cloud and beyondproject and quality managemnt
__MACOSX/._reflective journal reflective journal/Week 10 - Project Resource Management-20211004.zip PAQM321_Week 10.pptx Project and Quality Management Week 10 Jafar Hamra (Sydney) Hanspreet Kaur (Melbourne) Kent Institute Australia Pty. Ltd. ABN 49 003 577 302 CRICOS Code: 00161E RTO Code: 90458 TEQSA Provider Number: PRV12051 Version 2 – 18th December 2015 1 Schwalbe, K. (2014), Information Technology Project Management, 8th Edition, Cengage Learning, Boston 2 2 Chapter 9 Project Resource Management 3 Note: See the text itself for full citations. Explain the importance of good resource management on projects, including the current state of the global IT workforce Define project resource management and understand its processes Summarize key concepts for managing people by understanding theories of motivation, influence, and power; how people and teams can become more effective; emotional intelligence; and leadership Learning Objectives Information Technology Project Management, Eighth Edition 4 4 The Importance of Resource Management People determine the success and failure of organizations and projects Most project managers agree that managing human resources effectively is one of the toughest challenges they face Managing people is a vital component of project resource management 5 The Global IT Workforce Although there have been ups and downs in the IT labor market, there will always be a need for good IT workers and project managers By June of 2017, there were almost 4.3 billion mobile-broadband subscriptions By 2020, ICT spending is projected to grow to nearly $5.5 trillion Jobs available to IT professionals are expected to increase by 12 percent by 2024 Project management is number three on Computerworld’s hottest tech list By 2027, employers will need nearly 88 millions individuals in project management-oriented roles 6 Project Resource Management Making the most effective use of the human and physical resources involved with a project Planning resource management Estimating activity resources Acquiring resources Developing the project team Managing the project team Controlling resources 7 Keys to Managing and Leading People Psychologists and management theorists have devoted much research and thought to the field leading people at work. Psychological issues that affect how people work and how well they work include: Motivation theories Influence and power Effectiveness Emotional intelligence Leadership 8 Motivation Theories Intrinsic motivation causes people to participate in an activity for their own enjoyment Example: some people love to read, write, or play an instrument because it makes them feel good Extrinsic motivation causes people to do something for a reward or to avoid a penalty Example: some young children would prefer not to play an instrument, but they do because they receive a reward or avoid a punishment for doing so A basic understanding of motivational theory will help anyone who works or live with other people to understand them. 9 Maslow’s Hierarchy of Needs Abraham Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny Developed a hierarchy of needs; states that people’s behaviors are guided or motivated by a sequence of needs 10 Maslow’s Hierarchy of Needs 11 Maslow’s Hierarchy of Needs The bottom four needs are deficiency needs and the highest level is considered as growth need. Only after meeting deficiency needs, people can act upon the growth needs. Self actualized people are problem focused, have appreciation for life and are concerned about personal growth. Project managers should understand the needs of people and try to provide appropriate motivation and maximize team performance. 12 Herzberg’s Motivational-Hygiene Theory Frederick Herzberg distinguished between motivational factors and hygiene factors Motivational factors: factors that cause job satisfaction Hygiene factors: could cause job dissatisfaction 13 Herzberg’s Motivational-Hygiene Theory 14 Hygiene FactorsMotivators Larger salariesAchievement More supervisionRecognition More attractive work environmentWork itself Computer or other required equipmentResponsibility Health benefitsAdvancement TrainingGrowth McClelland’s Acquired-Needs Theory Specific needs are acquired or learned over time and shaped by life experiences Achievement (nAch): achievers like challenging projects with achievable goals and regular feedback Affiliation (nAff): people with high nAff desire harmonious relationships and need to feel accepted by others, so managers should try to create a cooperative work environment for them Power: (nPow): people with a need for power desire either personal power (not good) or institutional power (good for the organization) 15 Influence and power Thamhain and Wilemon: ways to have influence on projects Authority: legitimate hierarchical right to issue orders Assignment: ability to influence a worker's later work assignments Budget: ability to authorize others' use of discretionary funds Promotion: ability to improve a worker's position Money: ability to increase a worker's pay and benefits Penalty: ability to cause punishment Work challenge: ability to assign work that capitalizes on a worker's enjoyment of doing a particular task Expertise: perceived special knowledge that others deem important Friendship: ability to establish friendly personal relationships between the project manager and others 16 Influence and power Ways to influence Project managers who use work challenges and expertise to influence people projects are more likely to succeed Projects are more likely to fail when project managers rely too heavily on authority, money, or penalty 17 Influence and Power Power is the potential ability to influence behavior to get people to do things they would not otherwise do Power is much stronger than influence, because it is often used to force people to change their behavior Types of power Coercive- using punishment, threats or any other negative approach Legitimate- using position of authority Expert- using personal knowledge and expertise Reward- using incentives Referent- using person’s own charisma 18 Effectiveness (Covey and Improving Effectiveness) Project managers can apply Covey’s seven 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 Synergize Sharpen the saw 19 Effectiveness (Covey and Improving Effectiveness) Good project managers are empathic listeners They listen with the intent to understand Before you can communicate with others, you have to have rapport Relation of harmony, conformity, accord, or affinity Mirroring is the matching of certain behaviors of the other person A technique to help establish rapport IT professionals need to develop empathic listening and other people skills to improve relationships with users and other stakeholders 20 Emotional Intelligence Howard Gardner’s book Frames of Mind: The Theory of Multiple Intelligences introduced the concept of using more than one way to think of and measure human intelligence Gardner suggested the need to develop both interpersonal intelligence (capacity to understand the motivations, intentions, and desires of others) and intrapersonal intelligence (capacity to understand oneself, one’s feelings, and motivations) Emotional intelligence (EI) is knowing and managing one’s own emotions and understanding the emotions of others for improved performance 21 Emotional Intelligence EI is becoming a more popular these days. According to a CareerBuilder.com survey of over 2600 US hiring managers and human resource professionals: 71% said that they value EI in an employee more than IQ 59% said that they would not hire someone who has high IQ but low EI 75% said that they were more likely to promote an employee with high EI than an employee with high IQ 22 Leadership It is a soft skills and there is no one best way to be a leader Most experts agree that the best leaders are able to adapt their style to needs of the situation It is important to understand and pay attention to concepts of motivation, influence, power, effectiveness, emotional intelligence, and leadership in all project processes Laissez-faire, Transactional, servant leader, transformational, charismatic and interactional leadership style. 23 6 Project Manager Leadership Style By PMBOK, Here's The Factors! - Tomps Indonesia 23 Developing the Resource Management Plan and Team Charter Involves identifying and documenting project resources, roles, responsibilities, skills, and reporting relationships Can be separated into a human resource management plan and a physical resource management plan Contents include: Project organizational charts Responsibility assignment matrixes Staffing management plan and resource histograms Team charters 24 Project organizational charts 25 Responsibility assignment matrixes 26 Staffing management plan and resource histograms Describes when and how people will be added to project team and taken off it. This plan would also describe how the resources would be acquired, trained, rewarded and reassigned after the project. Staffing management plan also includes resource histogram which is a column chart that shows the number of resources assigned to a project over time. 27 Sample Resource Histogram 28 Estimating Activity Resources Tools that can assist in resource estimating Expert judgment Data analysis Project management software Meetings 29 Acquiring Resources During the late 1990s, the IT job market became extremely competitive Today, many organizations again face a shortage of IT staff Regardless of the current job market, acquiring qualified IT professionals is critical Project managers should recruit team members and also acquire resources at right time and right place. 30 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 describes five stages of team development Forming Storming Norming Performing Adjourning 31 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 make several decisions Changes to be requested Corrective or preventive actions Updates needed 32 Tools and Techniques for Managing Project Teams Several tools and techniques are available to assist in managing project teams Interpersonal and team skills Project management information systems Conflict management 33 Tools and Techniques for Managing Project Teams Conflict handling modes Confrontation: directly face a conflict using a problem-solving approach Compromise: use a give-and-take approach Smoothing: de-emphasize areas of difference and emphasize areas of agreement Forcing: win-lose approach Withdrawal: retreat or withdraw from an actual or potential disagreement Collaborating: decision makers incorporate different viewpoints and insights to develop consensus and commitment 34 Tools and Techniques for Managing Project Teams 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; 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 35 General Advice on Managing Teams Five dysfunctions of teams Absence of trust Fear of conflict Lack of commitment Avoidance of accountability Inattention to results 36 General Advice on Managing Teams General advice Be patient and kind with your team Fix the problem instead of blaming people Establish regular, effective meetings Allow time for teams to go through the basic team-building stages Limit the size of work teams to three to seven members Plan some social activities to help project team members and other stakeholders get to know each other better Stress team identity Nurture team members and encourage them to help each other Acknowledge individual and group accomplishments Take additional actions to work with virtual team members 37 Controlling Resources Ensuring physical resources assigned to the project are available as planned Also involves monitoring the planned versus actual resources utilization and taking corrective actions as needed 38 Using Software to Assist in Resource Management Software can help in producing a simple responsibility assignment matrix or resource histograms Software includes several features related to human resource management Assigning and tracking resources Resource usage reports Overallocated resource reports To-do lists 39 Chapter Summary Project resource management includes the processes required to make