Page 44 - ipma italy journal_vol 1_03_2015
P. 44
IPMA ITALY Journal of Applied Project Management
Volume 1 no. 3 (October 2015)
expiration date (Lan Hailin, Song Tiebo, competency. The ability of
Zeng Ping,2012). stakeholders does not necessarily
produce an effective behavior, and it
4.2.2 Dynamic role based just one basis of generating effective
human resource development action. Each project activity has its
infrastructure success factors in terms of reliability,
although the constitution or
Project stakeholders are the importance of these success factors is
different. The methods of setting post
human resources of project. However, by people’s ability and selecting
people by post requirement are
the features between project’s human reasonable in management. But in
any case, it is necessary to have a
resources and enterprise’s or the basic judgment that which people
can be capable of a certain kind of
stability organization’s human project activity, and this judgment is
namely ability benchmark. Ability
resources are different. These human benchmark exists a standardized
knowledge framework, which provides
resources are not affiliated with basis for trainers. In the quickly
changing and highly competitive era,
project that they get together relying it cannot rely on personal test to
accumulate experience, because this
on respective interests. By comparing way is too inefficient and has much
risks. Moreover, people’s flow trend
these human resources to organization also not allow the organizations to
depend entirely on experience of
ones, it has the following individual employees, because the
experience will be flowing with the
characteristics: its responsibility range movement of people.
boundary is more specific and clear, 4.2.3 Reusable knowledge
based knowledge infrastructure
and the dispatched program is more
Dispatch mechanism based on
restricted, then its participation role competency is realized by process
dispatch. Process dispatch requires
process is of more fragments and advance, and need to improve roles’
predictive ability. It is also based on
more timeliness, etc. In other words, control capability of process. Although
project infrastructure can promote the
roles of project stakeholders are much growth of talents. More often than not
projects are not for the purpose of
stronger than the enterprise’s or the cultivating talents, but more is a
utilitarian use of people. If the factors
stability organization's human
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resources. The dispatch of role-based
stakeholders is necessary and in line
with its characteristics in terms of
project.
With the promoting of process,
roles are showing dynamics or having
timeliness. Of course, the demand for
resources is dynamic for organizations.
The dispatch of role-based human
resources can reduce the amount of
human resources and then lower the
costs. To achieve dynamic dispatch
mechanism, it is necessary that a
individual should be competent for
multiple roles.
Project role competency refers to
the degree that a person can match
with the requirements of role
