管理精品课件英文课件戚安邦博导项目经理PMP258页讲义.ppt

Chapter 10 – Human Resource Management 4. Team Development Outputs Performance Improvements Individual skills Team Behavior Identify more efficient methods of work Input for performance appraisals 5. Other things for HRM Conflict Inevitable consequence of organizational interactions Can be beneficial Resolved by identifying the causes and problem solving by people that are involved their immediate manager Nature of project Limited power of the project manager Necessity for obtaining resources from functional managers Conflict Sources (in order of frequency) 1)Schedules, 2)Project Priorities, 3)Resources,4)Technical opinions, 5)Administrative Procedures,6)Cost,7)Personality Chapter 10 – Human Resource Management Chapter 10 – Human Resource Management 5. Other things for HRM Conflict Avoiding Informing the team Clearly assigning tasks without ambiguity Challenging and interesting work assignments Leadership Skills Directive, Facilitating, Coaching, Supportive Projectized Organization Conflict between PM and Functional Managers Dual Allegiance of team members Complex prioritization of resources Loss of developed procedures on project dissolution Chapter 11 – Project Communications Management 1. Project Communications Management Processes to ensure timely and proper generation, collection, dissemination and disposition of project information General communications management Communications Planning – determining informational needs, who needs what and when; 90% of PM’s time is spent on communicating Information Distribution – making information available Performance Reporting – collecting and disseminating project information Administrative Closure – formalize project/phase completion (continued) 1. Project Communications Management Communication Methods Pick the form of communication that is best for the situation Formal Written – complex problems, all plans, communicating over long distances Formal Verbal – presentations, speeches Informal Written – memos, e-mail