PMBOK及PMP考试串讲教材精要(12)

来源：项目管理师发布时间：2012-05-06 项目管理师视频评论

Project Human Resource Management项目人力资源管理 - process required to make the most effective use of the people involved with the project保证参加项目的人员能够被最有效使用所需要的过程
Responsibility Assignment Matrix (RAM) 责任分配矩阵– Show who does what (x=person, y=phase). The most important feature of the RAM is the participatory development process involving all stakeholders. Show who is participant, who is accountable, who handles reviews, who provides input and who must sign off on specific work packages or project phases.谁做什么（x轴代表人, y轴代表阶段）大多数角色和责任分配给积极参与项目工作的主要项目工作人。在特殊的工作包和项目阶段中说明谁是参与人，谁是负责人，谁进行审查，谁提供输入，谁进行签收。
Linear Responsibility Chart ()线性责任图 – identifying responsibility, assignments by work packages and action required. Also referred to as RAM.确认责任，分配必须完成的活动和工作包。也被看作是责任分配矩阵
Organizational Breakdown Structure (OBS)组织分解结构 - A depiction of the project organization arranged so as to relate work packages to organization units.反映不同组织单位各自负责的工作包
Resources Histogram 资源柱状图– often part of Staffing Management Plan; shows resource usage (eg staff hours) per time period (eg wk, mth) of a specific job function. 经常作为人员配备管理计划的一部分，用时间段（如周、月）表示人力资源消耗（如人时）情况的详细工作函数
Rewards and Recognition Systems奖励和表扬体系 -- to be effective, must make the link between performance and reward clear, explicit and achievable.为达到效果，必须在业绩和奖励之间建立清晰并可实施的联系

Types of Power权力类型
Legitimate合法 (Formal)正式	Derived from formal position来自于正式的职位
Coercive惩罚	Predicated on fear源于对某种后果的惧怕
Reward奖励	Involves positive reinforcement and ability to award something of value包括对有贡献的进行物质奖励 Project often needs their own rewards system to affect employee performance. Used correctly, bring the team’s goals and objectives in line with each other and with the project.项目经常需要带有奖励机制来影响成员的绩效。正确的行使激励，将使团队的目标和项目的目标取得一致。
Expert专家	Held in esteem because of special knowledge or skill (requires time)由于专门的知识和技能带来的影响力（源自自身的威望）
Referent潜示	Ability to influence others through charisma, personality, etc.借用一个权力更大的人的职权来增强自己的权力

The best forms of power are generally Reward and Expert最好的权力形式一般是奖励和专家

Conflict Management冲突管理
Problem Solving / Confrontation解决/面对问题			address conflict directly in problem solving mode 在问题解决中直接面对问题的方法 [win/win]
Compromising妥协			bargaining and searching for solutions; neither party wins but each gain some satisfaction [lose/lose] this is very rarely a good way to resolve technical issues.通过讨价还价寻找一定程度上使双方满意的解决办法，这是一个解决技术问题的好办法。
Smoothing缓和			de-emphasize differences and emphasize commonalities; friendly but avoids solving root causes; delaying (eg. Manager says an issue is valid but doesn’t think it will be a big problem later)淡化分歧强调一致性，努力保持友好的氛围是求同存异的解决办法；这种方法暂时有效，缓和不解决根本问题（例如，经理说一个事情是有效的但不认为它随后会成为一个大问题）
Withdrawal (Ignoring)撤退（忽略）			retreating from actual or potential disagreement; delaying (e.g. “Just document the problem”)从实际的或潜在的争吵中退出，不解决问题（例如，只是记录问题）
Forcing强制			exerting one’s viewpoint; a last resort [win/lose] (e.g. “Call the customer and demand that you receive the approval today.”强调一方观点，最后的手段（例如，通知客户你今天需要一个正式批准）
Collaborating合作		Involves incorporating multiple ideas and viewpoints from people with different perspectives and offers a good opportunity to learn from others (good when project is too important to be compromised)统一大家的意见，提供一个彼此学习的好机会（项目很重要必须折中时）

*Sources of Conflict* 冲突的原因	INITIATION启动			PLANNING计划编制	EXECUTION & CONTROL执行控制	CLOSE-OUT收尾	Most Tension最主要压力
Priorities项目优先级	1			1			+
Admin Procedures行政管理程序	2			3
Schedules进度	3			2	1	1	+
Technical Issues技术规范					2		+
Personnel Resources人力资源					3	3	+
Personality Conflict个性冲突						2
3 steps of problem solving: 解决问题的三个步骤 Analyze the situation / Document the situation分析/证实情况 Develop alternatives with the team团队开发替代方案 Go to management执行管理
Motivational Theory: Content & Process Theories动机理论：满足/过程理论 Content: “What” energizes, directs behavior –满足：“什么”激发，导致行为 Maslow’s Hierarchy of Needs Theory (Physiological, Safety, Social/Belonging, Esteem, Self-Actualization)马斯洛需求层次理论（生理需求，安全需求，社会/归属需求，尊重，自我实现） Hertzberg’s Motivator/Hygiene Theories (Motivator: Self-Actualization, Esteem ; Hygiene: Social, Safety, Physiological)赫兹博戈卫生与动机理论（动机：自我实现，尊重；卫生：社会，安全，生理） Process: “How” personal factors influence behavior作用：个人因素“如何”影响行为 McGregor’s Theory X and Theory Y (X: Assumes people lack ambition, dislike responsibility, are inherently self-centered and are not very bright; motivate by reward and punishment. Y: Assumes people become lazy w/o recognition, will accept responsibility, can become self-motivated and exercise self-control; motivate by removing obstacles and providing self-directed environment.) 麦克雷戈德X理论和Y理论（X：人缺乏责任感，自私，需要被人监管，不聪明，受制于奖惩。Y：假设人有创造力，能自我管理，能实现自我激发，能主动扫清障碍，创造以自我为中心的环境） Ouchi’s Theory Z/Japanese Theory ( focus on team, company; usually lifetime employment, collective decisionmaking )奥奇Z理论和日本理论（关注于团队，公司；一般是终身雇佣，集体决策）

Other Motivational Theories:其他动机理论
Behaviorism 行为主义– people behavior can be modified through manipulation of rewards and punishments人们的行为会因为奖惩而改变
Expectancy Theory期望理论 – Motivation is explained in terms of expectations that people have about (1) their ability to perform effectively on the job, (2) the rewards they might obtain if they do perform effectively and (3) the value or degree of satisfaction they anticipate from those rewards动机被解释为人们所具有的期望（1）通过努力极有可能完成工作（2）完成工作后会获得奖励（3）奖励带来满足
MBO – More support to team, not more power (remain to PM)对团队给与更多的支持而非更多的权力
Leadership Theories:领导者理论
McGregor麦克雷戈 – Theory X (employee lack ambition) and Theory Y (org structure are responsible for motivation) X理论（员工缺乏雄心）Y理论（组织可以以赖于来源于员工的自信的动力）
Tannenabaum-Schmidt model – Continuum of leadership styles between the autocratic and participative styles是独裁领导风格和参与性风格的统一体
Blake and Mouton – ref to managerial grid (Concern for People Vs Concern for Production), whereas 1,1 is laissez faire mgmnt, 1,9 is Country Club mgmnt, 9,1 is Task oriented mgmnt, 5,5 is Compromise mgmnt and 9,9 is team mgmnt.

Forms of Organization组织形式
Functional职能	Groups people by specialization. Project manager has no formal authority of resources and must rely on informal power structure and his own interpersonal skills to obtain resource commitments from functional managers.专业化分组。项目管理者没有对资源的控制权力，必须依靠非正式权利及自身的沟通能力从职能经理处获取资源
Project Expeditor 项目联络员	Retains functional but adds a Project Expeditor who serves as a communications link and coordinator for the project across functional units保留职能，添加一个能在项目各职能部门起联络作用的项目联系人
Project Coordinator项目协调员	Similar to Project Expeditor except the Coordinator reports to a higher level manager and has some authority to assign work与项目联系人相似，不同的是，项目协调员需要向更高层管理员汇报并有一些权利直接布置工作
Weak Matrix弱矩阵	Vertical functional lines of authority maintained with a relatively permanent horizontal structure containing managers for various projects. Balance of power leans toward the Functional Manager. Can cause a project to fall behind because functional managers are pulling resources away to perform non-project related tasks. The Project Manager may be able to make resource decision on his own but not technical decision.权力倾向于职能经理。由于职能经理将资源移到非项目工作中去，有可能导致项目落后。项目经理有可能依据自身而不是技术决策来决定资源决策
Strong Matrix 强矩阵	Same as Weak except that the balance of power leans towards the Project Manager类似于弱矩阵，所不同的是，权力倾向于项目经理
Projectized项目性	A separate, vertical structure is established for each project. All the project team members report directly and solely to the project manager.为每一个项目所建立的单独的垂直的结构。所有项目团队成员直接地单独地向项目经理汇报
Memorize PMBOK “Organizational Structure Influence on Projects”组织结构对项目的影响 Team building is most difficult in a matrix organization. Its main purpose is to improve team performance.团队建设在矩阵组织中是最困难的。它的主要目的是为了提高团队绩效 Team development is based on the individual development** of each member.团队发展基于团队中每个成员的个人发展
Leadership Styles	领导风格
Autocratic专制	PM makes decision without soliciting information from team项目经理个人作出决定而不用考虑员工的意见，适用于紧急状况
Consultative咨询式管理	Intensive information solicited; PM makes decision最大程度的收集信息，项目经理制定决策
Consensus协商式管理	Team makes decision; open discussion and information gathering by team团队做决策，开放式讨论并从团队收集信息，主要决策由高层决定
Shareholder参与	*Little or no information exchange*; team has ultimate authority for final decision；团队有最终决定权

Roles of the Project Manager项目经理角色	Functions of the Project Manager项目经理的职能
Integrator集成者	Planning计划编制
Communicator沟通者	Organizing组织
Team Leader团队领导	Leading领导
Decision Maker决策者	Controlling控制
Climate Creator/Builde氛围营造者r

Documentation文件

Staffing Management Plan人员配备管理计划– describes when resources will be brought into and taken off the project.描述何时及如何把人力资源投入或撤出项目团队
Employee Record Update 员工记录更新– as part of closure, the project manager should update employee’s record with the new skills acquired.作为收尾的一部分，项目团队需要更新员工对新的技能掌握程度的纪录
Resource calendar 资源日历– identifies period when work is allowed.确定资源可用时间段

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