HRM Pres

PMBOK Guidelines
Human Resources Management
PMBOK Processes
1. Organizational Planning 2. Staff Acquisition 3. Team Development

Project HRM Presented by Dr. Herb Brooks--2003 2
Project Human Resources Management DEFINED:

Includes the processes required to make the most effective use of the people involved with the project
Project HRM Dilemma

HRM questions on the PMP exam are relatively easy Developing and using superior HRM skills on real projects is difficult and rare A major distinction between superior leaders and others is good team building skills
Project HRM
Organizational Planning
Inputs PROCESSES Outputs
--Project Interfaces --Staffing Requirements --Constraints
Templates HR Practices OT Stakeholder Analysis
--Role/Responsibility Analysis --Staff MGT Plan --Organizational Chart --Supporting Detail
Project HRM Presented by Dr. Herb Brooks--2003
Project HRM
Staff Acquisition
--Staff MGT Plan --Staff Pool Description --Recruitment Practices
Negotiations Preassignment Procurement
--Project Staff Assigned --Project Team Directory
Project HRM
Team Development
--Project Staff --Project Plan --Staff MGT Plan --Performance Reports --External Feedback
Team Building MGT Skills Reward SYS Collocation Training
--Performance Improvements --Performance Appraisals
Major Processes Defined
An Informal View
3. Develop the People
1. Identify the People
3 1
2. Obtain the People

8
1. Staff Requirements
Identify People
KEY CONCEPTS
Authority
10
Project HRM
Types of Authority
11
Project Managers Authority

Increasing Authority
None
Functional
Low
Medium
Strong
High
Projectized
Project Project Weak Expeditor Coordinator Matrix
Matrix
Type of Organization Structure
12
Power
13
PM Power Spectrum
14
Project HRM
Power and Authority Problems
Power and authority are perceived Poorly documented or no formal authority Dual accountability of personnel The project organization encourages individualism Shifting of personnel loyalties from vertical to horizontal lines Ability to influence or administer rewards and punishments
15
Sources of Power and Impact on People

Response of Individual
Power Source Legitimate Reward Coercive Expert Referent Commitment Compliance Resistance Possible Possible Possible Likely Likely Likely Likely Possible Possible Possible Possible Possible Likely Possible Possible
Total Power = Positional + Personal Power

Elements of
Staff Management Plan

Responsibility Assignment Matrix (RAM) Line Responsibility Chart (LRC) Team Organization Chart Resource Spreadsheet
Staffing Management Plan

Subset of overall project plan Describes when and how human resources will be brought onto and taken off of the project team Includes all organizational planning outputs Supporting detail
18
Project HRM
Responsibility Assignment Matrix
(RAM)
A structure which relates the project organizational structure to the work breakdown structure to help ensure that each element of the project's scope of work is assigned to a responsible individual or organization. It is used to:
Establish functional responsibility Establish contracting strategy Establish manageable work packages for control and reporting
Project HRM
Elements of a RAM General management responsibility Operations management responsibility Specialized responsibility Must be consulted May be consulted Must be notified Must approve
Project HRM
RAM Illustration
21
Responsibility Matrix - Example

Purpose/Benefit
Shows level of responsibility for groups and/or individuals Graphically links the work to be done to those doing it
Activity Plan & Control Requirements Func Specs Design Fabrication Validation R A Person A A A P R S A R S B C S
P = Participant A= Accountable R = Review S = Sign-Off

Project HRM Line Responsibility Chart LRC Describe how internal and external communications should take place
"information originate by" "reported to"
Show the distribution of data items Identify skills distribution

Project HRM
LRC Illustration
24
Team Organization Chart - Example

Purpose/Benefit
Defines formal & informal reporting relationships among people on the project Helps in identifying communication/ information channels
Business Professionals
r j
tM
r
Technical Experts
Systems Developers
St ff St ff St ff
St ff St ff St ff
St ff St ff St ff
25
Resource Spreadsheet - Example

Purpose/Benefit
Shows group and/or individual responsibilities set against time Graphically links the work to be done with who and when
Activity Plan & Control Joe Joe Joe Requirements Sue Sue Func Specs Design Fabrication Validation Tom Tom Tom Bill Bill Fred Fred Month Jul Aug Sep
26
Check on Learning
1. Which of the following are part of the Staff Management Plan?
a. b. c. d. List of project stakeholders A chart describing work assignment responsibilities A chart describing internal/external communications responsibilities A chart describing work responsibilities against time
2. 3. 4.
Define Compliance_____________________________ Define Commitment____________________________ List 4 things a leader can influence to increase productivity.
27
SOLUTIONS TO Check on Learning

1.
b. c. d.
Which of the following are part of the Staff Management Plan?

A chart describing assignment responsibilities---RAM A chart describing internal/external communications responsibilities---LRC A chart describing responsibilities against time---RESOURCE SPREADSHEET
2. 3.
4.
Compliance is MINIMUM EFFORT OR PERFORMANCE TO AVOID BEING PUNISHED OR RECEIVING UNWANTED ATTENTION. Commitment is EXTRA EFFORT OR PERFORMANCE TO ACCOMPLISH MORE THAN
MINIMUM REQUIRED. ENTHUSIAM AND INTEREST IN DOING GOOD JOB. List 4 things a leader can influence to increase productivity. 1. INFLUENCE PERCEPTION OF TECHNICAL EXPERTISE 2. OFFER CHALLENGING WORK 3. ENCOURAGE FRIENDSHIPS 4. INCREASE PAY
28
2. Staff Acquisition Get Staff

PMBOK GUIDELINES
HR Processes In Depth
Inputs
Tools/Tech
Outputs
.1 Project Staff Assigned .2 Project Team Directory
.1 Staff Mgmt Plan .1 Negotiations .2 Staff Pool Descrip .2 Pre-assignment .3 Recruitment .3 Procurement Practices
Suppliers
Functional Orgs. HR Organization
Activities
Make assignments Review Policies Complete hiring paperwork
Customers
Project Manager Project Team
30
Project HRM
Staff Acquisition
Getting the human resources needed assigned to and working on the project There are five basic requirements for conducting a successful project. In order of importance, they are as follows:
Choosing the right people Choosing the right people Choosing the right people Setting up the right organization Using the right systems
Project Managers Skills

Successful PMs prioritize the following as important skills
1. Communications skills 2. Organizational skills 3. Team building skills 4. Leadership skills 5. Coping skills 6. Technological skills
3. Team Development
Build Team/Develop People PMBOK GUIDELINES
Team Building Activities

Example actions include:
Team Planning Kickoff Meetings Team Training Team Exercises
Plan them in, otherwise they wont happen
34
Project Leader versus Manager

Project Managers Who Are Also Project Leaders Project Leader
Set direction/vision Inspire team work Align employees Motivate & support
Project Manager
Plan & budget Organize groups Staff Control
35
Project Leader
Is adaptable and innovative
Leads others through the project processes
Constantly learns Is decisive; a problem solver Is an accomplished motivator

Show genuine interest in members growth
36
Project Leader (cont.)

Can multitask with a broad knowledge base Negotiates from strength built through supplying accurate information Is a good listener; relays directions accurately Understands varied behavioral styles and motivation theory***
Motivation Theory
Two Categories
1. Content theories - attempt to determine the
link between intrinsic factors and certain behaviors 2. Process theories - explore how personal factors interact and influence each other to produce behaviors
38
Comparison of Content Theories

Self-Actualization Growth Esteem Social/Affiliation Safety/Security Existence Physiological Relatedness Motivators -advancement -growth -achievement Hygiene -job security -salary -working cond. -group member
Need for Achievement Need for Power Need for Affiliation
1G: Needs Theories
3G: 2G: Motivator Achievement Theory Theory

39
Major Process Theories

Theory X &Y Contingency Theory Goal-setting Theory Expectancy Theory Re-enforcement Theory Equity Theory
40
HR Management Summary
PMBOK Major Processes & Concepts
Identify the People Obtain the People Develop the People
Interface Management Resource Allocation Staff Assignments Power & Influence Team Building Conflict Management Motivation Leadership Reward
41
Project HRM
Major Problems and Best Practices
Problems in Project HRM

Conflicts Disruptive People Confrontation
43
Sources of Conflict
Schedules Project priorities Manpower resources Procedures Technical opinions Cost systems Personality conflicts
44
Two PM Problems in China that
INCREASE Conflict
China 2001--Present
1. Too many people reporting to 1 leader 2. Too many people can give you work
Disruptive People
Ignore disruptive people at your own peril. Some of them are the change agents that are the catalyst of results.
They are the grain of sand in the oyster that causes the pearl to form.
Listen to disruptive people. Ignore or get rid of those who are just disagreeable.
Productivity
Often, a factor of 10 separates the best performers (or teams) from the worst.
80/20 Rule
Also, the best is usually more than twice as productive as the average.
47
Productivity
How do you deal with the bottom performers?
DONT FIRE THEM! Find ways to improve them. Turnover is expensive! Their loyalty will increase
Dealing with TOP PERFORMERS Delegate and then Disappear Most organizations lose equally top
5% and
48
bottom 5%
What Motivates the PM??

China 2001 -- present
Favorable attitude toward authority Desire to compete with other PMs Assertive attitude (willingness to take charge) Desire to exercise power Desire for a distinctive position Sense of responsibility
An IDEAL Project Leader is one who has the following skills and characteristics:
Typical Responses in China 2001 present
1. 2. 3. 4. 5.
Knows how to influence others Accountable/responsible Good Decision-Maker Visionary Good people skills
50
WHAT MOTIVATES ME TO DO BEST WORK?

(Typical responses in China 2001 Present)
1. 2. 3. 4. 5. 6. 7. 8. 9.
Be respected Rewards Appreciated Satisfaction Training Opportunities Good working environment Career development Mission Value/worth of person
5-Minute Check
AT THIS TIME, LIST THE MOST IMPORTANT CONCEPTS YOU HAVE LEARNED SO FAR
List any questions you have on next page.

Best Practices in PM
MANAGEMENT and LEADERSHIP
Check on Learning
Please answer the following without books or notes:
1. What are the top 4 motivators of talented people? Circle the ones that require authority from the leader to do.
1. 2. 3. 4. ______________ _______________ _______________ _______________
2. What are the 3 technical processes associated with PMBOK guide on Project HRM?
1. 2.
3.
_____________________ _____________________
_______________________
54
Check on Learning
Solutions
1. What are the top 4 motivators of talented people? Which ones require authority?
1. 2. Technical Expertise of Leader Challenging Work
3.
4.
Money or salary
Friendships
2. What are the 3 technical processes associated with PMBOK guide on Project HRM?
1. 2. 3. ORG Planning (Identify people and develop Staff MGT Plan) Staff Acquisition (Recruit, lead and motivate people) Team Development (Build winning team)
---CLASS EXERCISE 1---
WHAT ARE THE 9 PMBOK AREAS??

1. 2. 3. 4. 5. 6. 7. 8. 9. ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________ ____________________
Topic Overview

Introduction and background Management Power Leadership

1st and 2nd Generation Situational Leadership
3GSL - 3rd Generation Situational

Leadership
Management VS
Managers
China 2001--Present
Transition into open and global marketplace Growing complexities require transforming organizations through best modern management practices Adapting and coping with accelerating changes requires transforming organizations through new approaches to leadership and tolerance for visionary and disruptive leaders
What is Management?
Structured approach to allocating resources to best meet goals efficiently and effectively As complexity increases management sophistication increases Planning** Organizing** Controlling**
Management Science
Principles and practices for using resources to accomplish organizational goals efficiently and effectively Impersonal in nature Formalized procedures for planning, organizing and controlling Reduce uncertainty and risk Improve efficiencies Control resource expenditures, Achieve goals on schedule Standardize and structure organizational behavior into
orderly and stable work patterns or conformity

Managers

Personal behaviors Behaviors rarely match model or theories Work at unrelenting pace due to work overload Many interruptions, work activities are brief and abrupt
Spend more than 85% of time on URGENCIES rather PRIORITIES
Seek out other people while maintaining low levels of emotional involvement
62
Priorities Versus Urgencies

Priorities: work that accomplishes goals Urgencies:
These are the work activities that managers really do Work that requires managers attention real-time Work activities that are not priorities or result in goals Typically over 85% of work activities are URGENCIES
Understanding POWER
Organizational Authority VS Personal Power
Understanding POWER
Power from organization (position
authority)
Legitimate or legal authority to induce compliance
Use of rewards and punishments Special connections and information
Position Power is delegated from above and is volatile and perishable
Power from people (personal influential power)

Power is derived from others
Visionary Expert Charismatic (emotionally energizes others)
Is difficult to attain but not easily lost
Organizational Power is from top down POWER

Management Level TOP
MIDDLE
SUPERVISORY
66
Position Power
Source of power is top down
Amount of power depends on level of position
Legal Legitimate Induces compliance

Rewards Punishment
Is perishable quickly gained or lost

Personal Power is from bottom up POWER

Management Level TOP MIDDLE
SUPERVISORY
68
Personal Power
Individual character and personality
Perceived as Expert Charismatic personality or is well-liked Visionary Enthusiastic and energetic Influential or motivational
Source is other people Not easily gained nor easily lost

Leadership VS
Leaders
What is Leadership?
Leadership is about CHANGE!
CHANGING PEOPLE
It is influencing people to accomplish goals Goals can be organizational or personal Focus on supervisory leadership
CHANGING ORGANIZATIONS
It is having a vision of the future and energizing others to believe and achieve this vision Transform groups, teams and organizations into believing desiring and achieving vision
Leadership and Leaders

Theories and models vary according to the times and culture
Theories are heavily contaminated by currently popular leaders or practices Confusion between people versus principles Always searching for best leadership theory/model Constantly changing and evolving
72
GOAL: Effective Leadership

Increases leaders time efficiency
Getting desired performance from people
When you are present When you are NOT present
Most leaders can get desired performance when they are present
Best leaders or effective leaders get desired performance when NOT present positively affect feelings and attitudes
Organizational Processes and Skills

Technical (T), Leadership (L), People (P)
Skills:
MGT Level: TOP
MIDDLE
SUPERV.
Leadership includes changing organizations through visionary ideas

VISIONARY LEADERSHIP
Transforming organizations, institutions, nations Best practices for influencing behavior can be measured, quantified, articulated and learned Creating and promoting visionary ideas is difficult to measure, quantify or teach. Changing an organizations culture is
DISRUPTIVE UNCOMFORTABLE RISKY Visionary leaders tend to be passionate, committed and emotional
Pygmalion Principle and
Visionary Leadership
Applying Expectation Theory into
visionary ideas that transform and change and organizations
Visionary/Transformational Leadership
The Pygmalion Principle Principle

1. 2. Leader expresses vision
Beneficial future outcome Positive Expectations of achievement Energizes others
Followers accept vision

Vision does NOT have to be based on present realities or constraints Vision may be based on false assumptions
3. Vision is achieved
Pareto Principle
80/20 Rule
80% of important results from 20% of people 20% of remaining results from 80% of people
Pareto Principle (80/20 rule) QUALITY VS QUANTITY

80% results from 20% people 80% of people get 20% of results 80% wealth owned by 20% people 80% of people share 20% of wealth 80% natural events caused by 20% of nature 80% of nature accounts for 20% natural events 80% of work success from 20% of work 80% of work accomplishes only 20% of results
or QUAD E Model
Cultural legal complexity market stakeholders and customers
Developing World-Class Leadership

Environment

Expectations

internal external
Efficiencies
technologies labor pool resources
Effectiveness
talent vision good fortune
80
Situational Leadership
Leading people in Projects
Situational Leadership Evolution

Influences
Contingency Theory Expectation Theory
1st Generation SL
Life-cycle theory of leadership
2nd Generation SL
SL II Leadership and the One-Minute Manager Developed by Dr. Ken Blanchard and BTD in 1980s
3GSL
What is Situational Leadership?

A behavioral approach to leading and motivating people Focuses on mastering 3 behaviors/skills
FLEXIBILITY in using a variety of leadership styles DIAGNOSIS in analyzing development level to subordinates CONTRACTING FOR LEADERSHIP STYLE by negotiating leadership style and goals
Leader attitudes VS behaviors

Classical leadership theories focused on attitudes SLII focuses on behaviors
Behaviors of subordinate (developmental level) Behaviors of leaders (leadership style)
What is 3GSL?
Best PM Practices ---2002-----2002---
What is 3GSL or
3rd Generation Situational Leadership?
Modified SLII - 15 years of experiences
Impact of various cultures in motivating and influencing others Impact of Globalization on leadership
Changing people VISIONARY LEADERSHIP

Transformational vision Energizing others to believe and achieve the vision Ethical character and positive values for Global culture Positive role model
Changing Organizations or Nations

3GSL - Changing Organizations with

Visionary and Transformational Ideas
Changes create and accelerate
Conflicts Confusion Risks Ambiguity Successful survival and critical breakthroughs
Visionary/Transformational leaders are emotional, energizing and disruptive

yet indispensable for long-term success and future of modern organizations
3GSL - World-class Visionary and Transformational Leadership

Ethical Character and motives DO matter
Leaders are always modeled and imitated Certain values and behaviors are important and correct in all organizations and cultures Leaders set the standards for others behavior Leader behaviors are magnified many-fold by subordinates
Good behaviors benefit many people Bad behaviors cause much suffering
Detailed look at
SITUATIONAL LEADERSHIP II
89
THEME OF SL II
DONT WORK HARDER----HARDER----WORK SMARTER
90
3 Leader Skills in SLII

1. Flexibility in using various leadership styles 2. Diagnosing which style to use 3. Contracting for Leadership Style
Skill 1 Flexibility
Recognition that there is no best style in leading or supervising others Theory X and Theory Y Directing and Supporting behaviors Developing the ability to use a variety of leadership styles comfortably
Leadership Styles
S3 Supporting S2 - Coaching
S4 - Delegating
S1 - Directing
93
The Four Leadership Styles S1 or Directing

Leader provides instructions and closely supervises
S2 or Coaching
Leader directs but also explains, asks and supports
S3 or Supporting
Leader supports and shares decision-making
S4 or Delegating
Leader turns over decision-making and problem solving
Skill 1 FLEXIBILITY
cont. Different Strokes for Different Folks Different Strokes for the Same Folks There is nothing so unequal as the Equal Treatment of Unequals
Leadership Consistency
Consistency is NOT behaving same way all the time or same way with person Consistency is behaving same way in SIMILAR CIRCUMSTANCES OR SITUATIONS
Skill 2 - Diagnosing
Knowing when to use the correct leadership style When I slow done I go faster
Leadership Style depends on
DEVELOPMENTAL LEVEL
People performance consists of Competence Commitment
Competence (gained from training or experience)

Knowledge Skills
Commitment
Confidence (work without supervision) Motivation (interest in and enthusiasm for)
Developmental Level cont.

D1
Enthusiastic beginners
D2
Disillusioned learners
D3
Reluctant contributor
D4
Peak performer
Skill 2 DIAGNOSING and Developing People

COMPETENCE COMMITMENT
HIGH HIGH SOME LOW
HIGH
VARIABLE
LOW
HIGH
-------------------------------------------------------------
DEVELOPMENT LEVEL
D4
D3
D2
D1
Growing and Developing People

Developing People
Grow people from D1s into D4s
To diagnose Development Level

Determine Knowledge of task
Technical skills People/organizational skills
Determine Motivation level

Desire Enthusiasm
Determine Confidence to do task Determine if Performance improving or not improving

Developing Peak
Performers
Everyone has Peak Performance potential You just need to know where they are coming from
(developmental level)
and meet them there

(leadership style)
A Final Word from
Chairman Mao Tse-tung

When the best leaders work is done, The people say We Did It Ourselves!
5-Minute Check
AT THIS TIME, LIST THE MOST IMPORTANT CONCEPTS YOU HAVE LEARNED SO FAR
List any questions you have on next page.

CHECK ON LEARNING
1. List some differences between managers and leaders. 2. What are the 2 types of POWER? 3. Which type of POWER do PMs absolutely have to learn? 4. How do you do the Pygmalion Principle? 5. Why does the Pygmalion Principle work?
CHECK ON LEARNING SOLUTIONS

1. 2. 3. 4. List some differences between managers and leaders.
1. 2. 1. 2. 1. 1. 2. 3. Managers are dispassionate and require structure, order and conformity Leaders are energized, encouraging, emotional, disruptive and inspiring Position Personal Personal power Express the successful outcome of the project at all times (vision) Be positive and enthusiastic about success Energize and inspire others to accept vision Visionary leaders have clear focus of a future outcome People accept then expect vision to happen Knowing a future event attracts resources to accomplish it
What are the 2 types of POWER? Which type of POWER do PMs absolutely have to learn? How do you do the Pygmalion Principle?
5.
Why does the Pygmalion Principle work?

1. 2. 3.
Cultures
Leadership and Cultural Differences
Cultures
3 types of cultural differences can affect a virtual team:
1. National 2. Organizational 3. Functional
109
National Cultures
Power Distance: the degree of power inequity among team members.
High Power: Authoritarian; manager decides himself. Few challenges. Brazil, China, India, France, Mexico, Arab countries. Low Power: Participative; manager seeks input. Freely challenge. Great Britain, Germany, Finland, Norway, U.S.
110
National Cultures
Uncertainty Avoidance: the extent to which members are comfortable with uncertainty.
High Avoidance: Seek details and plans, predictability, closure. Nervous when uncertain. Belgium, Japan, France, South Korea, Italy Low Avoidance: Less need for total definition. Comfortable with uncertainty. Great Britain, Hong Kong, Ireland, Canada, U.S., India
111
National Cultures
Individualism Collectivism: The degree that people prefer to act as individuals or a group.
Individualism: Loose ties between people; people take care of themselves; value personal time. Great Britain, Australia Italy, Germany, France, U.S. Collectivism: People form strong, groups; value team identity; put team first. Most Asian and Central American countries
112
National Cultures
Masculinity - Femininity: Masculine or Feminine feelings dominate.
Masculine: Concern for earnings; visible success signs; possessions. Japan, Mexico, Italy, Germany, U.S. Feminine: Nurturing, caring, cooperation.. East Africa, Thailand, Norway, Sweden
113
National Cultures
Long Term Short Term: Orientation toward immediate or long term returns.
Long Term: Motivated by long term successes. Most Asian countries. Short Term: More impatient; need immediate reinforcement. English-speaking countries.
114
National Cultures
Context: How people view different communication cues.
High Context: Messages have little meaning without context; prefer historical data and subjective opinions. Japan, China, Mexico, Greece, French Canada, Great Britain. Low Context : Prefer objective and factbased messages; the message itself is sufficient. Germany, U.S., English Canada
115
Organization Culture
Clan Team is an extended family Leaders are parent figures Members are highly committed Emphasize teamwork and participation. Market Results oriented Competitive members Aggressive leaders Emphasis is on winning.
116
Organization Culture
Hierarchy Formal, governed by procedures Stability and control Low risk; no surprises Adhocracy (temporary) Dynamic; adaptive High risk taking and innovation Try new things
117
Functional Culture
Functional experts develop their own way of doing things. Mergers of diverse cultures produce conflict over best way to approach problems. HR, Marketing and Sales prefer more contextual information than I.T., Engineering and Finance

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PMBOK Guidelines

Human Resources Management

1. Organizational Planning 2. Staff Acquisition 3. Team Development

Project Human Resources Management DEFINED:

Project HRM Dilemma

--Project Interfaces --Staffing Requirements --Constraints

Templates HR Practices OT Stakeholder Analysis

--Role/Responsibility Analysis --Staff MGT Plan --Organizational Chart --Supporting Detail

Project HRM Presented by Dr. Herb Brooks--2003

--Staff MGT Plan --Staff Pool Description --Recruitment Practices

Negotiations Preassignment Procurement

--Project Staff Assigned --Project Team Directory

Project HRM Presented by Dr. Herb Brooks--2003

Team Building MGT Skills Reward SYS Collocation Training

--Performance Improvements --Performance Appraisals

Project HRM Presented by Dr. Herb Brooks--2003

Major Processes Defined

1. Identify the People

2. Obtain the People

Project HRM Presented by Dr. Herb Brooks--2003

Project HRM Presented by Dr. Herb Brooks--2003

Project HRM Presented by Dr. Herb Brooks--2003

Project Managers Authority

Project Project Weak Expeditor Coordinator Matrix

Type of Organization Structure

Project HRM Presented by Dr. Herb Brooks--2003

Project HRM Presented by Dr. Herb Brooks--2003

Project HRM Presented by Dr. Herb Brooks--2003

Project HRM Presented by Dr. Herb Brooks--2003

Sources of Power and Impact on People

Total Power = Positional + Personal Power

Staff Management Plan

Staffing Management Plan

Project HRM Presented by Dr. Herb Brooks--2003

Project HRM Presented by Dr. Herb Brooks--2003

Responsibility Matrix - Example

P = Participant A= Accountable R = Review S = Sign-Off

Show the distribution of data items Identify skills distribution

Project HRM Presented by Dr. Herb Brooks--2003

Team Organization Chart - Example

Project HRM Presented by Dr. Herb Brooks--2003

Resource Spreadsheet - Example

Project HRM Presented by Dr. Herb Brooks--2003

Project HRM Presented by Dr. Herb Brooks--2003

SOLUTIONS TO Check on Learning

Which of the following are part of the Staff Management Plan?

Project HRM Presented by Dr. Herb Brooks--2003

2. Staff Acquisition Get Staff

Project HRM Presented by Dr. Herb Brooks--2003

Project Managers Skills

Team Building Activities

Plan them in, otherwise they wont happen

Project HRM Presented by Dr. Herb Brooks--2003

Project Leader versus Manager

Project HRM Presented by Dr. Herb Brooks--2003

Constantly learns Is decisive; a problem solver Is an accomplished motivator

Project HRM Presented by Dr. Herb Brooks--2003

Project Leader (cont.)

Project HRM Presented by Dr. Herb Brooks--2003

Comparison of Content Theories

Need for Achievement Need for Power Need for Affiliation

1G: Needs Theories