Project HR Management.ppt

8/14/2019 Project HR Management.ppt

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Project Human Resource Management

Develop project

team

Human

resourcePlanning

Acquire project

team

Manage

project

team


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Human resource planning

Identifying, documenting and assigning project roles,

responsibilities and reporting relationships of

stakeholders.

Its done as part of the earliest project phases.

Results of this process should be reviewed regularly

throughout the project to ensure continued applicability.

It has a major effect on communication requirements.


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9.1 HUMAN RESOURCE PLANNING

Enterprise

Environmental

Factors

Organizational

Process Assets

Project

Management Plan

Inputs

Organization Charts

and Position

Descriptions

Networking

Organizational

Theory

Tools &Techniques

Roles andResponsibilities

Project

Organization

Charts

StaffingManagement

Plan

Outputs


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A. Inputs to Human ResourcePlanning

Enterprise Environmental Factors How the technical disciplines and people currently

interact with one another.

Organizational, Technical, Interpersonal , Logistical ,Political

Organizational Process Assets Templates

Checklists

Project Management Plan


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Tools and techniques of HRPlanning

Organization Chart and position description Hierarchy type chart Matrix Based Chart A responsibility assignment matrix (RAM)is used to

communicate to project members who is responsible forwhat.

Person

Phase

A B C D E F .

Requirements S R A P P

Functional S A P P

Design S R A I P

Development R S A P P

Testing S P I A P


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Tools and techniques of HRPlanning

Networking (informal interaction with other in theorganization) Proactive correspondence Luncheon meeting

Informal conversation

Organizational Theory (It provide informationregarding the way that people, team, organizationalunit in the organization behave.


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Output of HR Planning

Roles and responsibility Project Organization chart Staff management plan

Staff acquisition

Time table Resource Histogram Release criteria Training needs Recognition and rewards

Compliance Safety


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AnswerRoles on the project

Stakeholder Role

Project manager Individual responsible for managing the project.

Customer Use the projects product. Customer and project sponsor are

responsible for formal acceptance of the projects product.

Performing organization Produce project results. The performing organization is theenterprise whose employees are most directly involved in

doing the work of the project.

Team members Performs the project work. This includes helping the pm with

project activitiessuch as planning activities(generating the WBS),

execution activitiessuch as completing work packages, andcontrolling activitiessuch as reviewing performance reports.

Sponsor Provides financial resources for the project. Customer and

project sponsor are responsible for formal acceptance of the

projects product.


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Staffing Management Plan

The staffing management plan describes when and how people will bebrought ontoand taken off ofthe project team. When planning for

the release of project team members, procedures to consider are:

Reduce project costs by avoiding the tendency to make work to filltime between project assignments

Improve project morale and focus by addressing the team membersconcern regarding future employment opportunities

A resource gantt chartcan be used to illustrate whenteammembers are allocated to activities.

A resource histogramcan be used to illustrate the number ofresources used each month.


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ExampleResource Histogram


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Acquire Project Team

Acquire Project Team is the process ofobtaining the human resources needed to

complete the project. The projectmanagement team may or may not havecontrol over team members selected for

the project.


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ACQUIRE PROJECT TEAM

Enterprise

Environmental

Factors

Organizational

Process Assets

Roles and

Responsibilities

Project

Organization

Charts

Staffing

Management Plan

Inputs

Pre-Assignment

Negotiation

Acquisition

Virtual Teams

Tools &Techniques

Project Staff

Assignments

Resource

Availability

Staffing

Management Plan

(Updates)

Outputs


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A. Inputs to acquire project team The staffing management planprovides the staffing

requirements & includes considerations such as:

Previous experience: have contributed to the success of pastprojects of similar work

Personal interests:do the individuals interested havesomething to gain by working on the project? This couldwork in the favor of the project, depending upon the reasonsfor interest

Personal characteristics:are the individuals or groups likely to

work well together as a team?

Availability: will the resources be available at the right time?

Competencies and proficiency:what competencies are

required and at what level?


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Inputs to Acquire Project Team

Enterprise Environmental Factors Direct staff assignments assignment consideration such as

Availability, Ability, competencyetc.

Organizational Process Assets

Roles and Responsibilities

Project Organization Charts

Staffing Management Plan


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Tools and Techniques of AcquireProject Team

Pre-Assignment Negotiation

With functional managers and other project managers

Acquisition When the performing organization lacks the in-house staff

needed to complete the project, the required services can beacquired from outside sources

Virtual Teams Groups of people with a shared goal, who fulfill their roles with

little or no time spent meeting face to face.


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Tools and Techniques of AcquireProject Team: Negotiation

To negotiate for resources from within the organization, theproject manager should understand the following:

Know the needs of your project and its priority within the

organization. Be able to express what is in it for the resource manager to

assist you.

Understand that the resource manager has his own work to

do and that he may not gain benefits from supporting yourproject.

Do not ask for the best resources if you do not need them.


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Tools and Techniques of AcquireProject Team: Negotiation

Be able to prove, by using the tools of project managementsuch as the network diagram and protect schedule, why youneed better resources if you need them.

Use the negotiation as an opportunity to discover from theresource manager what she/he will need from you in orderto manage her own resources.

Build a relationship so that you can call on the resourcemanager's expertise later in the project if necessary.

Work with the resource manager to deal with the situation.


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Question

The "halo effect" refers to the tendency to:

A. promote from within. B. hire the best. C. move people into project management

because they are good in their technical fields.

D. move people into project managementbecause they have had project management

training.


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Answer C

Explanation Just because a person is

good in his technical field does not meanhe will also be a good project manager.


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Check your knowledge

If the resources available have all of theknowledge and skills needed, but not the

attitude, for example they are not likely towork well together as a team, what can theproject manager do to facilitate the work?

Answer: Clearly and separately definedroles and activities for every individual willincrease the comfort level and decrease

opportunities for disagreement.


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Develop Project Team

Develop Project Team improves thecompetencies and interaction of team membersto enhance project performance. Objectivesinclude:

Improve skills of team members in order to increasetheir ability to complete project activities

Improve feelings of trust and cohesiveness amongteam members in order to raise productivity throughgreater teamwork.


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Develop Project Team

Hold team building activities from projectinitiating through project closing

Gain training for team members where needed Establish ground rules for team member

behavior Create and give recognitions and rewards

Place team members in the same location; co-location

Assess team member performance


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Question

You have just been assigned as project manager for alarge telecommunications project. This one year projectis about halfway done. The project team consists of five

sellers and 2o of your company's employees. You wantto understand who is responsible for doing what on theproject. Where would you find such information?

A. Responsibility assignment matrix

B. Resource histogram C. Bar chart D. Project organization chart


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Answer A

Explanation:The responsibility assignment matrix maps

who will do the work. The resource

histogram (choice B) shows the number ofresources used in each time period.

In its pure form, a bar chart (choice C)shows only activity and calendar date. An

organizational chart (choice D) shows whoreports to whom.


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Inputs to Develop Project Team

Project Staff Assignments Staffing Management Plan

Resource Availability


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Team-Building Activities

Team building activitiesincludemanagement and individual actions takenspecifically and primarily to improve team

performance.

Enhancing team performance can result from variousactivities. A few examples are:

Involving team members in the planning process

Establishing rules for dealing with conflict Improving the climate for team discussions

Improving stakeholder interaction by holding an off-site,professionally facilitated event.


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Team Building

Team building activities can include: Milestone parties

Holiday and birthday celebrations Outside of work trips Creating the WBS Planning the project by getting everyone

involved in some way


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Question

An obstacle to team building in a matrixorganization is that the:

A. team organization is technically focused. B. team members are borrowed resources and

can be hard to motivate.

C. teams are too centralized. D. teams are too large and therefore very hardto handle.


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Answer B

Explanation Team members are harder

to motivate if their loyalty is to theirfunctional organization rather than to theproject team.


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Question

Which type of organization is BEST formanaging complex projects involvingcross-disciplinary efforts?

A. Projectized

B. Functional

C. Line D. Matrix


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Answer D

Explanation:

The key words here are cross-disciplinary.

Cross-disciplinary means that the projectcovers more than one department ortechnical area of expertise. In such a case,a matrix organization is needed with

representatives from each department ordiscipline.


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Ground Rules

Ground rules establish clear expectationsregarding acceptable behavior by project teammembers.

Early commitment to clear guidelines decreasesmisunderstandings and increases productivity. The process of discussing ground rules allows

team members to discover values that areimportant to one another.

All project team members share responsibilityfor enforcing the rules once they areestablished.


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Ground Rules How should a team member resolve a conflict with another team

member? When should a team member notify the project manager that she is

having difficulty with an activity?

Is it allowable for people to interrupt each other in a meeting?

What is an acceptable way to interrupt someone talking at a meeting?

How will you prevent people from taking over a meeting inappropriatelyor talking too much?

Is it allowable for people to join a meeting late? What are theconsequences?

May people take other phone calls during the meeting? Who is allowed to talk to the vice president?

Who is authorized to give direction to contractors?


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General Management Skills

Interpersonal skills, sometimes known as Softskills, are particularly important to teamdevelopment.

The following aspects are part of the soft skillsthe project manager should practice: Understanding the sentiments of project team

membersAnticipating their actions

Acknowledging their concerns Following up on their issues

General Management Skills


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General Management Skills(cont.)

Key general management skills that are highly likely toapply

to most projects are:

Leading

Communicating

Negotiating

Problem Solving

Influencing the Organization


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Co-Location

Co-location involves placing many or all of the mostactive project team members in the same physicallocation.

This is to enhance their ability to perform as a team. Co-location can be temporary, such as at strategicallyimportant times during the project, or for the entireproject.

Co-location strategy can include a meeting room,sometimes called a war room, with electroniccommunication devices, places to post schedules, andother conveniences that enhance communication and asense of community.


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C. Outputs of Develop ProjectTeam

C.1 Team Performance Assessment Improvements in skills that allow a person to

perform assigned activities more effectively

Improvements in competencies andsentiments that help the team perform betteras a group

Reduced staff turnover rate.


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Manage Project Team

Manage Project Team involves trackingteam member performance, providing

feedback, resolving issues, andcoordinating changes to enhance projectperformance.


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A. Inputs to Manage Project Team

Organizational Process Assets Project Staff Assignments

Roles and Responsibilities Project Organization Charts Staffing Management Plan

Team Performance Assessment Work Performance Information Performance Reports


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Tools and Techniques of ManageProject Team

Observation and Conversation Project Performance Appraisals

Conflict Management Issue Log


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B.2 Project Performance Appraisals

The need for formal or informal projectperformance appraisals depends on: The length of the project

Complexity of the project

Organizational policy

Labor contract requirements

The amount and quality of regularcommunication.


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Powers of a Project Manager

Expert:Power based on pms expertise

Reward:Power based on ability to provideincentives

Formal(legitimate):Power based on authority orposition

Referent:Based on either pms personality (thehigh regard that others hold for the pm) or by pmsreferring to a person of higher authority

Coercive(penalty):Based on ability to penalizeteam members

d hi b l


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Leadership by Example

1. Maintain the self-confidence and self-esteem ofyour staff

2. Focus on the problem (the situation, issue orbehavior) not the person when handling difficultsituations

3. Maintain constructive relationships with your staff,peers and senior managers

4. Take the initiative to improve things in theworkplace, the product or customer relationships

L d hi St l (C td)


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Leadership Styles (Contd)

Leadership stylescan come in several forms. The most

common names for these are:

Autocratic:Making decisions without taking time toprocess input from others

Directing:Giving instructions; close supervision

Coaching:Giving instructions and explanations; solicitsinput from others

Facilitating:Coordinating

Supporting:Providing assistance


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AnswerCheck your knowledge

When to use Leadership style(s)

In an emergency Autocratic

Beginning of the project Directing

Project execution Coaching, Facilitating, and

Supporting


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Recognition and Rewards

Win-lose (zero sum) rewards that only a limitednumber of project team members can achieve ,such as team member of the month, can hurt teamcohesiveness.

Rewarding win-win behavior that everyone canachieve, such as turning in progress reports ontime, tends to increase support among team

members.


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Motivational Theory

When planning reward and recognition activities,as well as when using a project managers

reward power, motivational theory is animportant consideration.

What motivates people to perform? Considerthe theories of Maslow, McGregor, andHerzberg.

Maslows Hierarchy of Needs


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According to Maslows theory:

Once a level of need is satisfied, it is nolonger a motivational factor

One cannot ascend to the next level until thelevels below are fulfilled

People do not perform for security or money,but rather to get a chance to contribute (self-actualization)


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Self-

Actualizat

ion

Esteem

Social

Safety

Physiological

Self-fulfillment, growth,

learning

Accomplishment, respect

Love, affection, approval

Security, stability, free fromharm

Air, water, food, housing,

clothing


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McGregors Theory of X & Y

Theory X: Workers are lazy andrequire close and constant supervision

Theory Y: Workers want to work anddo not require constant supervision


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Exercise


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Exercise In groups of 3, divide the following list into two

categories:

Hygiene Factors and Motivating Agents

Working conditions

Company policies Recognition Salary Responsibility Professional growth and advancement Time for personal Life Interpersonal Relations Job Security Status

The work itself

Hygiene Factors and


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Hygiene Factors andMotivating

AgentsMotivating Agents Hygiene Factors

Recognition

Responsibility

The work itself

Professional growth and

advancement

Working conditions

Company policies

Salary

Time for personal Life

Interpersonal Relations

Job Security

Status

fli


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Conflict Management

The term conflict often carries negativeconnotations.

Conflict is inevitable on most projects due to

many factors:

Competing needs of stakeholders

Competition for limited resources

Limited power of the project manager

C fli


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Conflict Management

Sources of conflict include:

Personalities

Cost Objectives Schedule Objectives

Administrative procedures

Project Priorities

Limited Human Resources (Personnel)

Technical Opinions


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Check your knowledge

Which of the seven sourceslistedabove is the most common source ofconflict?

Which three of the listed abovecombine to represent 50% of all

conflicts on most projects?

A


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Answer

Schedule objectives is the mostcommon source of conflict.

50% of all conflict originates fromschedule objectives, project priorities,and competition for limited human

resources.

Techniques commonly used to resolve


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Techniques commonly used to resolve

conflict

Listed in order from most effective to least effective, are:

Problem Solving (confronting): identify the real problem,then solve it

Compromising: Give and take approach that brings somedegree of satisfaction to all parties

Smoothing: Emphasizes areas of agreement, not differences ofopinion

Avoidance (withdrawal): Retreating from the area ofdisagreement or postponing a decision that will likely causeconflict

Forcing: Imposing one viewpoint at the expense of another


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Issue Log

A written log should document persons responsible forresolving specific issues by a target date.

The log helps the project team monitor issues untilclosure.

Issue resolution addresses obstacles that can block theteam from achieving its goals.

These obstacles can include factors such as differencesof opinion, situations to be investigated, and emerging

or unanticipated responsibilities that need to be assignedto someone on the project team.

C O tp ts of Manage P oject


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C. Outputs of Manage ProjectTeam

Requested Changes Recommended Corrective Actions

Recommended Preventive Actions Organizational Process Assets (Updates) Project Management Plan (Updates)


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Q: What conflict Resolution technique is aproject manager using when he says, I cannotdeal with this issue now!

a. Problem Solving

b. Forcingc. Withdrawal

d. Compromising

Answer C

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