Human resource management
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3. Organizational process assets and Enterprise Environmental factor - This includes information about the organizational culture, and structure. The Human resources that are within the organization and the geographical position of these members. I is the right man for the job, was in a department is another country, some issues could occur. <ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref> | 3. Organizational process assets and Enterprise Environmental factor - This includes information about the organizational culture, and structure. The Human resources that are within the organization and the geographical position of these members. I is the right man for the job, was in a department is another country, some issues could occur. <ref name="A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"> Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9 </ref> | ||
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It is then needed to document each members roles and responsibilities, this way it becomes clear what and where all members belong in the project. There are multible ways of formatting this structure, such as hierarchical, matrix and text-oriented. each one has its advantage. It is as an example a lot more common to see hierarchical structures in USA and perhaps more matrix structures in Denmark. The overall goal for any chart is assign a function with an activity and thereby showing where all the different responsibilities lies. | It is then needed to document each members roles and responsibilities, this way it becomes clear what and where all members belong in the project. There are multible ways of formatting this structure, such as hierarchical, matrix and text-oriented. each one has its advantage. It is as an example a lot more common to see hierarchical structures in USA and perhaps more matrix structures in Denmark. The overall goal for any chart is assign a function with an activity and thereby showing where all the different responsibilities lies. | ||
Revision as of 04:56, 16 February 2018
Contents |
Abstract
Human resource management, is a branch off the "Human behavior" aspect in Project Management. Human resource management is a tool for managers to best allocated their human resources possible. There has been a lot of focus on human resources in the latest years as competition grows, and therefore all screws tightens in all parts of an organisation. This very much so includes human resources as it is an aspect that has not fully been mastered yet. The idea with Human resource management is to maximize the output of the employees, not only short term, but also long term. Long term and short term do not necessarily align, there are also other aspects such as, what members and personalities are with in the team, what are the company values, are the goal/taskes identifiable for the individuals. All these things creates a complex web of just some of the important idenitfables when magnagegin human resource. Another thing is the growing complexity in jobs, and the wider requirements with often the same resources. This is du to the growing level of automation even in administrative jobs. To get ahead of others, managers must manage the human resources to every individuel fullest potential.
There are different levels of human resource management when it comes to projects; Plan Human resource, Acquire project team, Develop Project Team and Manage Project Team. All 4 has to be in order to have a successful team, that improves the quality of a project, and improve their own ability for future projects. [1] [2]
Introduction:
One of the things all, change management tools have in commend is the description of a Team, or the description of the necessity of the "right" team. It's seen in McKinseys 7S model of: Strategy, Structure, System, Skills, Staff, Style and Shared values. Where Skills, staff and style all are human behavior, and through the 7S model to find out how these align. [3]
Another tool for change management is Kotter's "Integrative model of organizational dynamics" that also here does a big part of the change lies with the human resources, as the Dominant coalition describes the personal characteristics, goal and strategies. The second thing the Employees and other tangible assets, that describes people, plant and money.[3] It should become clear form this that Human resource is one of the biggest factors when it comes to change, and yet most leaders do not pay attention to all of the unused potential that is found in all teams.
Big idea:
Plan Human resource:
Input:
According to PMBOK Guide is the planning of human resource management based off of three things. All three elements are necessary to start planning the human resources:
1. Project management plan - which this the project plan that describes the project life cycle and how each phase will be executed. It describes the criteria of how to successfully complete the different taskes with in the change. There should also be a description of how communication among stakeholders is proformed.
2. Activity resource requirements - Is a estimate of the resources needed for each task, this includes equipment, supplies required and human resource. It is through this description that requirements regarding what team members is necessary to carry the change can begin.
3. Organizational process assets and Enterprise Environmental factor - This includes information about the organizational culture, and structure. The Human resources that are within the organization and the geographical position of these members. I is the right man for the job, was in a department is another country, some issues could occur. [2]
Structure:
It is then needed to document each members roles and responsibilities, this way it becomes clear what and where all members belong in the project. There are multible ways of formatting this structure, such as hierarchical, matrix and text-oriented. each one has its advantage. It is as an example a lot more common to see hierarchical structures in USA and perhaps more matrix structures in Denmark. The overall goal for any chart is assign a function with an activity and thereby showing where all the different responsibilities lies.
To sustain the best possible planning of human resources, many approaches can be made. Organizational theory, expert judgment and meetings are different tool that can help gain knowledge and improve the way members interact with others.
meetings
It is important that the team members gain insight in each others function, and that everyone reach a consensus of how the Human resource plan is distributed between members. It is also a great way see how well the group Dynamics work.
Expert judgment
When picking the right candidate for a function, it can be useful have an expert to list the primary skills required for the function and then the establish a view of how much effort should be put into meeting projects objectives. Based off of this a member should be found within an organization. Always identify the risk associated with any staff choice, as this person could be needed in another project in the future.
Organizational theory
Organizational theory is used to understand the people/team and how they behave. Choosing the right people for a group, or the right group for a person, can optimize cost, time and effort need to create the human ressource plan in the first place. It is important to understand the individuals and their goals, go understand how and what will happens if some are put into a team. also keep in mind that the organizational structure can have high relevance depending of the people and shared values. Another thing is the role of the leader/manager this person will also have to be able to control the team to insure strict alignment with the project. [2]
Output:
The overall output from the human resource planning should be a chart of all functions and with a description of what each functions role and responsibility are within the project. There should also be a staff management plan that describes the different team members need for resources during the project. The information on this plan should be updates during the execution of the project, to keep track of resources and to plan ahead.
From the planning phase should it be clear what each team members needs are to fulfill their tasks. Some might need training or permission to able to deliverer what was promised. The Human Resources Plan must based off of all this also present a schedule or time table of how and what resources are used within the team. The more detailed the easier it is to do a risk analysis of the project, both on cost and time. [2]
Acquire project team:
Develop Project Team:
Manage Project Team:
Application:
provide guidance on how to use the tool, concept or theory and when it is applicable
Limitations:
critically reflect on the tool/concept/theory. When possible, substantiate your claims with literature
References
- ↑ R.D. Hodgkinson, (1987), Property Management, Vol. 5 Issue: 4, pp.328-335, https://doi.org/10.1108/eb006669
- ↑ 2.0 2.1 2.2 2.3 Project Management Institute, (January 01, 2013), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Vol. 5, ISBN-13 978-1-935589-67-9, chapter 9
- ↑ 3.0 3.1 John Hayes, (2014), The theory and practice of change management, Vol. 4, ISBN-978-1-137-27534-9, chapter 7
