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Information Technology Project Management, Fourth Edition Mostafa Ewees

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Mostafa Ewees
Mostafa Ewees

This document discusses human resource management for information technology projects. It covers key topics such as motivating project teams, developing interpersonal skills, planning and acquiring project resources, and managing virtual teams. Project managers are advised to treat people with consideration, understand what motivates them, and communicate effectively. Tools like the Myers-Briggs assessment and software can help with human resource planning and resource leveling, but managing project teams requires strong people skills.

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Information Technology Project Management, Fourth Edition Mostafa Ewees (PhD) Stanford University at California Assistant Professor at German University in Cairo (GUC) EDUCATIONAL CONSULTANT
Learning Objectives ,[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Learning Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
The Importance of Human Resource Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition *Information Technology Association of America (ITAA), “Recovery Slight for IT Job Market in 2004,” (September 8, 2004) www.itaa.org.
Digital Planet Reports ,[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition *Information Technology Association of America (ITAA), “Global IT Spending to Rocket from Current $2 Trillion to $3 Trillion, New Study Finds,” Update for IT Executives (2001) p. 6 (15) www.itaa.org .
Long Hours and Stereotypes of IT Workers Hurt Recruiting ,[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Media Snapshot ,[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
What is Project Human Resource Management? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Keys to Managing People ,[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Intrinsic and Extrinsic Motivation ,[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Maslow’s Hierarchy of Needs ,[object Object],[object Object],Information Technology Project Management, Fourth Edition
Figure 9-1. Maslow’s Hierarchy of Needs Information Technology Project Management, Fourth Edition
Herzberg’s Motivational and Hygiene Factors ,[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
McClelland’s Acquired-Needs Theory ,[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
McGregor’s Theory X and Y ,[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Thamhain and Wilemon’s Ways to Have Influence on Projects ,[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Thamhain and Wilemon’s Ways to Have Influence on Projects (cont’d) ,[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Ways to Influence that Help and Hurt Projects ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Power ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Improving Effectiveness: Covey’s Seven Habits ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Empathic Listening and Rapport ,[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
What Went Right? ,[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Organizational Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Figure 9-2. Sample Organizational Chart for a Large IT Project Information Technology Project Management, Fourth Edition
Figure 9-3. Work Definition and Assignment Process Information Technology Project Management, Fourth Edition
Responsibility Assignment Matrixes ,[object Object],[object Object],Information Technology Project Management, Fourth Edition
Figure 9-4. Sample Responsibility Assignment Matrix (RAM) Information Technology Project Management, Fourth Edition
Figure 9-5. RAM Showing Stakeholder Roles Information Technology Project Management, Fourth Edition
Table 9-1. Sample RACI Chart Information Technology Project Management, Fourth Edition R = Responsibility, only one R per task A = Accountability C = Consultation I = Informed
Staffing Management Plans and Resource Histograms ,[object Object],[object Object],Information Technology Project Management, Fourth Edition
Figure 9-6. Sample Resource Histogram Information Technology Project Management, Fourth Edition
Acquiring the Project Team ,[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Why People Leave Their Jobs ,[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Resource Loading ,[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Figure 9-7. Sample Histogram Showing an Overallocated Individual Information Technology Project Management, Fourth Edition What’s wrong with this picture? Assume 100 percent means Joe is working eight hours per day.
Resource Leveling ,[object Object],[object Object],Information Technology Project Management, Fourth Edition
Figure 9-8. Resource Leveling Example Information Technology Project Management, Fourth Edition
Benefits of Resource Leveling ,[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Developing the Project Team ,[object Object],[object Object],Information Technology Project Management, Fourth Edition
Tuckman Model of Team Development ,[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Training ,[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Myers-Briggs Type Indicator (MBTI) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Wideman and Shenhar’s Views on MBTI and Project Management* ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition *Wideman, R. Max and Aaron J. Shenhar, “Professional and Personal Development: A Practical Approach to Education and Training,” Project Management for Business Professionals , edited by Joan Knutson, 2001, p. 375.
MBTI and Suitability to Project Work* Information Technology Project Management, Fourth Edition *Wideman, R. Max. “Project Teamwork, Personality Profiles and the Population at Large: Do we have enough of the right kind of people?” (http://www.maxwideman.com/papers/profiles/profiles.pdf ). What do you think about these views?
Social Styles Profile ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Figure 9-9. Social Styles Information Technology Project Management, Fourth Edition
Reward and Recognition Systems ,[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Managing the Project Team ,[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Tools and Techniques for Managing Project Teams ,[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
General Advice on Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
General Advice on Teams (cont’d) ,[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Using Software to Assist in Human Resource Management ,[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Project Resource Management Involves Much More Than Using Software ,[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition
Chapter Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Information Technology Project Management, Fourth Edition

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Information Technology Project Management, Fourth Edition Mostafa Ewees

  • 1. Information Technology Project Management, Fourth Edition Mostafa Ewees (PhD) Stanford University at California Assistant Professor at German University in Cairo (GUC) EDUCATIONAL CONSULTANT
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  • 12. Figure 9-1. Maslow’s Hierarchy of Needs Information Technology Project Management, Fourth Edition
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  • 24. Figure 9-2. Sample Organizational Chart for a Large IT Project Information Technology Project Management, Fourth Edition
  • 25. Figure 9-3. Work Definition and Assignment Process Information Technology Project Management, Fourth Edition
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  • 27. Figure 9-4. Sample Responsibility Assignment Matrix (RAM) Information Technology Project Management, Fourth Edition
  • 28. Figure 9-5. RAM Showing Stakeholder Roles Information Technology Project Management, Fourth Edition
  • 29. Table 9-1. Sample RACI Chart Information Technology Project Management, Fourth Edition R = Responsibility, only one R per task A = Accountability C = Consultation I = Informed
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  • 31. Figure 9-6. Sample Resource Histogram Information Technology Project Management, Fourth Edition
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  • 35. Figure 9-7. Sample Histogram Showing an Overallocated Individual Information Technology Project Management, Fourth Edition What’s wrong with this picture? Assume 100 percent means Joe is working eight hours per day.
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  • 37. Figure 9-8. Resource Leveling Example Information Technology Project Management, Fourth Edition
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  • 44. MBTI and Suitability to Project Work* Information Technology Project Management, Fourth Edition *Wideman, R. Max. “Project Teamwork, Personality Profiles and the Population at Large: Do we have enough of the right kind of people?” (http://www.maxwideman.com/papers/profiles/profiles.pdf ). What do you think about these views?
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  • 46. Figure 9-9. Social Styles Information Technology Project Management, Fourth Edition
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