人力资源管理与团队建设培训课程(PPT 44张)

Copyright © 2010 Pearson Education, Inc. 6-17
model
Team Development Stages
4. Performing Adjourn
Trust Flexible Supportive Confident Efficient High Morale
Success? Yes Assemble the Team
Copyright © 2010 Pearson Education, Inc.
No Yes Success? No Build Fallback Positions
6-14
Developing the project team
识别有效和 无效项目团队
ProjectHumanResourceManagement
Peoplearethe mostimportantasset
学习 提示
学习内容 1. 项目人力资源管理对象与特点 2. 项目人力资源管理管理过程 3. 项目人力资源的管理方法 学习重点 1. 如何进行人员分配？ 2. 怎样对项目成员进行激励? 3. 怎样管理冲突？ 4. 如何进行有效的团队建设？ 学习难点 人员与工作的匹配 如何提高团队效力?
Clear Sense of Mission
Productive Interdependency
Cohesiveness
Trust
Enthusiasm
Results Orientation
Copyright © 2010 Pearson Education, Inc. 6-20
Reasons Why Teams Fail
项目人力资源的管理特点
• 项目人力资源管理具有暂时性。 • 项目人力资源管理的责任关系相对复杂。
• 项目人力资源管理方法随项目生命期阶 段或管理过程的不同而不同。
main processes
•Human resources planning: involves identifying and documenting project roles, responsibilities, and reporting relationship. •Acquiring the project team: involves getting the needed personnel assigned to and working on the project

Knowledge area
Project initiation planning
management process groups
executing Monitoring and controlling closing
Project human resource management
Human resource planning
2. Storming – conflict begins
3. Norming – members reach agreement
4. Performing – members work together 5. Adjourning – group disbands Punctuated Equilibrium is a different
Cost Estimati ng, Cost Budgeti ng,
Plan purchas es and acquisiti ons, Plan contracti ng
Based on the process
integr ation scope time cost quality Huma n resour ce
Acquiring the project team
• • • 1. Resource assignment Resource loading Resource leveling When resource are used on a more constant basis, they require less management. 2. enable project managers to use a just-intime inventory type Of policy for using subcontractors or other expensive resources. 3. Resource leveling results in few problems for personal and accounting department 4. Resource leveling often improves morale.
•Developing the project team: involves building Individual and group skills to enhance project performance
•Managing the project team: involves tracking Team member performance, motivating team member, providing timely feedback
谢谢！
2011年春季学期
第一讲 概论
11
Human Resources Planning
Documents about project Roles responsibility and relationships
An organizational chart for the project A staffing management planning Determines roles and responsibilities Which are often shown in a responsibility assignment matrix
procur ement
Monito ring and contro lling
Monitor and control project work, integra ted Change control
Scope verific ation Scope control
Schedul e control
实施阶段 implement
收尾阶段 Close-out
Management Project plans Plan Sample Budgetary Deliverables Preliminary Cost estimate For each Cost estimate phase 2-level WBS 3-level WBS
Last work package Completed work Definitive Cost estimate Performance report Lessons learned Customer acceptance
项目管理过程 overlap of process in a phase
活 动 的 强 度 Level Level Of activity activity 执行 executing 监督与控制 controlling
Identify Necessary Skills
Identify People With Skills
Building the Project Team
Renegotiate with Top Management
Talk to Potential Team Members
Negotiate with Their Supervisor
comm risk unicati on
Commu Risk nications Manage planning ment planning, risk identific ation, risk analysis, risk response planning
procur ement
plan ning
• Poorly developed or unclear goals • Poorly defined project team roles & • • • • •
Convene 1. Forming
Quiet Polite Guarded Impersonal Business-like High Morale
Productive Organized
Establish procedures Develop team skills Confront issues Rebuild morale
Testing Infighting
Conflict over control Confrontational Alienation Personal agendas Low morale
3. Norming
2. Storming
6-18
Achieving Cross-Functional Cooperation
develop project manage ment plan
Scope plannin g Scope definitio n Create WBS
Activity definitio n, Activity sequenci ng Activity Resource s estimatin g Schedule develop ment
启动 initiating
计划 planning
结束 closing
＊ Phase start
＊
时间time Phase finish
Based on the process
integr ation scope time cost quality Huma n resour ce