外文文献翻译译文一、外文原文原文：Human Resource Management ProcessesChapter SummaryThis chapter examines:●Human Resource Management must be addressed to ensure successful ProjectManagement. 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 thecompetence needs of the project. We then identify the best way to bring the people with these competence and skills into our project.●The next stage is to assign the staff to the project, using a process called AcquireProject 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 peoplemanagement, 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 ManagementIt is clear that project success depends totally on the motivation and competence 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 someadded technica l activities”. This is almost the opposite of what many people think: technical activities with some added people.To succeed, 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:1.Develop Human Resource Plan: We develop a plan of how the people are goingto be selected and brought into the project, based on the project requirements. 2.Acquire Project Team: This means finding out where the people with thenecessary skills can be found and recruiting them.3.Develop Project Team: Once they have been recruited, we have to take consciousmeasures to help the team form. Teams do not just happen.4.Manage Project Team: We then manage the team, including conflict resolution,which is unavoidable in project situations because different stakeholders often have conflicting demands.Despite this presentation of HR management as a set of processes, it is not a one off activity but is continuous. For instance, at the beginning of a project there are usually less people involved than later, and also having different skills from those who will later execute the project. In addition, there are workload variations throughout the project. This is a challenge because it is crucial for the project success to get the right people at the right time. With the wrong resources, it is almost impossible to be successful.9.1 Develop Human Resource PlanAnalogy: Once the project manager has determined what resources are needed to install a sink, he has to define the required skills and experience that the plumber should have.Pitfalls: Roles and responsibilities not properly defined, organizational hierarchy too broad or too narrow.It is logical that the skills required by a project are determined directly by the detailed work description and timing of the project plan. The project manager is naturally responsible for making sure that the project team members have the rightcombination of skills, availability and assignments. If people with the necessary skills are not easily available, then sourcing will become a time-consuming task.Typically in matrix organizations, the HR teams are responsible for recruitment and the line managers of the project team members are responsible for authorizing holidays, salary levels etc. The project manager is then responsible only for the work done on the project.There is a recent trend towards “Total Project Managers”, meaning that the project manager also takes responsibility for HR issues. Actually this has always been necessary.Long ago I had an engineer in my project team who had a problem with his knee, following a sports injury. If project review meetings were called for a day when he had to go to the hospital for a check-up, he used to get very upset. This was very understandable, as it is simply not possible to separate the people from the project issues.The Inputs of this process have all been described already. They should be interpreted in the context of HR planning:●Activity Resource Requirements, as this tells us what skills we need to implementthe project.●Enterprise Environmental Factors, particularly those relating to people issues. Acommon example is a headcount limit. This means that the number of fixed employees is limited and will affect what contractual arrangements are permitted.●Organizational Process Assets. Here the process assets include those relevant topeople, whether documented or not.I once started a new project job to find a big bunch of flowers on my desk. That was a standard process for newcomers, but was not documented.There are three Tools and Techniques. The Organization Charts and Position Descriptions are normal HR tools and applied here to the project environment. In other words, we develop an organization chart for the project, regardless of usual affiliation of the team members. A project organization can sometimes have inadequate presence and visibility among those outside the team. In this respect, clearproject HR documentation can help support communicate on with other groups. This is critical so that the line managers of the project team members understand the plans and support them actively.One format that can be particularly good in project situations where work is shared between departments or individuals is the Responsibility Assignment Matrix, RAM (Fig. 9-5). This maps the responsibilities against the people. Remember that the description of project management can be used at different levels, for example the RAM can be used to show which department will take responsibility for each work package, alternatively it can show who in a team will work on which activity.A particular feature of the RAM is that the link between an assignment and the activity is more detailed than merely an asterisk or a tick mark. The basic version uses the following four categories of assignment:●R = Responsible: this is used to assign responsibility for an activity to a particularperson or organization.● A =Accountable: this category is used to ensure that accountability is clear. Forexample, the person accountable for a task could be the line manager of the person responsible.● C =Consult: this records that a particular person will be consulted, asked for theiropinion and Input in connection with an activity.●I =inform: this is like Consult, but less obligating. In general, stakeholdersimpacted by the project, either positively or negatively, may appreciate timely information.The reason for using a RAM with RACI Format is that it increases the chances of project success. For example, if the person mentioned as Responsible is unavailable, for whatever reason, then the person who is Accountable can act and take steps to resolve the situation. Nominating someone to consult is a commitment to tap into experience and again will improve the chance of project success. Even the discussion to fill out the RAM can result in better clarity and improve acceptance.Networking as a Tool and Technique is well known for individuals who wish to contact others with similar or complimentary interests. Professional organizationsoften have an important networking function, for example the PMI® itself. In this context, networking is recommended for use within the company or professional environment. Where companies have tens of thousands of employees, there is often somebody who is looking for new challenges that your new project might provide. Similarly there may be potential supporters for your project, if you could only find them.It is usually agreed that networking must be a continuous effort and that the payback is seldom immediate. If you, for example, want to network within the company as a way of finding possible staff for your project, then you need to start networking actively well before you seek concrete results.The last Tool and Technique is Organizational Theory. Being aware of how organizations work can save a lot of time and energy during recruitment. Movement of staff into your project can be facilitated or hindered by a variety of reasons, whether based on business or personal motivation. In addition, familiarity with how organizations work should be applied when defining the project structures. Projects can succeed or fail because of the organization, regardless of the energy and motivation of the project team.There is only one Output: the Human Resource Plan. This will include matters such as Roles and Responsibilities, Project Organization Charts, Staffing Management Plan etc.This plan should identify where the people will generally come from, where they are going to work (both geographically and organizationally) and what happens to them when the project is finished. Sometimes, in operations-oriented companies, nobody wants to join a project. This is because when they finish a project it may be difficult to get back into operations.I have seen extreme situations, including one where the project manager never got back into operational work and had to leave the company. In these cases, personal competence and experience are not enough to save successful project managers from losing their job.Specifically, the plan should consider topics such as authority, competence,suitability and responsibilities for the planned project team. Later we will look for people to match this profile, based on the required role profiles.It is also a good idea to think in terms of achieving an appropriate skill balance among the members of the steering committee, although project managers do not usually have much freedom to influence this. A supportive sponsor can, however, make a big difference here. Some stakeholders may be more or less supportive than you might wish, for whatever reason. Similarly, they may not automatically bring a balance of competences and availability needed for the project.The Staffing Management Plan will explain where we plan to get the people from. Are they existing employees? Are they in another part of the organization? Will we have to take on new staff from outside? Of course the project manager should work closely with the HR department of the company and provide the project viewpoint.When the skilled staffs are actually needed is also important, otherwise we might get the right people at the wrong time. A Resource Calendar or at least a graphical summary (Fig. 9-6) makes this visible. Related to this is the Release Plan, in other words, the plan for project staff to leave the project at the appropriate time. Just stopping the project and abandoning the team would not be a good technique.Unless the assigned staffs are fully up to date on the project, their training needs have to be identified and addressed. This will include issues such as the project business case, Enterprise Environmental Factors, project objectives, the current status and so on. They may also need technical training, either about recently completed work packages or tools they will need to use. You may also have to work out how they are going to be paid and if any bonuses will be payable, for example if the staff are moving internationally. If the employment conditions are different from those in other similar departments, this may create an HR issue, which should not be overlooked.When the HR plan is consistent, clear and complete, then it must be authorized. If the plan includes staff from other departments, then their managers become stakeholders and should be represented appropriately in the steering committee (orequivalent) to facilitate acceptance, or buy-in.9.2 Acquire Project TeamAnalogy: The next step is to find the right plumbers that fit the role description. Pitfalls: Underestimating resource availability, acquisition started too late.Acquire is another word for “get”. From the project manager’s point of view, this means doing whatever is needed to move the people into the project organization. This may also involve physical moving of desk, office or even country. Until the people are formally in the project, they will be pulled in other directions by the demands of their normal work. If the necessary people are not brought into the team at the right time, the project will not be able to meet the expectations of the stakeholders.Human Resource Management Processes ,June 14, 2010：P129-145.二、翻译文章译文：第九章人力资源管理流程本章小结：本章检测内容：●人力资源管理的目的在于确保工程的顺利管理。