By Leonardo Grandinetti Chaves, MSc, PMP
Minas Gerais, Brazil
The environments of projects in organizations are characterized by predominant temporary teams. The team of a project can contemplate the project staff, representatives of users or customers, vendors, business partners and the human resources of the project.
It´s important to the Project Manager Select, work the key people of the team, in addition to coordinating the overall project planning, know the product to be delivered, establish the working structure, identify those responsible for the parts of the project, have science the timeline for reference, draw up and coordinate the management plans of the project, among them the plan of management of human resources.
Some project management methodologies have specific plans for people. The PMBOK presents the plan of management of human resources that contemplates from planning to the finishing of the project (PMI, 2013). As well as on formal planning, agile methodologies also reinforce the interactions between the teams. The Manifesto agile, for example, advocates the individuals and interactions more that processes and tools (AGILE MANIFEST, 2015).
The staffing plan may include how and when team members will be hired or mobilised, training needs, recognition and awards, the problems of security and the impact of the plan of human resources in the organization (PMI, 2013). With the increasing competitiveness, recognition and awards can stay in the background. As a solution, the functional manager and project manager can opt for exchange by some form of compensation (clearances of work, for example).
The PMBOK suggests some tools for your preparation of planning: Organization charts and job descriptions, the expert opinion and the meetings held by the project team (PMI, 2013). Another aspect concerns the networks of relationships that involve the informal interaction between people in an organization while organizational theory deals with the behavior of people and teams (CHIAVENATO, 2003).
Training and Development
The stages of development of teams involve bringing people in times, the behavior definition, the establishment of procedures, the delegation and individual development (Forming, brainstorming Norming, Performing, Adjourning) (TUCKMAN, 65). It noted that these elements can also be applied to virtual teams (S.D. Johnson et al, 2002).
In the Scrum methodology there is the role of the leader of the team that is responsible for ensuring that the time is in accordance with the values, practices and rules. The leader helps the team, educates, trains, leading the team to be more productive and to develop products of higher quality (SCHWABER, K., 2009).
Training includes all activities designed to enhance the skills. The activities can vary from one item of tariff of five minutes, in a meeting of assessment of progress, up to an external expertise to enhance interpersonal relations.
For the management of the project team, the manager can apply your knowledge of behavioral theories and motivational. One of them, of Herzberg, discusses the enrichment of tasks and displays the X and Y Theory (Michel, 2015) Additionally, discusses that the factors of hygiene in the project (HERZBERG, 1997; Robbins, 2002). Maslow’s already addresses the hierarchy of needs (CHIAVENATO, 2003).
The project as the main component of the human resources, represented by manager and team, requires of the involved the skills, posture, techniques and knowledge varied; this may occur shocks of opinion, leading the inevitable conflicts which, if handled properly, will be beneficial. In this sense there are several techniques of conflict resolution.
About the Author
Minas Gerais, Brazil
Leonard Grandinetti Chaves is a graduate and postgraduate in IT in Fumec and MSC, master’s at Computer Science from Universidade Federal de Minas Gerais -UFMG. He has experience in Computer Science, focusing on Database, Geoprocessing and acting on the following subjects: EAI, XML, GML. His experience includes Project Management in private companies and government agencies. Leonardo is an instructor in several training courses organized by PMI Minas Gerais-Brazil Chapter as volunteer. He is MBA Professor at Puc Minas and Senac, and a lecturer with several publications. He can be contacted at firstname.lastname@example.org