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level,*,Chapter8:ProjectHumanResourceManagement,1,TheImportanceofHumanResourceManagement,Peopledeterminethesuccessandfailureoforganizationsandprojects,Despitethedownturnintheeconomyin2001,thereisstillashortageofgoodITworkers,ITAAcalculatedthattherewereover844,000openingsforITjobsin2000,1in14AmericanworkersareinvolvedinITjobs,Althoughwomenrepresent47percentoftheworkforce,theymakeuponly29percentofITjobs,2,LongHoursandStereotypesofITWorkersHurtRecruiting,ManypeoplearestrugglingwithhowtoincreasetheITlaborpool.Notedproblemsinclude,ThefactthatmanyITprofessionalsworklonghoursandmustconstantlystayabreastofchangesinthefield,Undesirablestereotypesthatkeepcertainpeopleawayfromthecareerfield,likewomen,Theneedtoimprovebenefits,redefineworkhoursandincentives,andprovidebetterhumanresourcemanagement,3,WhatisProjectHumanResourceManagement?,Projecthumanresourcemanagementincludestheprocessesrequiredtomakethemosteffectiveuseofthepeopleinvolvedwithaproject.Processesinclude,Organizationalplanning,Staffacquisition,Teamdevelopment,4,KeystoManagingPeople,Psychologistsandmanagementtheoristshavedevotedmuchresearchandthoughttothefieldofmanagingpeopleatwork,Importantareasrelatedtoprojectmanagementinclude,motivation,influenceandpower,effectiveness,5,Motivation,AbrahamMaslowdevelopedahierarchyofneedstoillustratehistheorythatpeople,sbehaviorsareguidedbyasequenceofneeds,Maslow argued that humanspossess uniquequalitiesthatenable them tomakeindependent choices,thus giving them control oftheirdestiny,6,Figure 8-1.MaslowsHierarchyof Needs,7,HerzbergsMotivational and HygieneFactors,FrederickHerzberg wroteseveral famousbooksandarticles aboutworker motivation.He distinguished between,motivational factors:achievement,recognition,the work itself,responsibility,advancement,and growth,which producejob satisfaction,hygiene factors:cause dissatisfaction if notpresent,but do notmotivateworkers todo more.Examplesinclude largersalaries,moresupervision,and a more attractiveworkenvironment,8,McGregorsTheory Xand Y,Douglas McGregor popularized the human relations approach tomanagement inthe 1960s,Theory X:assumes workersdislike and avoid work,so managers must usecoercion,threats and variouscontrol schemes toget workers tomeetobjectives,Theory Y:assumes individualsconsider work as naturalas play orrestandenjoythesatisfaction ofesteem and self-actualizationneeds,Theory Z:introduced in1981by WilliamOuchi andis basedon the Japaneseapproachto motivating workers,emphasizingtrust,quality,collective decisionmaking,and cultural values,9,Thamhain and Wilemon,s Ways toHaveInfluenceon Projects,1.,Authority:thelegitimatehierarchical rightto issue orders,2.Assignment:the project managers perceived abilityto influence aworkers laterworkassignments,3.Budget:theproject managers perceived abilityto authorize others useof discretionary funds,4.Promotion:the abilityto improve a workers position,5.Money:the ability toincrease aworkerspay and benefits,6.Penalty:theproject managers ability tocausepunishment,7.Work challenge:the abilityto assignworkthatcapitalizes ona workers enjoyment ofdoinga particular task,8.Expertise:the projectmanagersperceivedspecial knowledge that othersdeemimportant,9.Friendship:the ability toestablishfriendly personal relationships betweenthe project managerand others,10,WaystoInfluencethatHelpandHurtProjects,Projectsaremorelikelytosucceedwhenprojectmanagersinfluencewith,expertise,workchallenge,Projectsaremorelikelytofailwhenprojectmanagersrelytooheavilyon,authority,money,penalty,11,Power,Poweristhepotentialabilitytoinfluencebehaviortogetpeopletodothingstheywouldnototherwisedo,Typesofpowerinclude,Coercive,Legitimate,Expert,Reward,Referent,12,ImprovingEffectiveness-Coveys7Habits,ProjectmanagerscanapplyCovey,s7habitstoimproveeffectivenessonprojects,Beproactive,Beginwiththeendinmind,Putfirstthingsfirst,Thinkwin/win,Seekfirsttounderstand,thentobeunderstood,Synergize,Sharpenthesaw,13,EmpathicListeningandRapport,Goodprojectmanagersareempathiclisteners;theylistenwiththeintenttounderstand,Beforeyoucancommunicatewithothers,youhavetohaverapport,Mirroringisatechniquetohelpestablishrapport,ITprofessionalsoftenneedtodevelopempathiclisteningandotherpeopleskillstoimproverelationshipswithusersandotherstakeholders,14,ImprovingRelationshipsBetweenUsersandDevelopers,Someorganizationsrequirebusinesspeople,notITpeople,totaketheleadindeterminingandjustifyinginvestmentsinnewcomputersystems,CIOspushtheirstafftorecognizethattheneedsofthebusinessmustdrivealltechnologydecisions,SomecompaniesreshapetheirITunitstolookandperformlikeconsultingfirms,15,OrganizationalPlanning,Organizationalplanninginvolvesidentifying,documenting,andassigningprojectroles,responsibilities,andreportingrelationships,Outputsandprocessesinclude,projectorganizationalcharts,workdefinitionandassignmentprocess,responsibilityassignmentmatrixes,resourcehistograms,16,Figure8-2.SampleOrganizationalChartforaLar
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