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PMP 9: Project Human Resource Management

Key Concepts:

Terms in this set (218)

• Project managers should acquire skills to identify, build, maintain, motivate, lead, and inspire project teams to achieve high team performance and to meet the project's objectives.
• Teamwork is a critical factor for project success, and developing effective project teams is one of the primary responsibilities of the project manager.
• Project managers should create an environment that facilitates teamwork.
• Project managers should continually motivate their team by providing challenges and opportunities, by providing timely feedback and support as needed, and by recognizing and rewarding good performance.
• High team performance can be achieved by using open and effective communication, developing trust among team members, managing conflicts in a constructive manner, and encouraging collaborative problem-solving and decision-making.
• The project manager should request management support and/or influence the appropriate stakeholders to acquire the resources needed to develop effective project teams.
• Today project managers operate in a global environment and work on projects characterized by cultural diversity. Team members often have diverse industry experience, multiple languages, and sometimes operate in the ''team language'' that is a different language or norm than their native one.
• The project management team should capitalize on cultural differences, focus on developing and sustaining the project team throughout the project life cycle, and promote working together interdependently in a climate of mutual trust.
• Developing the project team improves the people skills, technical competencies, and overall team environment and project performance.
• It requires clear, timely, effective, and efficient communication between team members throughout the life of the project.
• The original plans concerning ways in which to reward people are developed during the Develop Human Resource Plan process.
• Award decisions are made, formally or informally, during the process of managing the project team through project performance appraisals.
• It is important to recognize that a particular reward given to any individual will only be effective if it satisfies a need which is valued by that individual.
• Cultural differences should be considered when determining recognition and rewards.
• Only desirable behavior should be rewarded.
• However, the team members should not be punished for poor planning and consistently unrealistic expectations imposed by senior management.
• Win-lose (zero sum) rewards that only a limited number of project team members can achieve, such as team member of the month, can hurt team cohesiveness.
• Rewarding behavior that everyone can achieve, such as turning in progress reports on time, tends to increase support among team members.
• People are motivated if they feel they are valued in the organization and this value is demonstrated by the rewards given to them.
• Generally, money is viewed by most as a very tangible aspect of any reward system, but other intangible rewards are also effective.
• Most project team members are motivated by an opportunity to grow, accomplish, and apply their professional skills to meet new challenges.
• Public recognition of good performance creates positive reinforcement.
• A good strategy for project managers is to give the team all possible recognition during the life cycle of the project rather than after the project is completed.