# Plan Human resource Management 计划人力资源管理

• Identifying project team needs
  确定项目团队的需求
• Reporting relationships
  报告关系
• Assigning roles and responsibilities
  分配角色和责任
• Staffing management plan
  人员配备管理计划
  • Staff acquisition
    人员招募
  • Release of staff
    释放工作人员
  • Consideration of organizational policies and structure
    审议组织政策和结构

# Organization Charts 组织架构图

# Matrix Chart 矩阵图

RACI Chart

• Responsibility Assignment Matrix
  责任分配矩阵
• Roles and Responsibilities
  角色与职责

# Maslow’s Hierarchy of Needs 需求层次理论

• 自我实现
• 社会的
• 尊重
• 安全
• 生理

# Herzberg’s Theory of Motivation 赫兹伯格的动机理论

# Bruce Tuckman’s Stages of Team Development (important) 布鲁斯・塔克曼（Bruce Tuckman）的团队发展阶段

1. Forming
   成型
2. Storming
   猛攻
3. Norming
   规范
4. Performing
   表演
5. (adjourning)
   （休会）

Please memorize these in order
请记住这些顺序

# McGregor’s X and Y 麦格雷戈的 X 和 Y

X - 微管理、不可信、懒惰的、避免工作
Y - 自我领导、积极进取的能力

# Roles and Responsibilities 角色与职责

Role 角色

the label describing the portion of the project the person is accountable.
描述人员负责的项目部分的标签。

Authority 权限

apply resources, make decisions, sign approvals.
应用资源，做出决定，签署批准书。

Responsibility 责任

the work that a project team member is expected to perform.
项目团队成员应执行的工作。

Competency 能力

the skill and capacity required to complete project activities
完成项目活动所需的技能和能力

# Acquiring the Project Team 收购项目团队

• Negotiate and influence
  谈判与影响
• Wrong resources affect project’s success
  错误的资源会影响项目的成功
• Alternate resources
  备用资源
  • Costs
    费用表
  • Competency
    胜任力
  • Training
    训练
  • Legal, regulatory, or mandatory criteria
    法律，法规或强制性标准
• Pre-assignment
  预先分配
• Negotiation
  谈判
• Acquisition
  获得

# Working With Virtual Teams 与虚拟团队合作

• Geographically dispersed individuals
  地理位置分散的个人
• Experts in different geographical areas
  不同地理区域的专家
• Inclusion of workers from home offices
  包括内政部的工人
• Project members with varying schedules
  时间表不同的项目成员
• People with mobility concerns
  行动不便的人
• The deletion or reduction of travel expenses
  删除或减少差旅费

Multi-Criteria Decision Analysis for Team to determine if a virtual team approach is viable
团队的多标准决策分析，以确定虚拟团队方法是否可行

• Availability 可用性
• Costs 费用表
• Experience 经验
• Ability 能力
• Knowledge 知识
• Skills 技能专长
• Attitude 态度
• International factors 国际因素

# Results of team acquisition 团队招募的结果

• Project staff assignments
  项目人员分配
• Resource calendars
  资源日历
• Project management plan updates
  项目管理计划更新

# Develop Project team 开发项目团队

• Process to improve competencies
  提升能力的过程
• Promote team member interaction
  促进团队成员互动
• Enhance overall project performance
  提高整体项目绩效
• Overall goals of this process:
  此过程的总体目标：
  • Improve teamwork
    改善团队合作
  • Motivate employees
    激励员工
  • Reduce turnover rate
    降低流失率
  • Improve overall project performance
    提高整体项目绩效

# Leading Team Development 领导团队发展

• Interpersonal skills – soft skills
  人际交往能力–软技能

• Communication
  沟通

• Emotional intelligence
  情商

• Conflict resolution
  解决冲突

• Influence
  影响

• Team building activities
  团队建设活动

• Forming, storming, norming,performing, and adjourning
  形成，猛攻，规范，表演和休会

• Ground rules
  基本规则

• Colocation – tight matrix
  主机托管 - 紧密矩阵

• Recognition (thank you letters!, personal acknowledgement)
  认可（谢谢来信，个人认可）

• Personal assessment tools
  个人评估工具

• Attitudinal surveys
  态度调查

• Structured interviews
  结构化面试

# Team Performance Assessments 团队绩效评估

• Improvements in skills
  技能提升
• Team competency
  团队能力
• Reduced staff turn over rate (keep you high performers!)
  员工流失率降低（让您表现出色！）
• Team cohesiveness
  团队凝聚力

# Manage Project team 管理项目团队

• Tracking team member performance
  跟踪团队成员的表现
• Offering feedback to team members
  向团队成员提供反馈
• Managing team changes
  管理团队变更
• Influencing team behavior
  影响团队行为
• Resolving conflict
  解决冲突

# Utilizing Organizational process assets 利用组织过程资产

Organizational process assets can help manage the project team:
组织过程资产可以帮助管理项目团队：

• Certificates of appreciation
  感谢状
• Newsletters
  时事通讯
• Project websites
  项目网站
• Bonus structures
  奖金结构
• Corporate apparel
  公司服装

# Conflict Management 冲突管理

• Conflict is natural
  冲突是自然的
• Team issue
  团队问题
• Openness resolves conflict
  开放解决冲突
• Focus on issues, not personalities
  关注问题而不是个性
• Focus on present, not past
  专注于现在，而不是过去

# Managing Conflict 处理冲突

• Relative importance of the conflict
  冲突的相对重要性
• Time pressure for conflict resolution
  解决冲突的时间压力
• Positions of each person involved
  每个参与人员的职位
• Motivation to resolve conflict for short-term or long-term
  解决短期或长期冲突的动机

# Solving Problems 解决问题

• Withdrawal (avoiding)
  提款（避免）
• Smoothing (accommodating)
  平滑（适应）
• Compromising
  妥协
• Forcing
  强迫
• Collaborating
  合作中
• Problem solving (confronting the issue)
  解决问题（面对问题）

Please memorize these and what they mean
请记住这些及其含义

# Relying on Interpersonal Skills 依靠人际交往能力

• Leadership – aligning, motivating, inspiring
  领导力–团结，激励，鼓舞
• Influencing – organizational structure and authority
  影响力–组织结构和权限
  • Persuasive
    有说服力的
  • Active and effective listening
    主动有效聆听
  • Aware of project team interactions and issues
    意识到项目团队的互动和问题
  • Maintaining trust while also managing the project team
    在维持信任的同时还管理项目团队

# Making Effective Decisions 做出有效的决定

• Focus on project goals
  专注于项目目标
• Follow a decision-making process
  遵循决策过程
• Study environmental factors
  研究环境因素
• Analyze information
  分析信息
• Develop personal qualities of project team members
  培养项目团队成员的个人素质
• Stimulate team creativity
  激发团队创造力
• Manage risk
  管理风险
• Be approachable
  平易近人

# Management Styles 管理风格

Autocratic 专制

The project manager makes all decisions
项目经理做出所有决定

Democratic 民主的

The project team is involved with the decisions
项目团队参与决策

Laissez Faire

the project manager allows the team to lead and make decisions
项目经理允许团队领导和制定决策

Exceptional 卓越

the project manager manages by exception (reactive)
项目经理按例外进行管理（反应式）

Questions on Brian Tracy’s video
视频的疑问

1. What is the job of a leader?
   领导者的工作是什么？
2. Is there a single successful leadership style?
   有没有一种成功的领导风格？
3. “Structural” style is good for what kinds of activities?
   “结构性” 风格适合哪些活动？
4. In participative style, the friendship model is composed of which 3 elements?
   以参与方式，友谊模型由以下三个要素组成？
5. In the servant leader style; what is the “golden rule?”
   以仆人领袖的风格；什么是 “黄金法则”？
6. In a ”freedom” style, what is required?
   在 “自由” 风格中，需要什么？
7. In a transformational style; what do you ”tap” into; it uses what?
   具有变革性的风格；您 “挖掘” 了什么？它用什么？

# Five Project Management Powers(French and Ravens) 五项项目管理权（法语和乌鸦）

• Expert - experienced
  专家 - 经验丰富
• Reward - incentive
  奖励 - 奖励
• Formal - positional
  正式 - 位置
• Coercive - threatened
  强制性 - 受到威胁
• Referent – references
  指称–指称

Please memorize these
请记住这些

# Key terms

# Adjourning 休会

Once the project is done, the team either moves onto other assignments as a unit, or the project team is disbanded and individual team members go on to other work.
项目完成后，团队要么作为一个整体移至其他任务，要么解散项目团队，而各个团队成员继续进行其他工作。

# Authority power 权力机关

Project management team members may have authority over other project team members, may have the ability to make decisions, and perhaps even sign approvals for project work and purchases.
项目管理团队成员可能具有对其他项目团队成员的权限，可能具有决策能力，甚至可能签署项目工作和购买的批准书。

# Coercive power 矫顽力

The project manager has the authority to discipline the project team members. This is also known as penalty power.
项目经理有权对项目团队成员进行纪律处分。这也称为惩罚能力。

# Collaborate/Problem solving 协作 / 问题解决

This approach confronts the problem head-on and is the preferred method of conflict resolution. Multiple viewpoints and perspectives contribute to the solution.
这种方法直面问题，是解决冲突的首选方法。多种观点和观点有助于解决方案。

# Collective bargaining agreement constraints 集体谈判协议的约束

Contracts and agreements with unions or other employee groups may serve as constraints on the project.
与工会或其他员工团体的合同和协议可能会成为项目的约束。

# Competency 胜任力

This attribute defines what talents, skills, and capabilities are needed to complete the project work.
此属性定义完成项目工作所需的人才，技能和能力。

# Compromising 妥协

This approach requires that both parties give up something.
这种方法要求双方都放弃一些东西。

# Expert power 专家力量

The project manager’s authority comes both from experience with the technology the project focuses on and from expertise in managing projects.
项目经理的权限既来自于项目所关注的技术经验，又来自于项目管理方面的专业知识。

# Forcing power 强制力

The person with the power makes the decision.
有权力的人做出决定。

# Formal power 正式权力

The project manager has been assigned the role of project manager by senior management and is in charge of the project. The project charter is the formal document that gives the project manager “formal” power to use company assets to achieve project goals.
项目经理已由高级管理层分配给项目经理，并负责该项目。项目章程是正式文件，赋予项目经理使用公司资产实现项目目标的 “正式” 权力。

# Forming 成型

The project team meets and learns about their roles and responsibilities on the project. Little interaction among the project team happens in this stage as the team is learning about the project and project manager.
项目团队会面并了解他们在项目中的角色和责任。在此阶段，由于团队正在了解项目和项目经理，因此项目团队之间几乎没有互动。

# Herzberg’s Theory of Motivation 赫兹伯格的动机理论

Frederick Herzberg’s theory states that there are “hygiene” factors that only serve as dis-motivators if not present. These are things people just expect, or come to expect. Motivation comes from the organization supplying unexpected positive stimulus (unexpected gifts, unexpected raises, promotions, etc.). But, if a reward is too consistent, it will become a hygiene factor over time.
弗雷德里克・赫兹伯格（Frederick Herzberg）的理论指出，存在 “卫生” 因素，如果不存在，这些因素只会起到抑制作用。这些是人们所期望的东西，或者是期望得到的东西。动机来自于组织提供了意外的积极刺激（意外的礼物，意外的加薪，晋升等）。但是，如果奖励过于一致，则随着时间的流逝，它将成为卫生因素。

# Hierarchical organizational chart 层次结构图

A chart showing the relationship between superior and subordinate employees, groups, disciplines, and even departments.
图表显示上级和下级员工，团队，学科甚至部门之间的关系。

# Human resource plan 人力资源计划

This plan defines staff acquisition, the timetable for staff acquisition, the staff release plan, training needs for the project team, any organizational compliance issues, rewards and recognitions, and safety concerns for the project team doing the project work.
该计划定义了人员招募，人员招募时间表，人员释放计划，项目团队的培训需求，任何组织合规性问题，奖励和表彰以及对进行项目工作的项目团队的安全性关注。

# Interpersonal interfaces 人际界面

This organizational interface considers the formal and informal reporting relationships that may exist among the project team members. The interpersonal interface also considers the job descriptions of the project team members, existing reporting structures between supervisors and subordinates, and existing relationships, if any, that may affect the project work. This interface also considers any cultural or language differences among the project team that may need to be addressed.

该组织界面考虑了项目团队成员之间可能存在的正式和非正式的报告关系。人际界面还考虑了项目团队成员的职务说明，主管和下属之间的现有报告结构以及可能影响项目工作的现有关系（如果有）。此界面还考虑了项目团队之间可能需要解决的任何文化或语言差异。

# Maslow’s Hierarchy of Needs 需求层次理论

Abraham Maslow’s theory of the basic needs all humans have and work up a triangle from basic need fulfillment to self actualization.
亚伯拉罕・马斯洛（Abraham Maslow）关于所有人的基本需求的理论，并构筑了一个从基本需求实现到自我实现的三角形。

# McGregor’s Theory of X and Y 麦格雷戈的 X 和 Y 理论

Douglas McGregor’s theory that states management views workers in the Y category as competent and self-led and workers in the X category as incompetent and needing to be micromanaged.
道格拉斯・麦格雷格（Douglas McGregor）的理论指出，管理人员将 Y 类别的工人视为胜任和自律，而 X 类别的工人则视为无能，需要进行微观管理。

# Norming 规范

Project team members go about getting the project work, begin to rely on one another, and generally complete their project assignments.
项目团队成员开始进行项目工作，开始相互依赖，并通常完成他们的项目任务。

# Organization chart 组织结构图

Traditional chart that depicts how the organization is broken down by department and disciplines. This chart is sometimes called the organizational breakdown structure (OBS) and is arranged by departments, units, or teams.
传统图表，描述了组织如何按部门和学科细分。该图表有时称为组织分解结构（OBS），由部门，单位或团队安排。

# Organizational interfaces 组织接口

The project management team needs to identify which departments are going to be involved in the project.
项目管理团队需要确定哪些部门将参与该项目。

# Organizational structure constraint 组织结构约束

The structure of the organization has a direct correlation to the amount of power a project manager has within a project.
组织的结构与项目经理在项目中拥有的权力直接相关。

# Performing 表演

If a project team can reach the performing stage of team development, they trust one another, work well together, and issues and problems get resolved quickly and effectively.
如果一个项目团队能够达到团队发展的执行阶段，那么他们将彼此信任，良好地合作，问题和问题将得到快速有效的解决。

# Political interfaces 政治接口

The hidden goals, personal agendas, and alliances among the project team members and the stakeholders.
项目团队成员和利益相关者之间隐藏的目标，个人议程和联盟。

# RACI chart RACI 图

A RACI chart is a matrix chart that only uses the activities of responsible, accountable, consult, and inform.
RACI 图表是仅使用负责，负责，咨询和告知活动的矩阵图。

# Referent power 威望权利

The project team personally knows the project manager. Referent can also mean that the project manager refers to the person who assigned him the position.
项目团队亲自认识项目经理。推荐人还可以指项目经理是指为其分配职位的人。

# Responsibility 责任

A responsibility is the work that a role performs.
责任是角色执行的工作。

# Reward 报酬

The project manager has the authority to reward the project team.
项目经理有权奖励项目团队。

# Role 角色

This denotes what a person is specifically responsible for in a project. Roles are usually tied to job titles, such as network engineer, mechanical engineer, and electrician.
这表示一个人在项目中具体负责什么。角色通常与职位相关，例如网络工程师，机械工程师和电工。

# Smoothing 平滑处理

This approach smoothes out the conflict by minimizing the perceived size of the problem. It is a temporary solution, but can calm team relations and boisterous discussions.
这种方法通过最小化问题的感知范围来消除冲突。这是一个临时解决方案，但可以平息团队关系和激烈的讨论。

# Staffing management plan 人员配备管理计划

A subsidiary plan of the project management plan that defines staff acquisition, timetables, release criteria, training needs, reward and recognition systems, compliance issues, and safety concerns for the project.
项目管理计划的子计划，用于定义人员招募，时间表，发布标准，培训需求，奖励和表彰系统，合规性问题以及项目的安全问题。

# Storming 猛攻

The project team struggles for project positions, leadership, and project direction. The project team can become hostile toward the project leader, challenge ideas, and try to establish and claim positions about the project work. The amount of debate and fury can vary depending on if the project team is willing to work together, the nature of the project, and the control of the project manager.
项目团队为项目位置，领导力和项目指导而奋斗。项目团队可以对项目负责人产生敌意，挑战想法，并尝试建立和主张有关项目工作的立场。辩论和愤怒的程度可能会有所不同，具体取决于项目团队是否愿意一起工作，项目的性质以及项目经理的控制。

# Withdrawal 退出

This conflict resolution method sees one side of the argument walking away from the problem, usually in disgust.
这种解决冲突的方法通常会使人厌恶地认为论点背离了问题。