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Additional PM Information
Human Resource Management

"If you want to make peace, you don't talk to your friends. You talk to your enemies."
Moshe Dayan

PMP Module 9 + PMBOK® Guide Chapter 9 

These notes are supplementary information that expand on the core information contained in Mosaic's PMP Exam Prep courses. Whilst not central the the PMP exam requirements the materials are intended to add value to our course notes and increase the overall richness of the materials as a project management reference resource. Topics planned for this page include:

Human Resource Planning & Management
   
PMBOK Processes:
Acquisition, Assessments, Reviews, De-manning
   
PMBOK® Guide Appendix G - core skills for the project manager
- Leadership:
   -  WP1014 Leadership
- Team building (see Teams below)
- Motivation:
   -  WP1048 Motivation
   -  
Paper: Scheduling in the Age of Complexity (using the schedule for motivation)
- Communication  (see Mod. 10)
- Influencing:
   -  Paper: Advising Upwards – Helping your Managers Help You
   -  See also 
WP1014 Leadership
- Decision making
   -  WP1053 Decision Making  
- Political & Cultural awareness
- Negotiation
   -  WP1024 Negotiating and Mediating
   -  WP1032 Win-Win Negotiating
   -  WP1041 Managing Conflict   

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Personal Attributes
   
Including,
Competency, and personality types.  Topics focused around the personal role of a project manager, including leadership, ethics and general management skills are included in the Professional Responsibility page, communication skills are discussed in the Communication page.  
 
Personality
Personality can be defined as an organised pattern of behavioural characteristics that are likely to be repeated in similar circumstances. Therefore understanding both your own personality type and the personality types of the people involved in the project team and stakeholder community is critical to developing effective communication and relationships. Diversity is important; if everyone is the same there is a very narrow band of input to decisions, limiting options. Additionally, people can use different personalities to help develop ideas, etc (see: Six Thinking Hats). However, it is important to ensure most of the team, most of the time, operate in in positive ways and respect the diversity of others.  One of the oldest established models for personality typing is the Myers-Briggs Personality Type Indicator (1942) which describes personalities in terms of how energy is received and used (Introvert or Extrovert), how information is gathered and taken in (Sensing or Intuitive), how decisions are made (Thinkers or Feelers) and how lives are organised (Perceivers or Judgers).
 
Mosaic uses a
profile of four types in it's stakeholder management and communication training, Type A – the Leader (or Director), Type B - the Socialiser, Type C - the Finisher, Type D – the Supporter. For a different set of business oriented characteristics see: The Organisational Zoo. Useful personality traits to be encouraged include persuasiveness, predictability and participation.
 
EQ and SQ
Emotional Intelligence and Social Intelligence are key attributes needed by successful managers. WP1008: Social and Emotional Intelligence describes these measures.
 
Effective personal time managment is discussed in WP1054.

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Project Manager Competency
   
- WP1056 outlines the important aspects of competency from the perspective of a project manager.
- PMI Project Manager Competency Development Framework 2nd Edition is available free of charge to PMI members as a non-printing PDF
     For instructions on downloading the PDF see: http://www.mosaicprojects.com.au/Books.html
- GAPPS - Project Manager Competency Standards (free download) - http://www.globalpmstandards.org
- IPMA Competence Baseline (ICB v3.0 - Free download) - http://www.ipma.ch/certification/standards/Pages/default.aspx   
 
- Blog (Dec. 2008): Learning from your Mistakes   
   

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Team Roles - Six Thinking Hats - Edward de Bono
   
-
Early in the 1980s Dr. de Bono invented the Six Thinking Hats method as a thinking tool for group discussion and to assist individual thinking. Some people naturally gravitate to one style; all styles are useful in a team.  Ideally, in a meeting all of the participants will 'put on' the same hat at the same time to work through the development of ideas (parallel thinking) this encourages cross pollination of ideas and helps remove ego.
The Six Hats are:
White Hat White Hat – Facts & Information
Objective, neutral and non emotional. The cold observer of what is (ignoring opinions and views).
Focuses on the
available data to identify gaps and see what can be learned.  
Uses historical data to extrapolate trends.
White hat thinking - considering purely what information is available, what are the facts?
Red Hat Red Hat – Feelings & Emotions
Presents views based on intuition and gut feel/hunches - there's no need for explanation. Take time to listen to your emotions, your intuition.
The red hat allows feelings, as such, to come into the discussion without pretending to be anything else. It is always valuable to get feelings out into the open.
Red hat thinking - instinctive gut reaction or statements of emotional feelings plus trying to think how others will react emotionally?
Black Hat Black hat – Critical Judgment and caution
Used to identify barriers, hazards, risks and other negative connotations looking for problems and mismatches.
Used to make plans and ideas 'tougher' and more resilient . Can help spot fatal flaws in a scheme early. This is an important test of any new idea to ensure problems are identified in advance (the alternative is to be over optimistic and under-prepared for difficulties.  
Black hat thinking - logic applied to identifying flaws or barriers, seeking mismatch.
Yellow Hat Yellow hat – Positive Judgment
Sunny and optimistic - the opposite of 'black hat' - focuses on the benefits and the value in a course of action.
Yellow hat thinking is a deliberate, but logical search for the positive. Take time to be hopeful and optimistic.
Yellow hat thinking - positive judgments; logic applied to identifying benefits, seeking harmony.
Green Hat Green hat – Alternatives and learning
The creation of new ideas, perceptions and concepts.
Focuses on change and escaping old ideas to find better new ideas.
Green hat thinking - creativity; statements of provocation and investigation, seeing where a thought goes.
Blue Hat Blue hat – The Big Picture
Taking a look from a higher and wider perspective to see if the right issues are being addressed.  Worn by the chair or facilitator of a meeting most of the time, but by everyone at appropriate times when you need to take an overview.
Coordination and facilitation leading to decisions.
Blue hat thinking - processes and control, plus metacognition (thinking about thinking).
Using the 'hats'. A meeting may start with everyone assuming the Blue hat to discuss how the meeting will be conducted and to develop the goals and objectives. The discussion may then move to Red hat thinking in order to collect opinions and reactions to the problem. This phase may also be used to develop constraints for the actual solution such as who will be affected by the problem and/or solutions. Next the discussion may move to the Yellow then Green hat in order to generate ideas and possible solutions. Next the discussion may move between White hat thinking as part of developing information and Black hat thinking to develop criticisms of the solution set. Because everyone is focused on a particular approach at any one time, the group tends to be more collaborative than if one person is reacting emotionally (Red hat) while another person is trying to be objective (White hat) and still another person is being critical of the points which emerge from the discussion (Black hat).    

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Teams
   
-
Delegating to team members is a key managment and team building skill defined in WP1091. Effective delegation requires effective explanation of the work being delegated the art of explanation is outlined in WP1090.  
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