人力资源管理流程[文献翻译].doc

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外文原文
原文:
Human Resource Management Processes
Chapter Summary
This chapter examines:
Human Resource Management must be addressed to ensure essful Project Management. It starts with planning, proceeds to team acquisition, developing the team into an effective working group, and then managing the team, where the actual work is done.
The Develop Human Resource Plan process reminds us to start from petence needs of the project. We then identify the best way to bring the people with petence and skills into our project.
The next stage is to assign the staff to the project, using a process called Acquire Project Team. Either traditional methods or virtual teams can be used. Either way, role definitions are very important. It is easier to find consensus and execute the project smoothly when participants understand and act their assigned roles, such as Project Manager or Sponsor.
The last process, Manage Project Team, is presented in terms of people management, since it is the team that actually does the project work. Active team management is necessary, to set objectives, maintain morale and sometimes resolve conflicts.
Project Human Resource Management
It is clear that project ess depends totally on the motivation petence of the people involved. It therefore makes good sense to build human resource management into our project, where it is essential, just like other more technical aspects.
I once had a colleague who described projects as “human eco-systems with some added technical activities”. This is almost the opposite of what many people think: technical activities with some added people.
To eed, a project must have the people issues under control; this also applies to general management. This knowledge area provides a simple structure of four processes for addressing HR matters in projects. The structure is as follows:
Develop Human Resource Plan: We develop a plan of how the people are going to be selected and brought into the project, based on t