One thing I did not realize that HR Management is quite a big part of being a PM. The only difference is that in real life we do not call it that. Most of the projects that I have encountered come up in matrix organizations where you have more than one boss to give TPS reports. In such cases keeping the team motivated is a very difficult task. I particularly liked the Maslow's Heirarchy of needs.
The needs of any person are categorized from bottom to top meaning that one cannot ascend to the next level from the bottom until the levels below are fulfilled. Quite cool.
Sometimes the PM's input has no effect on the salary of the team member. Money is a big motivator but not the biggest motivator. Monitory benefits aside, keeping the team motivated and hungry to give more and perform better is one of the most important aspects in getting a successful project done.
Conflicts on a project
There have been many instance where the PM might think that the reason his project is not doing too well is because of the personality of the people in the team. There are projects sometimes where the PM might prefer not to have these one or two people on board. "Their personalities just do not seem to gel with the rest of the team members, they are either too confrontational or too timid or just plain dumb."
The seven sources of conflict in a project are schedules, project priorities, resources, technical opinions, administrative procedures, cost and lastly personalities. Notice that personality is the last source of conflict. Once you understand that point as a PM, I believe that the project is going to get a lot easier to manage.
The conflict resolution techniques are confronting or problem solving, compromise, withdrawal, smoothing or brute force. Every situation calls for a different technique in my opinion.
R01C09-74
No comments:
Post a Comment