For the overall of project human resources I can say this chapter tells more about people in the organization, because people are the most important assets in organization and on project.
Therefore, it is essential for project managers to be good human resource managers.
The major processes that involved in this project human resources management includes human resource planning, acquiring project team members, developing the project team, and managing the project team.
This chapter also tells us about psychosocial issues that affect how people work and how well they work include motivation, influence and power, and effectiveness.
One of psychosocial issues under motivation is Maslow, that developed a hierarchy of needs that suggests physiological, safety, social, esteem, and self-actualization needs motivate behavior. Once need is satisfied, it no longer serves as a motivator. Next is influence and power, we can say that power is the potential ability to influence behavior to get people to do things they would not otherwise do. One of theory example of influence the power is Thamhain and Welemon that identified nine influence bases available to project manager. In their research found that project success is associated with project managers who use work challenge and expertise to influence workers. And last theory is under effectiveness, project managers can use Steven Covey’s seven habits of highly effective people to help themselves and project teams become more effective. The seven habits include being proactive; beginning with end in mind; putting first things first; thinking win/win; seeking first to understand, then to be understood; achieving synergy; and sharpening the saw. Using empathic listening is a key skill of good project managers.
Two crucial skills of a good project manager are team development and team management. Teamwork helps people work more effectively to achieve project goals. Project managers can recommend individual training to improve skills related to teamwork, organize team-building activities for the entire project team and key stakeholders, and provide reward and recognition systems that encourage teamwork.
Project managers can use several tools and techniques, including observation and conversation, project performance appraisals, conflict management, and issue logs to help them effectively manage their team.
Therefore, it is essential for project managers to be good human resource managers.
The major processes that involved in this project human resources management includes human resource planning, acquiring project team members, developing the project team, and managing the project team.
This chapter also tells us about psychosocial issues that affect how people work and how well they work include motivation, influence and power, and effectiveness.
One of psychosocial issues under motivation is Maslow, that developed a hierarchy of needs that suggests physiological, safety, social, esteem, and self-actualization needs motivate behavior. Once need is satisfied, it no longer serves as a motivator. Next is influence and power, we can say that power is the potential ability to influence behavior to get people to do things they would not otherwise do. One of theory example of influence the power is Thamhain and Welemon that identified nine influence bases available to project manager. In their research found that project success is associated with project managers who use work challenge and expertise to influence workers. And last theory is under effectiveness, project managers can use Steven Covey’s seven habits of highly effective people to help themselves and project teams become more effective. The seven habits include being proactive; beginning with end in mind; putting first things first; thinking win/win; seeking first to understand, then to be understood; achieving synergy; and sharpening the saw. Using empathic listening is a key skill of good project managers.
Two crucial skills of a good project manager are team development and team management. Teamwork helps people work more effectively to achieve project goals. Project managers can recommend individual training to improve skills related to teamwork, organize team-building activities for the entire project team and key stakeholders, and provide reward and recognition systems that encourage teamwork.
Project managers can use several tools and techniques, including observation and conversation, project performance appraisals, conflict management, and issue logs to help them effectively manage their team.
