4 sayed@justetc.net, www.justetc.net

5. M C G REGOR ' S T HEORY X AND T HEORY Y McGregor's Theory X and Theory Y Applies to management approach Theory X People are selfish, unmotivated, dislike work People must be forced to work Constant supervision required Theory Y People are naturally motivated to work Team members need very little external supervision Assembly line organizations may benefit from X type of managers Better that you avoid Theory X for Knowledge Workers 5 sayed@justetc.net, www.justetc.net

6. C ONTINGENCY T HEORY Contingency Theory Managers may be task oriented or relationship oriented In stressful situations task-oriented managers become more successful While in calm situations relationship-oriented managers perform better 6 sayed@justetc.net, www.justetc.net

7. H ERZBERG ' S M OTIVATION -H YGIENE T HEORY Herzberg's Motivation Hygiene Theory Some factors are not directly motivating but their absence will make some people unsatisfied. Such as Hygiene Factors Motivational Factors 7 sayed@justetc.net, www.justetc.net

8. H ERZBERG ' S M OTIVATION -H YGIENE T HEORY Hygiene Factors Supervision Work Condition Relationship with co-workers Paycheck Company Policy Motivational Factors Achievement Recognition Work Responsibility Growth 8 sayed@justetc.net, www.justetc.net

9. E XPECTANCY T HEORY Expectancy Theory Anticipation of a reward or good outcome is a motivation But the motivation will only work if the target is achievable/practical If a person is told if he can sale 100,000 in 4 weeks, he will get 10000$ as bonus. The person will feel motivated only if he can think it is possible but if he feels it is impossible, no motivation will be there 9 sayed@justetc.net, www.justetc.net

10. A CHIEVEMENT T HEORY Achievement Theory People need achievement, power, and affiliation Achievement Desire to accomplish something Power Desire to influence the behavior of others Affiliation Desire to belong to a group 10 sayed@justetc.net, www.justetc.net

11. A CHIEVEMENT T HEORY Forms of Power The project manager may enjoy the following forms of power Reward reward a team member Expert When the manager is an expert, people will listen to him[best form of power] Legitimate Power due to the position Referent Example: A manager very close to the CEO may feel/enjoy higher power than he really has Punishment worst type Best Form Reward and Expert 11 sayed@justetc.net, www.justetc.net

12. C ONFLICT R ESOLUTION Conflict Resolution Methods of Conflict Resolution Problem-solving Solve the problem (root cause of the problem) Compromise Forcing: never good in the long run Smoothing not recommended. Does not solve the issue Withdraw ignore the issue. not a resolution 12 sayed@justetc.net, www.justetc.net

13. C ONSTRUCTIVE T EAM R OLES Constructive Team Roles Initiators Information seekers Information givers But not confidential information Encouragers Clarifiers Harmonizers Summarizers Gate Keepers 13 sayed@justetc.net, www.justetc.net