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E-raamat: Mastering Project Human Resource Management: Effectively Organize and Communicate with All Project Stakeholders

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  • Formaat: 272 pages
  • Ilmumisaeg: 12-Dec-2014
  • Kirjastus: Pearson FT Press
  • Keel: eng
  • ISBN-13: 9780133838077
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Mastering Project Human Resource Management: Effectively Organize and Communicate with All Project StakeholdersSuurem pilt
  • Formaat: 272 pages
  • Ilmumisaeg: 12-Dec-2014
  • Kirjastus: Pearson FT Press
  • Keel: eng
  • ISBN-13: 9780133838077
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Learn powerful communications and stakeholder management techniques that dramatically improve your ability to deliver projects successfully! Unlike other project guides, which address these issues only in passing,Mastering Project Human Resource Management offers practical, real-world guidance, in-the-trenches insights, and proven applications. Youll learn how to:Identify stakeholders and initiate communicationsPlan for effective HR, communications, and stakeholder managementBuild, develop, and manage project teams capable of powerfully effective communication and stakeholder engagementMonitor, control, and optimize the effectiveness of your communication and engagementThis book is part of a new series of six cutting-edge project management guides for both working practitioners and students. Like all books in this series, it offers deep practical insight into the successful design, management, and control of complex modern projects. Using real case studies and proven applications, expert authors show how multiple functions and disciplines can and must be integrated to achieve a successful outcome. Individually, these books focus on realistic, actionable solutions, not theory. Together, they provide comprehensive guidance for working project managers at all levels, as well as indispensable knowledge for anyone pursuing PMI/PMBOK certification or other accreditation in the field.
Introduction 1(4)
Section I Initiating Stage
5(34)
Chapter 1 Stakeholder Identification and Analysis
7(32)
Learning Objectives
7(1)
What Is a Stakeholder?
8(1)
Types of Stakeholders
8(1)
Policy-Level Stakeholders
8(1)
Implementation-Level Stakeholders
9(1)
Stakeholder Identification and Analysis
9(19)
Purpose
10(1)
Scope
11(1)
Timing
12(1)
Mechanism
12(16)
Summary
28(1)
Key Terms
28(1)
Case Study: From Shopping Mall Project to an Outlet Mall Project---A Case Study for a Stakeholder Analysis
28(2)
Background
29(1)
Why Did the Original Project Fail?
29(1)
New Approach
30(1)
Conclusion
30(5)
Case Study Questions
35(1)
Chapter Review and Discussion Questions
36(1)
Reference Notes
36(3)
Section II Planning Stage
39(60)
Chapter 2 Planning Human Resource Management
41(22)
Learning Objectives
41(1)
Purpose
42(1)
Scope
42(1)
Timing
43(1)
Mechanism
43(15)
How to Plan Project Human Resource Management
43(1)
Understand the Project Framework and Approach
44(1)
Determine the Resources Required to Complete the Project Work
45(1)
Understand the Project Environment
45(3)
Consult the Historical Organizational Project Artifacts
48(1)
Consult Subject Matter Experts
49(1)
Understand Organizational Behavior
50(1)
Determine the Format for Documenting Project Roles and Responsibilities
51(4)
Develop the Human Resource Management Plan
55(3)
Summary
58(1)
Key Terms
58(1)
Case Study: A Case of Failed Human Resource Management Planning
59(1)
What Led to the Roadblock?
60(1)
Conclusion
60(1)
Case Study Questions
61(1)
Chapter Review and Discussion Questions
61(1)
Reference Notes
62(1)
Chapter 3 Planning Communications Management
63(20)
Learning Objectives
63(1)
Purpose
64(1)
Scope
65(1)
Timing
65(1)
Mechanism
65(10)
How to Plan Project Communications Management
66(1)
Review the Project Management Plan
67(1)
Obtain Stakeholder Information from the Stakeholder Register
67(1)
Understand the Project Environment
68(1)
Review the Historical Organizational Project Artifacts
68(1)
Utilize Appropriate Project Communication Methods and Tools
69(5)
Develop a Communications Management Plan
74(1)
Update the Current Project Documents
74(1)
Summary
75(1)
Key Terms
76(1)
Case Study: An Effective Communications Management Plan Devised to Save People from the Clutches of Cancer
76(3)
Communications Management Plan
76(1)
Tailoring the Message
77(1)
Using the Right Communications Channels
78(1)
Case Conclusion
79(1)
Case Questions
79(1)
Chapter Review and Discussion Questions
80(1)
Reference Notes
80(3)
Chapter 4 Planning Stakeholder Management
83(16)
Learning Objectives
83(1)
Purpose
84(1)
Scope
84(1)
Timing
85(1)
Mechanism
85(9)
How to Plan for Stakeholder Management
85(1)
Understand Project Framework and Approach
86(1)
Obtain Stakeholder Information
87(1)
Understand the Project Environment
87(1)
Consult Historical Organizational Project Artifacts
87(1)
Consult Subject Matter Experts
88(1)
Perform Stakeholder Engagement Analysis
89(1)
Synthesize Stakeholder Management Planning Information
90(1)
Stakeholder Engagement Strategy
91(2)
Stakeholder Management Plan
93(1)
Summary
94(1)
Key Terms
95(1)
Case Study: First City Bank Implements an ERP System
95(2)
Case Questions
97(1)
Chapter Review and Discussion Questions
97(1)
Reference Notes
98(1)
Section III Developing and Managing (Executing) Stage
99(104)
Chapter 5 Acquiring Project Human Resources
101(18)
Learning Objectives
101(1)
Purpose
102(1)
Scope
102(2)
Factors Influencing the Scope of the Project Human Resource Acquisition
102(2)
Timing
104(1)
Mechanism
104(9)
How to Acquire Project Human Resources
104(9)
Summary
113(1)
Key Terms
113(1)
Case Study: An Unusual Challenge---Immediate Staffing for a Government Project
114(2)
Challenge
114(1)
Action
115(1)
Conclusion
116(1)
Case Study Questions
116(1)
Chapter Review and Discussion Questions
116(1)
Reference Notes
117(2)
Chapter 6 Developing Project Human Resources
119(24)
Learning Objectives
119(1)
Purpose
120(1)
Scope
121(1)
Timing
121(1)
Mechanism
122(14)
How to Develop Project Human Resources
122(1)
Review Project Staff Assignments
122(1)
Review Human Resource Management Plan
123(1)
Determine Resource Availability
124(1)
Utilize Project Human Resource Management Tools
124(2)
Coaching and Training
126(1)
Team-Building Activities
127(2)
Tips for Effective Team Building
129(1)
Kickoff Meetings
130(1)
Ground Rules
130(2)
Co-Location
132(1)
Recognition and Rewards
133(1)
Human Resource (Team Member) Assessments
134(1)
Conduct Team Performance Assessments
135(1)
Update Project Environment Information
135(1)
Check Point: Measuring the Success of Team Development Efforts
136(2)
Summary
138(1)
Key Terms
138(1)
Case Study: A Focus on Competency Development and Training Doubles the Success Rate of New Initiatives
139(2)
Company
139(1)
Challenge
139(1)
Solution
139(1)
Results
140(1)
Case Study Questions
141(1)
Chapter Review and Discussion Questions
141(1)
References Notes
142(1)
Chapter 7 Managing Project Human Resources
143(28)
Learning Objectives
143(1)
Purpose
144(1)
Scope
145(1)
Timing
146(1)
Mechanism
146(17)
Basic Control Process
146(1)
Baseline, Planned, or Reference Input
147(1)
Actual Input
148(1)
Control Process
148(1)
Feedback
148(1)
How to Manage Project Human Resources
149(1)
Review Project Staff Assignments
150(1)
Review Human Resource Management Plan
150(1)
Monitor and Control Team Performance
151(1)
Baseline, Planned, or Reference Input (Wanted Team Performance)
151(1)
Actual Input (Assessed Team Performance)
151(1)
Determine Team Performance Variance
152(1)
Feedback
152(2)
Review Project Work Performance Status Reports
154(1)
Utilize Project Human Resource Management Tools
155(1)
Interpersonal Skills
155(3)
Project Performance Evaluations
158(1)
Team Conflict Management
159(1)
Manage Issues
160(1)
Manage Change Requests
160(1)
Update Project Management Plan
161(1)
Update Project Current, Operational, or Living Documents
161(1)
Update Project Environment Information
162(1)
Update Historical Organizational Project Artifacts
162(1)
Summary
163(1)
Key Terms
164(1)
Case Study: Omega Machine
164(4)
Challenge
165(2)
Solution
167(1)
Results
167(1)
Case Study Questions
168(1)
Chapter Review and Discussion Questions
168(1)
Reference Notes
169(2)
Chapter 8 Managing Project Communications
171(14)
Learning Objectives
171(1)
Purpose
172(1)
Scope
172(1)
Timing
173(1)
Mechanism
173(7)
How to Manage Project Communications
173(1)
Review Communications Management Plan
174(1)
Process Work Performance Reports
174(1)
Understand Project Environment
175(1)
Review Historical Organizational Project Artifacts
175(1)
Use Project Communications Management Tools
175(2)
Information Management Systems
177(1)
Performance Reporting
177(1)
Conduct Project Communications
178(1)
Update Project/Communications Management Plans
178(1)
Update Current Project Documents
179(1)
Update Historical Organizational Project Artifacts
179(1)
Summary
180(1)
Key Terms
180(1)
Case Study: Project Communications Management: Best Practices in Practice
181(1)
Case Study Questions
182(1)
Chapter Review Questions
182(1)
Reference Notes
183(2)
Chapter 9 Managing Stakeholder Engagement
185(18)
Learning Objectives
185(11)
Purpose
186(1)
Scope
186(1)
Timing
187(1)
Mechanism
187(1)
How to Manage Stakeholder Engagement
187(1)
Determine Whom to Engage and How to Engage
188(1)
Utilize Soft Skills Effectively
189(2)
Collect Project Changes Information
191(1)
Consult Historical Organizational Project Artifacts
191(1)
Document Change Requests Generated from Managing Stakeholder Engagement
192(1)
Document Changes to Stakeholder Requirements
192(1)
Update Project Logs and Risk Register
193(1)
Project Logs Update
193(1)
Stakeholder Register Update
194(1)
Record Updates to Historical Organizational Project Artifacts
194(2)
Summary
196(1)
Key Terms
196(1)
Case Study; Solenoid Electric India Limited---Using Its Core Values to Lead the Way in Effective Stakeholder Engagement Management
196(4)
Stakeholder Engagement Strategies
197(1)
Managing Stakeholder Engagement
198(1)
Internal Stakeholder Engagement
198(1)
External Stakeholder Engagement
199(1)
Stakeholder Conflict
199(1)
Conclusion
200(1)
Case Study Questions
200(1)
Chapter Review and Discussion Questions
200(1)
Reference Notes
201(2)
Section IV Controlling Stage
203(30)
Chapter 10 Controlling Project Communications
205(16)
Learning Objectives
205(1)
Purpose
206(1)
Scope
206(1)
Timing
207(1)
Mechanism
207(9)
How to Control Project Communications
207(1)
Obtain Communications Performance Data
208(1)
Obtain Baseline (Planned) Information
209(1)
Review Project Communications Issues
209(1)
Review Historical Organizational Project Artifacts
209(1)
Utilize Communications Control Tools
210(2)
Monitor and Control Project Communications Performance
212(1)
Baseline, Planned, or Reference Input (Wanted Performance)
212(1)
Actual Input (Assessed Communications Performance)
213(1)
Determine Communications Performance Variance
213(1)
Synthesize and Disseminate Project Work Performance Information
214(1)
Update Project Management Plan
214(1)
Update Current Project Documents
214(1)
Update Historical Organizational Project Artifacts
215(1)
Summary
216(1)
Key Terms
216(1)
Case Study
217(1)
Challenge
217(1)
Solution
218(1)
Results
218(1)
Case Study Questions
218(1)
Chapter Review and Discussion Questions
219(1)
Reference Notes
219(2)
Chapter 11 Controlling Stakeholder Engagement
221(12)
Learning Objectives
221(1)
Purpose
222(1)
Scope
223(1)
Timing
223(1)
Mechanism
223(6)
How to Control Stakeholder Engagement
223(4)
Utilize Stakeholder Engagement Control Tools
227(1)
Monitor and Control Stakeholder Engagement Performance
227(2)
Summary
229(1)
Key Terms
230(1)
Case Study
230(1)
The City of Mayflower Community Center Construction Project
230(1)
Case Study Questions
231(1)
Chapter Review and Discussion Questions
232(1)
Reference Notes
232(1)
Index 233
Harjit Singh earned his MBA from University of Texas and his masters degree in Computer Engineering from California State University, Sacramento. He is a Certified Scrum Master, Lean Six Sigma professional, and holds PMP (Project Management Professional) credentials. He has more than 25 years experience in the private and public sector as an engineer, project manager, and educator. Currently, he is working as a data processing manager III at the State of California. In addition, he is also a visiting professor at Keller Graduate School of Management, DeVry University where he teaches project management and business management courses. Prior to this, he worked at Hewlett-Packard Company for 15 years as a systems software engineer and technical project manager. He is also a former member of the Board of Directors for the Sacramento Valley Chapter of the Project Management Institute (PMI) where he served in the capacity of CIO and vice president of relations and marketing.
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