This chapter presents the following content: Qualities of an effective project manager, managing versus leading a project, building and leveraging your networks, building trust: the key to exercising influence, the human resource management plan, managing project teams,. | CHAPTER 11 Project Human Resource Management Qualities of an Effective Project Manager Managing versus Leading a Project Mapping your project network Building and Leveraging Your Networks Managing Upward Relations Leading by Example Priorities Urgency Problem solving Cooperation Ethics Standards of performance Management by Wandering Around (MBWA) Building Trust: the Key to Exercising Influence Be accountable for your actions Act consistently with your words Live your values and communicate them regularly Admit mistakes and take blame Listen for understanding Building Trust: the Key to Exercising Influence (cont.) Act with integrity and ethics Be an advocate for a fear-free culture Face reality Provide honest feedback Building trust with openness The Leadership Style Continuum Source: Tannenbaum and Schmidt (1973) The Human Resource Management Plan Human resource strategy and approach Policy and procedure Project organisational structure Roles and Descriptions HR governance | CHAPTER 11 Project Human Resource Management Qualities of an Effective Project Manager Managing versus Leading a Project Mapping your project network Building and Leveraging Your Networks Managing Upward Relations Leading by Example Priorities Urgency Problem solving Cooperation Ethics Standards of performance Management by Wandering Around (MBWA) Building Trust: the Key to Exercising Influence Be accountable for your actions Act consistently with your words Live your values and communicate them regularly Admit mistakes and take blame Listen for understanding Building Trust: the Key to Exercising Influence (cont.) Act with integrity and ethics Be an advocate for a fear-free culture Face reality Provide honest feedback Building trust with openness The Leadership Style Continuum Source: Tannenbaum and Schmidt (1973) The Human Resource Management Plan Human resource strategy and approach Policy and procedure Project organisational structure Roles and Descriptions HR governance (roles and responsibilities) The Human Resource Management Plan (cont.) Recognition and reward Project team agreement Risk review Assumptions and constraints Lessons learned Team development plan Managing Project Teams Synergy 1 + 1 + 1 = 10 (positive synergy) 1 + 1 + 1 = 2 (negative synergy) Characteristics of High-performing Teams Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem-solving focus Accept differences of opinion and expression Encourage risk taking and creativity Sets high personal performance standards Identify with the team Managing Project Teams (cont.) Tuckman’s five-stage team development model Managing Project Teams (cont.) There are 10 or fewer members per team. Members volunteer to serve on the project team. Members serve on the project from beginning to end. Members are assigned to the project full time. Members are part of an organisational culture that fosters .
