tailieunhanh - Lecture Project management in practice - Chapter 11: Project human resource management

This chapter presents the following content: Qualities of an effective project manager, managing versus leading a project, building and leveraging your networks, building trust: the key to exercising influence, the human resource management plan, managing project teams,. | CHAPTER 11 Project Human Resource Management Qualities of an Effective Project Manager Managing versus Leading a Project Mapping your project network 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) 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 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 The Leadership Style Continuum Source: Tannenbaum and Schmidt (1973) The Human Resource Management Plan Human resource strategy and approach Policy and procedure Project organisational structure Roles and Descriptions HR governance | CHAPTER 11 Project Human Resource Management Qualities of an Effective Project Manager Managing versus Leading a Project Mapping your project network 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) 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 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 The Leadership Style Continuum Source: Tannenbaum and Schmidt (1973) The Human Resource Management Plan Human resource strategy and approach Policy and procedure Project organisational structure Roles and Descriptions HR governance (roles and responsibilities) The Human Resource Management Plan (cont.) Recognition and reward Project team agreement Risk review Assumptions and constraints Lessons learned Team development plan Managing Project Teams Synergy 1 + 1 + 1 = 10 (positive synergy) 1 + 1 + 1 = 2 (negative synergy) Characteristics of High-performing Teams Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem-solving focus Accept differences of opinion and expression Encourage risk taking and creativity Sets high personal performance standards Identify with the team Managing Project Teams (cont.) Tuckman’s five-stage team development model 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 .

• Quản lý dự án
• Project management
• Lecture Project management in practice
• Project human resource management
• Managing project teams
• Human resource management plan
• Information technology project management
• Information technology project
• Project portfolio management
• Project management profession
• Project management framework
• Project management context
• Project life cycle
• Project management process
• Modern project management
• Project manager
• Project scope management
• Importance of scope management
• Project scope management processes
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project management institute
• Project communications management
• Project risk management
• Project management standards
• Project management forms
• Enterprise project management
• Project authorization
• Project analysis
• Project execution
• Organizational influences
• Project management processes
• Project integration management
• Project perspective
• Cost management
• Cost management plan
• Project plan
• Integration change control
• Project management principles
• Project management definition
• Project management perspectives
• Project stakeholder definition
• Project life cycle definition
• Project Management in Practice Dr Neil Project management
• Project organisational structures
• Balanced matrix
• Project management office
• Projectised organisation
• Time constrained project
• Project schedule
• Extended network techniques
• Managerial process
• Lecture Project management
• Project Governance
• Lecture Information technology project management
• Project management statistics
• Project sponsor
• Project Analysis Under Risk
• Project Analysis
• project costs
• project investment
• project evaluation
• technical project management
• project management for small business
• Risk management planning
• Qualitative risk analysis
• Project procurement management
• Procurement management plan
• Outsourcing project work
• Quality management planning
• Communications management plan
• Project Cash Flows
• Project Appraisal
• Essential Formulae
• Project Analysis Under Certainty
• Project management in practice
• Evaluating the project
• Terminating the project
• Project auditing
• Project termination