【管理类】项目管理（全英文版）(9)

©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USA93ProjectHumanResourceManagementincludestheprocessesrequiredtomakethemosteffectiveuseofthepeopleinvolvedwiththeproject.Itincludesalltheprojectstakeholders—sponsors,customers,individualcontributors,andothersdescribedinSection2.2.Figure9–1providesanoverviewofthefollowingmajorprocesses:9.1OrganizationalPlanning—identifying,documenting,andassigningprojectroles,responsibilities,andreportingrelationships.9.2StaffAcquisition—gettingthehumanresourcesneededassignedtoandworkingontheproject.9.3TeamDevelopment—developingindividualandgroupskillstoenhanceprojectperformance.Theseprocessesinteractwitheachotherandwiththeprocessesintheotherknowledgeareasaswell.Eachprocessmayinvolveeffortfromoneormoreindi-vidualsorgroupsofindividualsbasedontheneedsoftheproject.Althoughtheprocessesarepresentedhereasdiscreteelementswithwell-definedinterfaces,inpracticetheymayoverlapandinteractinwaysnotdetailedhere.Processinterac-tionsarediscussedindetailinChapter3,ProjectManagementProcesses.Thereisasubstantialbodyofliteratureaboutdealingwithpeopleinanopera-tional,ongoingcontext.Someofthemanytopicsinclude:•Leading,communicating,negotiating,andothersdiscussedinSection2.4,KeyGeneralManagementSkills.•Delegating,motivating,coaching,mentoring,andothersubjectsrelatedtodealingwithindividuals.•Teambuilding,dealingwithconflict,andothersubjectsrelatedtodealingwithgroups.•Performanceappraisal,recruitment,retention,laborrelations,healthandsafe-tyregulations,andothersubjectsrelatedtoadministeringthehumanresourcefunction.Mostofthismaterialisdirectlyapplicabletoleadingandmanagingpeopleonprojects,andtheprojectmanagerandprojectmanagementteamshouldbefamiliarwithit.However,theymustalsobesensitiveastohowthisknowledgeisappliedontheproject.Forexample:•Thetemporarynatureofprojectsmeansthatthepersonalandorganizationalrelationshipswillgenerallybebothtemporaryandnew.Theprojectmanage-mentteammusttakecaretoselecttechniquesthatareappropriateforsuchtransientrelationships.PROJECTHUMANRESOURCEMANAGEMENT99.1OrganizationalPlanning9.2StaffAcquisition9.3TeamDevelopment94©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USAFIGURE9–1AGUIDETOTHEPROJECTMANAGEMENTBODYOFKNOWLEDGE•Thenatureandnumberofprojectstakeholderswilloftenchangeasthepro-jectmovesfromphasetophaseofitslifecycle.Asaresult,techniquesthatareeffectiveinonephasemaynotbeeffectiveinanother.Theprojectmanage-mentteammusttakecaretousetechniquesthatareappropriatetothecurrentneedsoftheproject.•Humanresourceadministrativeactivitiesareseldomadirectresponsibilityoftheprojectmanagementteam.However,theteammustbesufficientlyawareofadministrativerequirementstoensurecompliance.9.1ORGANIZATIONALPLANNINGOrganizationalplanninginvolvesidentifying,documenting,andassigningprojectroles,responsibilities,andreportingrelationships.Roles,responsibilities,andre-portingrelationshipsmaybeassignedtoindividualsortogroups.Theindividualsandgroupsmaybepartoftheorganizationperformingtheprojectortheymaybeexternaltoit.Internalgroupsareoftenassociatedwithaspecificfunctionaldepart-mentsuchasengineering,marketing,oraccounting.Onmostprojects,themajorityoforganizationalplanningisdoneaspartoftheearliestprojectphases.However,theresultsofthisprocessshouldbereviewedreg-ularlythroughouttheprojecttoensurecontinuedapplicability.Iftheinitialorgani-zationisnolongereffective,itshouldberevisedpromptly.Organizationalplanningisoftentightlylinkedwithcommunicationsplanning(describedinSection10.1)sincetheproject’sorganizationalstructurewillhaveamajoreffectontheproject’scommunicationsrequirements.9.1OrganizationalPlanning9.2StaffAcquisition9.3TeamDevelopment.1Inputs.2ToolsandTechniques.3Outputs.1Projectstaff.2Projectplan.3Staffingmanagementplan.4Performancereports.5Externalfeedback.1Team-buildingactivities.2Generalmanagementskills.3Rewardandrecognitionsystems.4Collocation.5Training.1Performanceimprovements.2Inputtoperformanceappraisals.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.2.1Inputs.2ToolsandTechniques.3Outputs.1Projectinterfaces.2Staffingrequirements.3Constraints.1Templates.2Humanresourcepractices.3Organizationaltheory.4Stakeholderanalysis.1Roleandresponsibilityassignments.2Staffingmanagementplan.3Organizationchart.4Supportingdetail.3.3.3.3.3.3.3.3.3.3.3.3.1.1Inputs.2ToolsandTechniques.3Outputs.1Staffingmanagementplan.2Staffingpooldescription.3Recruitmentpractices.1Negotiations.2Pre-assignment.3Procurement.1Projectstaffassigned.2Projectteamdirectory.3.3.3.3.3.3.3.3ProjectHumanResourceManagementFigure9–1.ProjectHumanResourceManagementOverviewPROJECTHUMANRESOURCEMANAGEMENT9.1.1.3©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USA959.1.1InputstoOrganizationalPlanning.1Projectinterfaces.Projectinterfacesgenerallyfallintooneofthreecategories:•Organizationalinterfaces—formalandinformalreportingrelationshipsamongdifferentorganizationalunits.Organizationalinterfacesmaybehighlycomplexorverysimple.Forexample,developingacomplextelecommunicationssystemmayrequirecoordinatingnumeroussubcontrac