A Guide to Project Management

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Unformatted text preview: he project. This is often the case when a) the project is the result of a competitive proposal, and specific staff were promised as part of the proposal, or b) the project is an internal service project, and staff assignments were defined within the project charter. .3 Procurement. Project procurement management (described in Chapter 12) can be used to obtain the services of specific individuals or groups of individuals to perform project activities. Procurement is required when the performing organization lacks the in-house staff needed to complete the project (e.g., as a result of a conscious decision not to hire such individuals as full-time employees, as a result of having all appropriately competent staff previously committed to other projects, or as a result of other circumstances). ment ment 9.2.3 Outputs from Staff Acquisition .1 Project staff assigned. The project is staffed when appropriate people have been reliably assigned to work on it. Staff may be assigned full time, part time, or variably, based on the needs of the project. .2 Project team directory. A project team directory lists all the project team members and other stakeholders. The directory may be formal or informal, highly detailed or broadly framed, based on the needs of the project. geE L geE PL 9.3 TEAM DEVELOPMENT Team development includes both enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a team. Individual development (managerial and technical) is the foundation necessary to develop the team. Development as a team is critical to the project's ability to meet its objectives. Team development on a project is often complicated when individual team members are accountable to both a functional manager and the project manager (see Section 2.3.3 for a discussion of matrix organizational structures). Effective management of this dual reporting relationship is often a critical success factor for the project, and is generally the responsibility of the project manager. Although team development is positioned in Chapter 3 as one of the executing processes, team development occurs throughout the project. Inputs .1 .2 .3 .4 .5 Project staff Project plan Staffing management plan Performance reports External feedback P Tools & Techniques .1 Team-building activities .2 General management skills .3 Reward and recognition systems .4 Collocation .5 Training Outputs .1 Performance improvements .2 Input to performance appraisals 114 NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST ACROYMNS LIST A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Chapter 9--Project Human Resource Management 9.3.1 Inputs to Team Development .1 Project staff. Project staffing is described in Section 9.2.3.1. The staff assignments implicitly define the individual competencies and team competencies available upon which...
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This document was uploaded on 09/27/2013.

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