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Alternative name(People Management)

Description

People management can be describe as process by which people directs or leads in getting things done according to the culture of the organisation. However, human factors are the key to project success or failure regardless of project methodology that has been choose to execute a project (West and Grant, 2010). Furthermore , stakeholders in projects is made up of people and this include customers, project team and the general public who might have interest in the project. In addition, from conception stage to the commissioning stage of a project people are involved throughout the project life cycle (Augustine and Woodlock,2003). For example, in agile project management when using XP or scrum people are involve throughout the project life cycle .However, since agile takes all the key stakeholders on-board this people needs and wants have to be managed effectively because people have different perception of any given project (Beck,2005). This indicates that human factors is important in every project and must be managed effectively to ensure project success.Furthermore, people management approach in projects is strictly anchored on performance, members’ commitment, and rewards which is based on individuals or teams. People management in application to agile management can be explained as managing planning, process, and control the project life cycle where the people must be actively involved to achieve project success.

Agile values

The agile values involved in people management include XP, manifesto, and scrum value. People management in XP needs effective communication because communication is the key element to every project success. However, in agile management user stories to capture the business objective and all the process involves in deliverables from product backlog to product incremental needs effective people management (Augustine and Woodock,2003).This entails that agile involves more leadership to ensure successful deliverables. Furthermore, people need to be motivated to pair together to ensure that products in each iteration is delivered as planned because capturing customer need or want from the user stories sometimes can be tedious .On the other hand, allowing people to be in control of their project needs courage to ensure successful deliverables. Nevertheless, respecting members of the project team is crucial in every product deliverables because every member might make mistakes and they should corrected assertively. Finally, scrum values and XP is the major value in agile management because of the user involvement the key project developers will have the ability to integrate the process continuously to ensure that the customers’ needs or wants are met (Wang et el,2009). Therefore, this entails that agile values must be respected to ensure that the product aim is achieved.

Agile principles

Agile principle identify include foster alignment and cooperation; encourage emergence and self-organisation and institution learning and adaptation (Augustine and Woodock,2003). Foster alignment and cooperation enables effective collaborative within team members. This indicates that people management in terms of collaboration needs effective leadership to influence people behaviour in a positive way in order to achieve product success. However, encourage emergence and self-organisation requires effective people management in order for individuals to involve in project and improve individual skills for change control for planning iteration(West and Grant,2010). This entails that chaos must occur in project because of human error or technology failure; but agile allows continuous review and incremental change in the project to enhance performance in each iteration .In addition, people management in agile focus on business value and open information because of the user involvement throughout the project life cycle. Finally, institution learning and adaptation helps people management by democratic leadership .In addition, it helps in continually monitoring, learning and adapting to the environment at any iteration .Therefore, people management needs effective leadership in agile to ensure successful deliverables.

Agile practices

The agile practices identify that is applicable to people management include XP, guiding vision and scrum. XP practice involves effective people management because it has to deal with user stories, continuous integration, pair programing and simplicity(Augustineand Woodock,2003). This entails that human management is important in XP practice in order to achieve the project objective. Focusing planning in each iteration using XP practice pair programing is one of the ground rules which needs clear capturing of the user stories for continuous integration. However, scrum makes people management in agile more effective in product deliverables. In addition, when people have access to information they can effectively integrate the information progressively in each iteration .Guiding of vision, enables interaction and adaptation of clear practice in order for the project team to understand their roles and responsibility clearly for quality improvement and this requires effective leadership to achieve successful deliverables from backlog to project increment. Finally, effective leadership is needed to guild the project vision in order to achieve the customer’s expectation and user involvement makes it more flexible. Therefore, this supports the statement that says agile is more of practice, involvement and leadership to ensure effective deliverables.

Discussion

The traditional approach make people the servant of the project process, indirectly taking charge of the people and it also directly managing people involvement in projects. On the other hand, agile approach makes process the servant of people, agile helps in taking charge of individual’s talent and attitude towards delivering a product and agile is about effective leadership. This entails that in traditional approach people is not allowed to make use of their talent effectively because each phase will finish before another stage starts. In agile approach user stories are used to manage product and services effectively because of its user involvement throughout the project life cycle; it enables the project team and the customers to integrate the process. This explains that people are allowed to take decisions on their project in line with the customers’ expectation. This can only be done through effective leadership and leadership is all about people management allowing individuals to take charge of their products compared to traditional methods. Nevertheless, effective people management enhance agile value, principle and practices throughout the project life cycle to ensure that customer’ needs are met and enable quality management and continuous improvement by allowing individuals to use their talent effectively .Therefore, agile approach is about leading to ensure effective people management while the traditional approach is about managing.
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Links from this KA to other KAs

The knowledge area that is related to people management include collaboration, communication, stakeholder, team and value management .However, agile requires effective collaboration with the customer and team members throughout the project life cycle, focus on people management can create better values to the project. Furthermore, effective communication is the major purpose of XP and scrum process in agile because of its user involvement throughout the project life cycle. Nevertheless, team and value management is important in agile because the process allows people to control planning and product deliverables. Therefore, people management is important to ensure agile value, principle and practice is effectively communicated in order to achieve customers want.

Reference

Augustine,S., and Woodock,S. (2003) Agile Project Management, CCPACE Report
Beck K.(2005) Extreme Programming Explained: Embrace Change, 2nd edition, Addison Wesley
West, D. and Grant, T. (2010) "Agile Development: Mainstream Adoption Has Changed Agility", Forrester Research.
Meier, J.D, Title: Getting Results the Agile Way: A Personal Results System for Work and Life (Paperback), Publisher: Innovation Playhouse.
Storey, J. (ed.) (2007) Human Resource Management: A critical text, 3rd edition
Wang, X. et al (2009) Where agile research goes, ACM SIGSOFT Software Engineering Notes Page 28 September 2009 Volume 34 Number 5

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Chinese translations


人员管理可以描述为过程指导、领导人们在做事根据组织的文化。然而,人为因素是项目成功或失败的关键,无论项目方法,一直选择执行一个项目(韦斯特和格兰特,2010)。此外,利益相关者在项目是由人组成的,这包括客户、项目团队和公众可能对这个项目的兴趣。此外,从概念阶段到调试阶段的一个项目涉及人在整个项目生命周期(奥古斯丁和木栓,2003)。例如,在敏捷项目管理在使用XP和scrum的方法涉及项目整个生命周期。然而,由于敏捷需要所有的关键利益相关者这人的需要和想要的板上都必须得到有效管理,因为人们有不同的知觉的任何给定的项目(贝克,2005)。这表明人为因素是重要的在每一个项目,必须有效管理以确保项目的成功。此外,人们在项目管理方法是严格建立在性能、成员的承诺,和奖励是基于个人或团队。人员管理中的应用敏捷管理可以解释为管理规划、流程和控制整个项目生命周期,人们必须积极参与来实现项目的成功。

敏捷值参与人员管理包括XP和scrum宣言和价值。人员管理在XP需要有效的沟通,因为沟通是关键元素,每个项目的成功。然而,在敏捷管理用户故事来捕获业务目标和所有的过程包括在交付产品待办事项列表,从产品增量需要有效的人员管理(奥古斯丁和Woodock,2003)。这意味着敏捷涉及更多的领导,确保成功的可交付成果。此外,人们需要动力去进行结对,确保产品在每个迭代中交付按计划因为捕捉客户需求或想从用户故事有时可以是乏味的。另一方面,允许人们在控制项目的需要勇气来确保成功的可交付成果。然而,尊重成员的项目团队是至关重要的,因为每一个成员每个产品可交付成果可能会犯错误,他们应该纠正独断地。最后,scrum价值观和XP作为主要的价值在敏捷管理,由于用户参与关键项目开发人员将有能力整合过程不断以确保客户需求或希望得到满足(王等人,2009年埃尔)。因此,这意味着敏捷价值观必须得到尊重,以确保产品的目标是实现。
敏捷原则识别包括福斯特对齐和合作;鼓励出现和自我组织和机构学习和适应(奥古斯丁和Woodock,2003)。福斯特校准和合作使有效的协作团队内成员。这表明人们管理方面的合作需要有效的领导,影响人们行为的一种积极的方式以达到产品的成功。然而,鼓励出现和自我组织需要有效的人员管理为了个人参与项目和提高个人技能,改变控制规划迭代(韦斯特和格兰特,2010)。这意味着混乱必须发生在项目由于人为原因造成的错误或技术故障,但敏捷允许连续审查和增量变化的项目在每个迭代中增强性能。此外,人们管理在敏捷专注于业务价值和开放的信息由于用户参与项目整个生命周期。最后,机构学习和适应帮助人们管理由民主党领导。此外,它有助于在不断监控、学习和适应环境在任何迭代。因此,人们管理需要有效的领导在敏捷以确保成功的可交付成果。

敏捷实践确定,适用于人员管理包括XP,指导视觉和scrum。XP的实践涉及到有效的人员管理,因为它必须处理用户故事、持续集成、结对编程和简单(奥古斯丁和Woodock,2003)。这意味着人力管理是重要的在XP实践以达到项目目标。专注于计划在每个迭代中使用XP实践结对编程是最基本的规则之一,需要清晰的捕捉用户故事持续集成。然而,scrum使人们管理在敏捷更有效的在产品交付。此外,当人们获得信息,他们可以有效地整合信息逐步在每个迭代中。指导的愿景,使交互和适应明确的实践为项目团队去理解他们的角色和责任显然对质量的提高,这需要有效的领导,实现成功交付项目增量的积压。最后,有效的领导是必要的指导项目愿景以达到客户的期望和用户的参与使其更加灵活。因此,这支持声明说,敏捷是更多的实践中,参与和领导,以确保有效的可交付成果。

传统的方法用于人的公务项目过程,间接负责的人,它还直接参与项目的人员管理。另一方面,敏捷方法使得过程仆人的人,敏捷有助于掌握个人的天赋和交付产品的态度和敏捷是关于有效的领导。这意味着,在传统方法的人是不允许使用的人才有效,因为每个阶段将完成另一个阶段开始之前。在敏捷方法的用户故事是用来管理产品和服务的有效,因为它的用户参与项目整个生命周期;它使项目团队和客户的整合过程。这说明,人们可以随意决定他们的项目符合客户的期望。这只能通过有效的领导和领导人员管理,允许个人负责自己的产品比传统的方法。然而,有效的人员管理增强敏捷的价值、原则和实践在整个项目生命周期,以确保客户的需求得到满足,使质量管理和持续改进,允许个人使用他们的才能有效。因此,敏捷方法是导致人们管理同时确保有效的传统方法是关于管理。

知识领域相关人员管理包括协作、沟通、利益相关者、团队和价值管理。然而,敏捷需要有效的协作与客户和团队成员在项目整个生命周期。此外,有效的沟通是主要目的,XP和scrum过程在敏捷因为它的用户参与项目整个生命周期。然而,团队和价值管理是重要的在敏捷因为这个过程允许人们控制规划和产品交付。因此,人的管理是很重要的,确保敏捷的价值、原则和实践有效沟通以达到客户想要的。