# Soft Test # Introduction The preparation for the computer soft test in the first half of 219 is in progress. In order to facilitate the timely and effective preparation for the test, there is no update.
project human resource management
1. OBS: organizational breakdown structure. It is similar to WBS in form, but it is decomposed not according to the deliverables of the project, but according to the existing departments, units or teams of the organization, and the activities and work packages of the project are listed under the responsible departments.
2. Five stages of team building:
1. Forming stage
2. Shock stage/storm stage
3. Normalization stage
4. Maturity stage/play stage/performance stage
. The responsibility allocation matrix in RACI format contains four responsibilities: responsible (who is responsible), approve (who is approved), consulted (who is consulted) and informed (who is informed). Virtual teams should be included in the table, and virtual teams are teams that are no longer physically together.
4. The leadership role mainly involves:
1. Determine the direction
2. Coordinate ideas and unite people
3. Encourage and inspire
The manager role: mainly concerned with continuously creating the desired results for project stakeholders.
However, extraordinary personality charm is considered as the realm of leadership by many western management scientists.
Five solutions to conflict management must be familiar with both Chinese and English.
1. Problem solving/confrontation
2. compromising)
3. Seeking common ground while reserving differences/smoothing/accommodating)
4. forcing)
5. Retreat/. Among them, problem solving is conflict solving.
VI. Project human resource management: It is fundamentally different from traditional personnel management. Mainly manifested in the different management concepts, scope, functions and methods. It is an effective process to play the role of each project participant. Human resource management includes all the processes needed to organize and manage the project team. Team members are the human resources of the project. The project management team is a subset of the project team and is responsible for management activities such as planning, control and closing. Project sponsors work together with the project management team, usually helping to deal with the project funds, clarifying the project scope and influencing others to make it beneficial to the project.
VII. The four processes of project human resource management will interact with each other and with processes in other knowledge fields. According to the needs of the project, each process will involve at least one person or even a team. Generally speaking, each process occurs at least once at different stages of the project life cycle. There is a clear interface definition between these processes. Although they seem to be independent of each other, they can actually overlap or interact in some way.
8. Before the project is implemented, as a project manager, you should seriously consider the following two questions: 1. What organizational structure should be adopted to do the project? The organizational structure largely determines the power of the project manager, the reporting relationship between team members, the relationship between the project team and the parent company, etc. 2. How to build a team? Including formation, construction and management. On the basis of considering these problems, the organization and team plan of the project should be worked out. Besides the needs of the project itself, we should also consider various environmental factors, including organization, technology, interpersonal relationship, logistics support, political atmosphere and other environmental factors. Among them, the organizational and team planning needs to include the following aspects: (1) Project organizational structure. Should we put the project in a functional department of the parent company, or set up a project team that is basically independent of the functional departments of the parent company, or adopt a semi-independent project team (matrix)? (2) Job description. Explain the job setting in the team; (3) Human resource demand table. List the human resource requirements of the project by time period and resource type. This must be closely coordinated with the schedule and cost plan. (4) personnel recruitment. How to recruit, from inside or outside, whether all members work together, whether virtual teams can be used, and how much labor costs can be borne. (5) Team building. Describe the main methods of team building to be adopted. (6) Training arrangement. It is usually necessary to do some training for new members, especially for the specific situation of the project. (7) Recognition and reward arrangements. Members should be recognized and rewarded for their good performance and achievements. Especially when achieving milestones, we must make more formal recognition and rewards. (8) Relevant laws and regulations. List the relevant laws and regulations that must be observed.
9. The project team is different from the general team. The characteristics of the project team correspond to the characteristics of the project, including: the team has clear goals; Work-oriented, that is, the most important consideration of the team is to complete the work task; The team is temporary; The team pursues effective team integration, which can make members complement each other and produce greater team vitality; The team is managed horizontally. It is required to keep a small distance of rights between superiors and subordinates, and all members should cooperate on an equal footing to encourage all-round exchanges and communication between members.
1. how to form a team? From the following four aspects. (1) The basic process of forming a team. First, understand the requirements of software openness, so as to determine the needs of team members, and then find talents who meet the needs, and finally establish a team. (2) Looking for the leader of the team-the project manager. Generally speaking, the show person acts as the project manager, the second best person acts as the core member, and the mediocre person becomes the ordinary member. This team structure is relatively stable and economical. The project manager should have four qualities, from low to high: good technical ability, strong management ability, rich product development experience and keen business mind. (3) Looking for the core members of the team. Assign important tasks to core members and give them more benefits. The elements that distinguish "core" from "ordinary" are talent, responsibility and loyalty. (4) Looking for ordinary members. The main indicators for selecting ordinary members are: qualified skills, self-discipline and hard work. Among them, skill qualification is the minimum requirement.
Xi. When building a team, the project manager should pay attention to the following contents: (1) Set goals. Set a vision and mission for the project to ensure that every member of the project team can understand these goals; Clearly define their different roles for the people in the project, so as to ensure a * * * understanding. (2) manage expectations. Be sure to understand and pay attention to the expectations of team members, so as to understand everyone's ability and enhance everyone's trust; Make an employee performance list for team members, record their performance and improvement status for a period of time, and hold regular meetings to evaluate their performance and improvement status; Make sure that everyone can learn something new from the project and make them benefit from it. (3) incentives. Give full affirmation and thanks to the excellent performance of team members by holding regular meetings; Let team members have the opportunity to be known by senior managers and customers; Establish a fund and give them rewards regularly and openly; The success of the project is the success of all team members, and ultimately the success of the project manager. (4) communication. Team culture that encourages open communication. Welcome members to communicate with the project manager at any time; Everyone should communicate honestly and transparently; Project managers and members communicate informally on a regular basis; Make the reporting relationship as flat as possible and ensure that there are no more than two reporting levels; The project manager should objectively analyze others, not with old prejudices; For team members, we should finally put them into action, and don't break our words; The project manager should dare to admit his mistakes openly; Trust each other and choose people without doubt. (5) Working environment and culture. Establish a distinct team culture to promote the growth and progress of the team; Attach importance to teamwork. Encourage a variety of ways of cooperation; Create an exciting environment. A small universe that inspires every member.
XII. Pay attention to the inputs, tools and technologies, outputs and other contents of each process.
summary of knowledge points: four processes:
1. human resource planning: hierarchy diagram (WBSOBSRBS), matrix diagram (RAM) and text format
2. team building: Maslow's hierarchy theory of needs (physiology, safety, social communication, self-esteem and self-realization); Herzberg's two-factor theory (health care factor and incentive factor); X theory and y theory; Five kinds of power (legal power, coercive power, expert power, reward power, implicit power); Conceptual distinction (leadership and management).
3. Team building: five stages: formation, shock, standardization, exertion and ending.
4. Team management: five methods of conflict handling: problem solving, coercion, compromise, seeking common ground while reserving differences, and retreat.