Project Communications andHR Management - Summary

Doreen MyersDecember 4, 2008

Module 1: Introduction to Project Management

1. Project Definition: “a temporary endeavor undertaken to create a unique product, service or result” PMBOK

2. Triple Constraints

PMI Knowledge Areas(PMBOK)

1. Project Integration Management 2. Project Scope Management 3. Project Time Management4. Project Cost Management5. Project Quality Management6. Project Human Resources Management7. Project Communications Management8. Project Risk Management9. Project Procurement Management

Key Project Roles

Project Stakeholders Project Manager Functional Manager Functional Employee Executive

Module 2: Organizational Structures

Functional Projectized Matrix

Org Structure Influence on Projects Source: PMBOK 2004

Functional Weak Matrix

Balanced Matrix

Strong Matrix

Projectized

Project Mgr’s Authority

Little or None

Limited Low to Moderate

Moderate to High

High to Almost Total

Resource Availability

Little to None

Limited Low to Moderate

Moderate to High

High to Almost Total

Who Controls the Project Budget

Functional Manager

Functional Manager

Mixed Project Manager

Project Manager

Project Mgr’s Role

Part-time Part-time Full-time Full-time Full-time

PM Admin Staff

Part-time Part-time Part-time Full-time Full-time

Module 3: Human Resource Planning Process

Source: PMBOK, 2004

Inputs

1. Enterprise environmental factors

2. Organizational process assets

3. Project management plan – Activity Resource Requirements

Tools and Techniques

1. Organizational charts and position descriptions

2. Networking 3. Organizational theory

Outputs

1. Roles and responsibilities

2. Project organization chart

3. Staffing management plan

Responsibility Assignment Matrix (example)

ProjectMgr

Bus.Lead

TechLead

Funct.Mgr

Sponsor

Create Project Plan R C C C I

Acquire resources R A

Develop requirements

C R R C A

Construction C/I C R C

Quality Control C/I R C C I

Close Project R C C C A

R–Responsible A–Approve C-Consult I–Informed

Project Org Chart

Graphic display of the project reporting relationships within the project and with other organizational units

Project Manager

Systems Analyst

BusinessAnalyst

QAManager

AdminSupport

Programmer1

Programmer2

Tester2

Tester1

Program Manager

Business Area (Internal Customer)

Finance

Module 4: Team Acquisition, Team Development and Team Management

Acquire Project Team Process

Inputs1. Enterprise environmental factors2. Organizational process assets3. Roles & Responsibilities4. Project organization chart5. Staffing Management Plan

Tools & Tech.1. Pre-assignment2. Negotiation3. Acquisition4. Virtual teams

Outputs1. Project staff assigned2. Resource availability3. Staffing management plan (updates)

Source: PMBOK, 2004

Team Development Process

Inputs1. Project staff assignments2. Staffing management plan3. Resource availability

Tools & Tech.

1. General management skills2. Training3. Team-building activities4. Ground rules5. Co-location6. Reward and recognition systems

Outputs1. Team performance assessment

Source: PMBOK, 2004

Traits of Effective Project Managers

Team-building Interpersonal Leadership Conflict resolution Planning Communication

Results-driven Effective risk managers

Module 5: Leadership and Motivation

Leadership theories and models:o Maslow’s Hierarchy of Needs o Herzberg’s Motivation-Hygiene Theoryo Situational Leadership

Project Management andProject Leadership

Project Leader

• Set direction/work• Inspire teamwork• Align employees• Motivate and support

Project Manager

• Plan and budget• Organize work groups• Staff• Control

Source: Vijay K. Verma, 1996

Project Managers Who Are Also Project Leaders

Module 6: Power, Authority and Influence

Power The resource allowing for influence

Influence The use of power to achieve objectives

Authority The use of power that is legitimate or

officially backed

C. Handy, 1993

Types of Power

Position (Legitimate) power Reward power Personal power Expert power Reference power

C. Handy, 1993; J. Pinto, 1998; V. Verma, 2000

Module 7: Conflict Management & Performance Management

Conflict in projects - Causes

Schedules Priorities Manpower Technical Procedures Personality Costs

High

Low

Relative Conflict Intensity

Source: Kerzner p 296 7-1

Conflict in projects – SourcesConflicts occurred mostly with

Functional Managers Functional Personnel Between Project Personnel Superiors Subordinates

High

Low

Relative Conflict Intensity

Source: Kerzner p 296 7-1

Managing Conflict

Collaborating•Both get at least what you want•To reduce cost•To create power base•There is time & trust•Skills compliment

Use Accommodating•Reach overarching goal•Stakes low•Liability limited•Maintain harmony•Trade-off later

Avoiding•When you can’t win•The stakes are low•Stakes are high but you’re not ready•To gain time•You think the problem will go away

Forcing•Sure you are right•Do or die situations•Stakes are high•When you are stronger•When relationship is unimportant

Compromising•Both parties need to be winners•When you can’t win•Others are equal strength•Maintain relationship•Not sure if you’re right•Nothing if you don’t

ConcernFor Self

High

HighLow

Low

Concern for Others

Module 8: Communications Planning

Inputs1. Enterprise Environmental Factors2. Organizational Process Assets 3. Project Scope Statement4. Project Management Plan: Constraints & Assumptions

Tools & Tech.1. Communications requirements analysis

2. Communications Technology

Source: PMBOK, 2004

Outputs1. Communications management plan

PROCESS

Communications Plan Output

Details the information flow: Recipients: stakeholders Originator: role responsible Type of communication:

Announcements, project news, etc Reports Meetings Schedule information

Method or technology: email, intranet site, face to face, video/web conference

Frequency/production schedule: weekly monthly, specific date

• Can change through the project life cycle• Could be specific to a major event like re-planning or major scope change

Communications Plan Output (cont’d)

File structure detailing how the information will be stored and maintained

Method to access information between scheduled communications

Process for handling updates/corrections

Module 9: Information Distribution & Performance Reporting

Performance Reporting

Inputs1. Work performance information2. Performance measurements3. Forecasted completion4. Quality control measurements5. Project management plan. Performance measurement baseline6. Approved change requests7 Deliverables

Tools & Tech.1. Information presentation tools2. Performance information gathering and compilation3. Status review meetings4. Time reporting systems5. Cost reporting systems

Source: PMBOK, 2004

Outputs1. Performance reports2. Forecasts3. Requested changes4. Recommended corrective actions5. Organizational process assets updates

Module 10: Manage Stakeholders Process

Inputs

1. Communications management plan2. Organizational process assets

Tools & Tech.1. Communications methods2. Issues logs

Source: PMBOK 2004

Page 235

Outputs1. Resolved issues2. Approved change requests3. Approved corrective actions4. Organizational process assets updates

Module 11: Effective Personal Communications

PM Communications

Providing project direction (directing activities, negotiating, presentations, etc.)

Attending meetings Marketing and selling Public relations Records management (minutes, memos,

reports, contracts, etc.)

PM may spend up to 90% of their time communicating

PROJECT MANAGEMENT Resources

www.pmi-ctt.org www.projectkickstart.com/html/tips.ht

m www.pmforum.org

Enlightened Office Politics

Understanding, coping with and Winning the Game without Losing Your Soul Michael S. Dobson & Deborah S. Dobson AMACOM PublishingDoreen Myers info@myershamilton.com

(519) 272-314