Project Human ResourcesWeek 9 Learning ObjectivesYou should be able to:List and describe staffing processes, inputs,

outputs, and toolsDiscuss HR issues unique to PM and ITList obstacles to team development of IT teamsList characteristics of a high-performance IT teamDefine the 5 levels of the P-CMMExplain what P-CMM adds to the CMM, overall,

and at each level

Human Resource (HR) ManagementHR skills and knowledge also apply to PM

leadershipcommunicationnegotiationdelegationmotivationcoaching and

mentoring

team buildingconflict resolutionperformance appraisal recruitment retention job designcareer development

Project HR Mgmt Challenges

transient nature of jobstemporary personal and organizational

relationshipsstakeholders change from phase to phasestill need compliance with administrative

requirements (EEOC, etc.)IT: continuing shortage of skilled workers

Maslow’s Hierarchy of Needs

1. Physiological

2. Safety

3. Social

4. Esteem

5. Self-actualization

Maslow’s Motivators are Sequential

Human behavior: love, self-esteem, belonging, self-expression, creativity - do have control

The lower the level, more urgent the needPeople are motivated by higher level needs only when

lower level needs have been satisfied1st 4 are deficiency needs, 5th is growth needSelf-actualized: problem-focused, growth-orientedDifferent people at different levels IT people likely to have met #1 and #2

Herzberg’s 2-factor Theory

Satisfiers / MotivatorsAchievementRecognitionResponsibilityAdvancementGrowth

Dissatisfiers / HygieneWorking conditionsSalaryRelationshipsSecurity

Expectancy Theory: How to motivate with rewards

Individual must believe that:effort -> performance

expectancy

performance -> rewards instrumentality

and, rewards are valued valence

extrinsic and intrinsic rewards

Pay Can be Motivating If:

It is contingent on behaviorIt is equitableIt is based on clear, accurate, and realistic

measures

Types of Power:Position and PersonalCoercive power

threat of punishment

Reward power promise of incentives

Legitimate power formal authority

Expert power knowledge, experience,

judgment needed by someone else access, control of information access to key decisionmakers

Referent power identification with power

source charisma

Implications for PM’s

Understand motivation and individualsUnderstand organizational power and

influenceRely on work challenge and expertise more

than authority and money to motivateDevelop communication skills

Covey’s 7 HabitsBe proactive: anticipate and choose responses

Begin with end in mind: focus on goals

Put first things first: priorities for managing time categorize activities re: importance, urgency focus on important as much as urgent

Think win/winSeek to understand, be understood: communication

Synergize: collaboration

“Sharpen the saw”: take time to self-renew

Project HR Management Processes

Organizational Planning

Team Development

Staff Acquisition

Staffing Management Plan

Roles & Responsibilities

Project Interfaces

Staffing Needs

Staff Assignments

Team Directory

Organizational Planning

Identify, document, and assignRoles, responsibilities, and reporting

relationshipsTo groups and individualsLinked to communication planningTools:

templates from previous projects HR practices, policies, procedures, etc.

Organizational Planning InputsProject Interfaces

formal and informal reporting relationships among organizational units

organizational, technology, interpersonal

Staffing requirementsConstraints

organization structure and culture contractual agreements team preferences and skills

Organizational Planning OutputsRole and responsibility assignments

who does what (roles) who decides what (responsibilities)

Staffing Management Plan when, how staff are added and released formal or informal, broad or detailed Goal: reduce cost, minimize “make work” Goal: improve morale by reducing uncertainty

Organization chart: reporting relationshipsSupporting details:

organization impacts, job descriptions, training needs

Project Organization Charts

OBS: organization breakdown structure units responsible for work items

RAM: responsibility assignment matrix people responsible for and performing work stakeholder responsibilities for activities

Resource histogram staffing levels needed over time

Resource Loading and Leveling

Resource loading amount of resources required during specific

time periods shows over-allocation

Resource leveling smoother distribution of resource use shift tasks within slack allowances easier to manage more even levels

Staff AcquisitionInputs:

staffing management plan staffing pool description

• experience, interests, compatibility, availability

Outputs: staff assignments and team directory

Tools: negotiation with FMs, other PMs pre-assignment or procurement (external) need to address retention as well as recruitment

Team Development: Definition

Help people work together more effectively to improve project performance

Enhancing the ability of stakeholders to contribute to the project

Enhancing the ability of the team to function as a team

Complicated by multiple reporting relationships (matrix structures)

Team Development Process:Inputs and Outputs

Inputs:StaffProject and staffing

plansPerformance reportsExternal feedback

Outputs:Performance

improvements Inputs to performance

appraisals

Tools for Team DevelopmentTraining and education

management, technical

Team-building involvement of team members in planning ground rules (conflict, decision-making) professional facilitation

Reward and recognition systems promote specific behaviors link rewards to clear, achievable performance goals

Co-location: distributed teams?

Team Development PhasesForm

gather information

Storm Conflict over styles, values, goals, power

Norm Achieve balance, coordination, protocols

Perform Complete tasks, handle conflict Motivation, satisfaction

Disband - closure

An Effective Team:

Gets the job doneTakes care of its membersTrust and support each otherHas confidence in its decisionsHas open, honest communicationMembers’ values & needs match group’sListen and respond constructivelyValue each others’ contributions

IT: programmers and teamsKnowledge workers

traditional HR may not apply still need structure:

• job definition, motivation, feedback, career focus

Programmers vs. team work Programmers view teams as stifling to creativity Equate meetings, team processes, as time away from

real work Heroes are individual stars, not teams

Challenge: Scarcity of IT personnel

Managing a TeamAssume the best about people - be kindFix the problem vs. finding blameHave regular, effective meetings

focused, results-oriented, action-oriented

Limit team size to 3-7Plan social activitiesNurture team members and train and

encourage team to nurture itselfRecognize individual and team achievement

People Capability Maturity Model (P-CMM)

Recognition of need for team developmentParallels CMMSame 5 levels

Optimizing(5)

Managed (4)

Defined(3)

Repeatable(2)

Initial(1)

P-CMMLevels

Instill basic discipline inworkforce activities

Identify primarycompetencies and alignworkforce activities withthem

Quantitatively manageorganizational growth inworkforce capabilities andestablish copetency-based teams

Continuously improve methodsfor developing personal andorganizational competence

1. Initial Level (P-CMM) Inconsistent performance Little guidance or training Managers do not accept responsibility for

workforce development Workforce capability unknown Mismatch between practices and work Individual agendas High turnover

2. Repeatable (P-CMM)Eliminate obstacles to performance:

environmental distractions unclear performance objectives lack of skill or knowledge poor communication

Establish policiesInstill responsibility and disciplineManagement commitment

3. Defined (P-CMM) Adapts workforce practices to its specific

business Identifies core competencies, plans to

develop them Systematic skill development Common organizational culture Shared workforce responsibility for growth Improved ability to predict performance

4. Managed (P-CMM) Quantitative objectives for core competencies Alignment across organization High-performance competency-based team

culture• complementary knowledge & skills• team building and maintenance

Mentors: support, guidance, skills Quantitative assessment and analysis Predictable performance results

5. Optimizing (P-CMM)

Continuous improvement of individual competencies• incremental advances• innovative practices

Data used to measure improvements Culture of performance excellence

Optimizing (5)

Managed (4)

Defined (3)

Repeatable (2)

Initial (1)

Key Process Areas of P-CMM

Work EnvironmentCompensationTrainingCommunication

Participatory CultureCareer DevelopmentWorkforce PlanningKnowledge and Skills Analysis

Organizational performance alignmentTeam-Based practiccsTeam Building

Continuous workforce innovationCoachingPersonal Competency Development

Major Themes in P-CMM

Developing capabilitiesBuilding teams and cultureMotivating and managing performance Workforce focus