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PMP Notes for Human Resources Management

July 22, 2008 | Author: admin | Filed under: HR Management, PMP

PMP Notes for Human Resources Management
By Donna Ritter

Below are raw notes taken by a PMP student in the Human Resources area of Project Management.

  • Responsibility Assignment Matrix (RAM) - People who are working on tasks identified on the WBS
  • Staffing Management Plan - When and how you need to hire what kind of talent
  • Learning Curve Theory - The cost to produce an item will decrease each time the production is doubled
  • Leading - Establishing direction, aligning people and motivating and inspiring the team
  • Staff selection - Usually based on previous experience, personal interests, personal characteristics, availability, competencies and proficiency
  • Reward and recognition - Based on separately budgeted controllable cost; clear, explicit, achievable and cultural
  • Scientific Management - Clear and specific procedures resulting in efficiency and motivation
  • Expectancy theory - Results can be applied by treating people with encouragement, giving them a sense of recognition and achievement, and praising them publicly while criticizing privately
  • Maslov (also Maslow) theory - The Hierarchy of needs; 5 levels (physiological, safety, love and affection, esteem and self actualization); lower needs met first
  • Hertzberg theory - Motivators or satisfiers are a sense of achievement and a sense of recognition for things done, the work itself, responsibility, advancement, growth etc. The dis-satisfiers or hygiene factors are company policies, relationships with supervisor, personal factors, status, security, and others. Maintain hygiene factors by having a good working personal policy and good leadership practices, feeling of achievement, and recognition for work done; responsibility and empowerment.
  • McGregor theory - Theory X managers think that all people are basically lazy and that unless they are threatened or in some way forced to do work, they will not do any work. These managers work direct work to be done and do not allow very much participation in any decision making. Theory Y managers think that people will do a good job for the sake of doing it. They believe in participative management and sharing information with the worker. These managers also listen to problems that are brought by their staff.
  • Theory Z - This theory believes that high levels of trust, confidence and commitment to work on the part of management leads to high levels of motivation and productivity.
  • Job enrichment - For motivational effects; such jobs are characterized by a lack of boredom, a promote a feeling that the work is meaningful, a feeling of being responsible, and a feeling of competence in accomplishing the task.
  • Outputs from Team Development - Performance improvements and input for performance appraisals
  • Coercive and reward power - This kind of power depends on the person being influenced believing that the the thing being requested can actually be done, that the reward or punishment can actually be given by the influencer, and that the reward or punishment is sufficient to motivate the person being influenced to do the work.
  • Legitimate power - Formal authority
  • Referent power - Charismatic and virtues of the leader give him/her this power
  • Expert power - Authority based on knowledge or ability
  • Representative power - Delegated authority
  • Conflict resolution - There are 5 ways of resolving conflicts: forcing, smoothing, compromising, problem solving (confrontation), withdrawing:
    • Forcing - Permanent solution, win-lose approach, not good for building teams
    • Smoothing - Minimizing disagreement by making differences seem less important; deemphasize area of difference, good for team but conflict may return
    • Compromise - Give up something to reach a common ground
    • Problem solving (confrontation) - All disagreements must have one correct solution
    • Withdraw - Worst kind of resolving conflicts, negative and mainly resorted to when cooling off

Donna Ritter is a passionate Senior Level Software PMP Certified Project Manager with a proven track record designing and developing complex distributed systems solutions at three major technology companies and several small ones. Donna has designed business management processes required for clients depending on company size and culture during her yeas of international experience. She has also delivered Enterprise systems management solutions to Fortune 500 companies designed for multi-cultural environments. Donna is a results-driven leader with extensive experience in practical application of best industry practices with teams who must deliver quality products despite significant time, resource, and technical challenges. She have proven abilities to form and manage cross-organizational teams and programs achieving breakthrough results. Donna maintains a professional blog: Project Management and Life Coaching.

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