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This lesson focuses on acquiring the project team. This is the process that creates the project staff assignments, resource calendars and project management plan updates. It confirms HR availability and obtains the team. This lesson also briefly touches upon Herzberg's Motivational Theory, McClelland's Achievement Theory and McGregor's Theory X. All of these discuss the different things that motivate people when working on a project. This lesson also touches upon different management styles such as autocratic, charismatic and coach (to name just a few) as well as the five types of power a manager can use to manage a project:
[toggle_content title="Transcript"] The next process in human resource management is acquire the project team. Acquiring the project team is a process that creates the project staff assignment, the resource counters and the project management plan updates. This process is confirming the hr availability and obtaining the team. The inputs are the hr management plan, enterprise environmental factors and organization process assets. The tools used are pre-assignments, negotiating, acquisition, virtual teams, and multi criteria decision analysis. For your inputs, the HR management plan, that was created in the previous process. Then we have your staffing plan. Your staffing plan tells you how am I going to acquire this team, how long will this team go, how am I going to reward this team, how am I going to punish if they are not meeting the standards. Enterprise environmental factors, once again that is the culture of your company. How does your company operate. Organization process assets are the things that the company has to help you with staffing your project. The tools used are pre assignments, pre assignments, are key people, who do you need to have this project be a success. In government contracting, these are known as key personnel. If you need a contract out there I need this person to do the job, that will be a success of your project. Negotiation, these are people that are not pre assigned. This is the project manager going to the functional department heads, and trying to negotiate to get people under his projects. One example is I have a project that is doing a navy conference room. I need to installers, that are available to me right now and I need them on a specific date. I have to go to that department head and negotiate to get those two people on the date that I need them. Acquisition, this is grabbing talent from a subcontractor, from a talent that you don't have within your organization. It is basically a subcontractor. Virtual teams, in the age of information, virtual teams are teleconferencing. Whether it is video or making phone calls or emails. Anything that you can use technology to help teams in different locations. Multi-criteria decision analysis, just know what it is so I can test you on it, it is basically having multiple requirements and trying to make decisions of what you need for what you need for that staff member. Your outputs, project staff assignments, so at the end of this process you should have your staffing team available for you. You should know who you are going to have for your project. Resource counters lets you know when those resources are available and remember, human resources is just part of the project management plan. You are going to update the human resource plan which affects your project management plan. There are a couple of theories you need to understand under human resources. The first one is Maslow's hierarchy of needs. The importance of this is to understand where the employee fits within this triangle and how you can motivate them by knowing where is that within the triangle. Self-actualization what you want them to be at which is almost impossible to have everyone this high. The lowest level is physiological. Which means that I am meeting your basic needs of food, shelter, your ability to survive. Physiological level, the way I view it am getting a paycheck, I am happy. Safety is the next level up. At this level you are reaching the comforts. I am going to work and its hot outside. At this need of comfort, sometimes its hot, I am working in an air conditioning space, am happy. Belonging is being part of the team. At this level, having an employee, being part of the team whether it's a project team being part of any other type of organization, they are feeling like they are a sense of a team. They are happy at that level. Esteem is how they perceive themselves. At this level, I guess the few look at themselves as am part of the team here. Esteem, I'. is an important part of that team. Self-actualization is I'm on top of the road, I believe in this cause, nothing could be better. The next theory is Herzberg's motivational theory. This is needing hygiene and safety. You are motivated by everything outside of finances. You are motivated first with education, training, anything outside of money. McClelland's Achievement Theory: people are motivated by their ability to succeed. There's basically three things: first is to succeed, the second is to acquire power, and the last one is feeling the need to belong. Under McClelland, you have to understand those three things, and for the exam, they'll ask the question such as this person believed that an employee needs to succeed, acquire power and feel that they belong. You would answer, that would be McClelland's achievement theory. McGregor's theory x and y, its an older theory, so under theory x, people need to be told what to do. This is the old industrial age. I need a boss to tell me what to do because I'm lazy. That is theory x. Theory y is if you give me a goal, I will achieve that goal. To understand McGregor's theories x and y, a person under theory x is they need to be told what to do. Under theory y if you give them a goal they are going to achieve it. The next thing to know, key management styles for the PMP. So there's autocratic, it means, automating self, so basically a dictatorship. Charismatic, which is the manager...his goal is to make people happy. People are happy to be around him. Not necessarily they are achieving their goals, but they are happy. Coach, as a coach, you are trying to get the most out of your team. If you get to think about a baseball coach or a football coach, he is on the playing field, he is trying to get his players to be most effective they can be. Director, is supposed to be giving directions to employees. Facilitator, you are basically, a moderator to what needs to be done. Mediator, you are a person in the middle getting messages and just relaying it. Mentor is kind of like a coach but it's more of, I am setting goals for you for life. Not only am I trying to get the most out of you, I'm telling you need to go you need go out and get your Security+ and your PMP. Visionary is trying to set goals for your team. It is, I believe my team can be this in a year. There are five types of power a project manager can use. There is formal, reward, penalty, expert and reference. What are these different types of power? Under formal power, you can think about military training command. The person receives that power because they are in the right position. As the project manager, you have the authority to lead the team. That is the organization giving you formal power to be in charge. Reward power...You are going to think of this as benefits. I have the ability to give you a good evaluation which is going to give you a raise or I am going to give you a bonus or a gift card. I have the ability to reward you somehow when its time off. Penalty, if you are not doing what you need to do, I have the ability to punish you. I can lay you off, kick you out of the project, put you in administrative leave. If you don't do what you need to do there is consequences. Expert...in this type of power situation, I have the expertise, you need to come to me for advice. An example I can think of is a computer programmer, specializing in SQL. You need to have a database created, you need to go to that guy because he has the expertise over that. He has the sense of power if he is the only one who knows how to do whatever that task is. And referent, is you have a type of power where people want to make you happy. Employees don't want to disappoint you. A little extra information with these five types of power, is a manager, you want to use all five of these. You don't want to just use reward power or you don't just want to use penalty. If you only concentrate on one of this type of power, it will have a bad effect on your team. In summary of the acquired project team process, your inputs are the human resource management plan, enterprise environmental factors and organizational process assets. Your tools are pre assignments, negotiation, acquisition, virtual teams, and multi-criteria decision analysis. The outputs of doing all these is you come up with project staff assignments, and resource calendars. [/toggle_content]