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1. References: Book: PMP in Depth by P. Sanghera Book: The PMP Exam, How to Pass on Your First Try Project Management Lessons in Undergraduate Study Just E.T.C for Business, Education, Technology, and Entertainment Solutions

   Project Management, PMI Approach (PMP)Project Human Resource Management

   sayed@justetc.net, www.justetc.net Sayed Ahmed BSc. Eng. in CSc. & Eng. (BUET, Bangladesh) MSc. in CSc. (University of Manitoba, Canada) http://sayed.JustEtc.net http://www.JustETC.net
2. References & Sources Book: PMP in Depth by P. Sanghera Read on 2007 Book: The PMP Exam, How to Pass on Your First Try Read on 2007 Project Management Lessons in Undergraduate Study Articles from the Internet Originally created these notes back on 2007 sayed@justetc.net, www.justetc.net
3. Project Human Resource Management Some topics on Project Human Resource Management that Project Managers Should Understand Maslow's Hierarchy of Needs McGregor's Theory X and Theory Y Contingency Theory Herzberg's Motivation-Hygiene Theory Achievement Theory Conflict Resolution Constructive Team Roles sayed@justetc.net, www.justetc.net
4. Maslow's Hierarchy of Needs Maslow's Hierarchy of Needs Basic theory of motivation. Five levels of motivation Lower needs Physiological - food, clothing, shelter Security - freedom from fear, job protection, safety Acceptance - being a part of the team Higher Needs Esteem - feeling of importance Self actualization - Live and work with full potential sayed@justetc.net, www.justetc.net
5. McGregor's Theory X and Theory Y McGregor's Theory X and Theory Y Applies to management approach Theory X People are selfish, unmotivated, dislike work People must be forced to work Constant supervision required Theory Y People are naturally motivated to work Team members need very little external supervision Assembly line organizations may benefit from X type of managers Better that you avoid Theory X for Knowledge Workers sayed@justetc.net, www.justetc.net
6. Contingency Theory Contingency Theory Managers may be task oriented or relationship oriented In stressful situations task-oriented managers become more successful While in calm situations relationship-oriented managers perform better sayed@justetc.net, www.justetc.net
7. Herzberg's Motivation-Hygiene Theory Herzberg's Motivation Hygiene Theory Some factors are not directly motivating but their absence will make some people unsatisfied. Such as Hygiene Factors Motivational Factors sayed@justetc.net, www.justetc.net
8. Herzberg's Motivation-Hygiene Theory Hygiene Factors Supervision Work Condition Relationship with co-workers Paycheck Company Policy Motivational Factors Achievement Recognition Work Responsibility Growth sayed@justetc.net, www.justetc.net
9. Expectancy Theory Expectancy Theory Anticipation of a reward or good outcome is a motivation But the motivation will only work if the target is achievable/practical If a person is told if he can sale 100,000 in 4 weeks, he will get 10000$ as bonus. The person will feel motivated only if he can think it is possible but if he feels it is impossible, no motivation will be there sayed@justetc.net, www.justetc.net
10. Achievement Theory Achievement Theory People need achievement, power, and affiliation Achievement Desire to accomplish something Power Desire to influence the behavior of others Affiliation Desire to belong to a group sayed@justetc.net, www.justetc.net
11. Achievement Theory Forms of Power The project manager may enjoy the following forms of power Reward reward a team member Expert When the manager is an expert, people will listen to him[best form of power] Legitimate Power due to the position Referent Example: A manager very close to the CEO may feel/enjoy higher power than he really has Punishment worst type Best Form Reward and Expert sayed@justetc.net, www.justetc.net
12. Conflict Resolution Conflict Resolution Methods of Conflict Resolution Problem-solving Solve the problem (root cause of the problem) Compromise Forcing: never good in the long run Smoothing not recommended. Does not solve the issue Withdraw ignore the issue. not a resolution sayed@justetc.net, www.justetc.net
13. Constructive Team Roles Constructive Team Roles Initiators Information seekers Information givers But not confidential information Encouragers Clarifiers Harmonizers Summarizers Gate Keepers sayed@justetc.net, www.justetc.net