CS计算机代考程序代写 scheme PowerPoint Presentation

PowerPoint Presentation

Information Technology

FIT2002

IT Project Management

Lecture 10

Project Resource Management

Video 1: Project Resource Management

Learning Objectives

 Define project resource management and understand its

processes

 Discuss resource management planning, in particular

human resource

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 2

What is Project Resource Management?

 To identify, acquire and manage the resources needed for the
successful completion of the project.

 Processes include

1. Planning resource management: defining how to estimate,
acquire, manage and utilize physical and team resources.

2. Estimate activity resources: estimating team resources and
the type and quantities of material, equipment and supplies
necessary to perform project work

3. Acquiring resources: getting the necessary resources and
personnel required for the project

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 3

What is Project Resource Management?
 Processes include (cont…)

3. Developing the project team: building individual and group
skills to enhance project performance

4. Managing the project team: tracking team member
performance, motivating team members, providing timely
feedback, resolving issues and conflicts, and coordinating
changes to help enhance project performance

5. Control resources: ensuring that the physical resources
assigned and allocated to the project are available as planned,
as well as performing corrective action as necessary

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 4

The Importance of Human Resource

Management

 Many corporate executives have said, “People are our most
important asset”

 People determine the success and failure of organisations and
projects

 Proactive organisations are addressing workforce needs by

– improving benefits

– redefining work hours and incentives

– finding future workers

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 5

Keys to Managing People

 Psychologists and management theorists have devoted much

research and thought to the field of managing people at work

 Some theories related to human resource management:

– Motivation theories – Maslow, Herzberg & McGregor

– Covey’s 7 habits to improve effectiveness on projects

– Daniel Goleman author of Emotional Intelligence and Primal

Leadership

• Emotional intelligence – managing one’s own emotions and

understanding the emotions of others for improved performance

• Six leadership style – visionary, coaching, affiliative, democratic,

pacesetting and commanding

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 6

Maslow’s Hierarchy of Needs

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Herzberg’s Motivational and Hygiene Factors

 Frederick Herzberg wrote several famous books and articles
about worker motivation. He distinguished between

– motivational factors: achievement, recognition, the work
itself, responsibility, advancement, and growth, which
produce job satisfaction

– hygiene factors: cause dissatisfaction if not present, but do
not motivate workers to do more. Examples include larger
salaries, more supervision, and a more attractive work
environment

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 8

McGregor’s Theory X and Y

 Douglas McGregor popularised the human relations approach to
management in the 1960s

 Theory X: assumes workers dislike and avoid work, so
managers must use coercion, threats and various control
schemes to get workers to meet objectives

 Theory Y: assumes individuals consider work as natural as
play or rest and enjoy the satisfaction of esteem and self-
actualization needs

 Theory Z: introduced in 1981 by William Ouchi and is based on
the Japanese approach to motivating workers, emphasizing trust,
quality, collective decision making, and cultural values

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 9

Covey and Improving Effectiveness

 Project managers can apply Covey’s 7 habits to improve
effectiveness on projects

– Be proactive

– Begin with the end in mind

– Put first things first

– Think win/win

– Seek first to understand, then to be understood

– Synergise

– Sharpen the saw

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 10

Video 2: Project Resource Management

Learning Objectives

 Create a human resource plan, project organisational chart,

responsibility assignment matrix, and resource histogram

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 11

Developing the Human Resource Plan

 Involves identifying and documenting project roles,
responsibilities, and reporting relationships

 Contents include

– project organisational charts

– staffing management plan

– responsibility assignment matrixes

– resource histograms

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 12

Sample Organisational Chart for a Large IT

Project

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 13

Work Definition and Assignment Process

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 14

Responsibility Assignment Matrices

 A responsibility assignment matrix (RAM) is a matrix that

maps the work of the project as described in the WBS to the

people responsible for performing the work as described in the

OBS (Organisational Breakdown Structure)

 Can be created in different ways to meet unique project needs

 Note: Organisational breakdown structure (OBS) is a specific

type of organisational chart that shows which organisational

units are responsible for which work items

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 15

Sample Responsibility Assignment Matrix

(RAM)

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 16

Sample RACI Chart

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 17

R = responsibility

A = accountability, only one A per task

C = consultation

I = informed

Staffing Management Plans and Resource

Histograms

 A staffing management plan

– describes when and how people will be added to and

taken off the project team

– describe how these resources would be acquired,

trained, rewarded, and reassigned

 A resource histogram is a column chart that shows the

number of resources assigned to a project over time

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 18

Sample Resource Histogram

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 19

Video 3: Project Resource Management

Learning Objectives

 Understand important issues involved in project staff

acquisition and explain the concepts of resource

assignments, resource loading, and resource leveling

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 20

Acquiring the Project Team

 Acquiring qualified people for teams is crucial

 Are project managers doing a good job in recruiting?

 It’s important to assign the appropriate type and number of
people to work on projects at the appropriate times

 Staffing plans: Maintaining a complete and accurate inventory of
employees’ skills.

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 21

Resource Loading

 Once people are assigned to projects, two techniques are

available to project managers that help them use project staff

most effectively: resource loading and resource leveling.

 Resource loading refers to the amount of individual resources

an existing schedule requires during specific time periods

 Helps project managers develop a general understanding of the

demands a project will make on the organisation’s resources and

individual people’s schedules

 Over-allocation means more resources than are available are

assigned to perform work at a given time

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 22

Sample Histogram Showing an

Overallocated Individual

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 23

Resource Leveling

 Resource leveling is a technique for resolving resource conflicts

by delaying tasks

 The main purpose of resource leveling is to create a smoother

distribution of resource usage and reduce overallocation

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 24

Benefits of Resource Leveling

 When resources are used on a more constant basis, they require

less management

 It may enable project managers to use a just-in-time inventory

type of policy for using subcontractors or other expensive

resources

 It results in fewer problems for project personnel and accounting

department

 It often improves morale

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 25

Developing the Project Team

 The main goal of team development is to help people work

together more effectively to improve project performance

 It takes teamwork to successfully complete most projects

 Tuckman Model of Team Development:

– Forming

– Storming

– Norming

– Performing

– Adjourning

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 26

Training and Team Building Activities

 Training can help people understand themselves, each other,

and how to work better in teams

 Important to make sure that the timing and delivery method for

the training is appropriate for specific situations and individuals

 Team building activities include

– physical challenges

– psychological preference indicator tools

• Myers-Briggs Type Indicator

• Social Styles Profile

• DISC Profile

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 27

The DISC Profile

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 28

Reward and Recognition Systems

 Team-based reward and recognition systems can promote

teamwork

 Focus on rewarding teams for achieving specific goals

 Allow time for team members to mentor and help each other to

meet project goals and develop human resources

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 29

Video 4: Project Resource Management

Learning Objectives

 Explain and apply several tools and techniques to help

manage a project team

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 30

Managing the Project Team

 Project managers must lead their teams in performing various

project activities

 After assessing team performance and related information, the

project manager must decide

– if changes should be requested to the project

– if corrective or preventive actions should be recommended

– if updates are needed to the project management plan or

organisational process assets.

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 31

Tools and Techniques for Managing Project

Teams

 Observation and conversation

 Project performance appraisals

 Interpersonal skills

 Conflict management

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 32

Conflict Handling Modes

1. Confrontation: Directly face a conflict using a problem-solving

approach

2. Compromise: Use a give-and-take approach

3. Smoothing: De-emphasize areas of difference and emphasize

areas of agreement – the accommodating approach

4. Forcing: The win-lose approach

5. Withdrawal: Retreat or withdraw from an actual or potential

disagreement – avoiding approach

6. Collaborating: Decision makers incorporate different

viewpoints and insights to develop consensus and commitment

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 33

Conflict Handling Modes

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 34

Conflict Can Be Good

 Conflict often produces important results, such as new ideas,

better alternatives, and motivation to work harder and more

collaboratively

 Groupthink: Conformance to the values or ethical standards of a

group. Groupthink can develop if there are no conflicting

viewpoints

 Research suggests that task-related conflict often improves team

performance, but emotional conflict often depresses team

performance

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 35

Human Resource Management Involves

Much More Than Using Software
 Patrick Lencioni: The five dysfunctions of teams are:

1. Absence of trust

2. Fear of conflict

3. Lack of commitment

4. Avoidance of accountability

5. Inattention to results

 Project managers must

– Treat people with consideration and respect

– Understand what motivates them

– Communicate carefully with them

– Focus on goal of enabling team members to deliver their best

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 36