Human Resource Management for Construction

Projects

Jayadeva de SilvaM.Sc.FIPM,FITD

•Welcome

– Introduction

The Definition of Project• Project – temporary endeavor undertaken to create a

unique product or service• Has a definite beginning and end and interrelated

activities• Under the restriction of resources• For some purpose of a organization or even a person.

Typical Projects• R & D projects• BPR and Reorganization• Information system integration • Construction and Engineering• Scientific research and Dissertation • Olympic Games and other sports games• Every kind shows and performance

– Introduction

– Introduction

The Characteristics of a Project• Products or Service are unique – -– Progressively: proceeding in steps– Elaborated: worked with care and detail

• The work is temporary. – Time limited – There are resource restrictions.

. The Definition of Project Management • Project Management is the overall planning, control

and coordination of project from inception to completion.

• Project Management focus on completing project on-time, within the allotted budget and defined scope, and satisfying the required quality standard.

- Introduction

- Introduction

The Methods and Tools of PM • Project Management should apply of knowledge,

skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a defined project –balancing and integrating the following:– Scope, time, cost, and quality– Stakeholders’ expectations– Requirements (needs) vs. unidentified requirements

(expectations)

- Introduction

The difference between Program and Project• Programs adopt new set of objectives and continue to work;

Projects cease when declared objectives have been attained• Programs are groups of projects managed in a coordinated

way to obtain benefits not available from managing the projects individually

• Most programs have elements of ongoing operations– Series of repetitive or cyclical undertakings

• Projects is no ongoing operation, are often divided into “subprojects” for more manageability– Often contracted out to external organizations

Project Management Body of Knowledge– Project integration management– Project scope management– Project time management– Project cost management – Project quality management– Project human resource management– Project communication management– Project risk management– Project procurement managementAll these make up a knowledge system of PM

- Introduction

Project Cost Management, Project Time

Management,Project Quality Management

Project Risk Management

Project Communication Management

Project Procurement Management

Project Integration Management

Project Human Resource Management

Project Scope Management

The System of PMBOK

General management

knowledge and practices

Application area knowledge and practices

Generally accepted PM knowledge

and practices

PMBOK

The relationship of the knowledge

– Project Management Context

1. Project Life Cycle• Project Life Cycle defines or tells:

– The phases of the project (time)– The work performed in each phase (work)– The input and output of each phase (result)– The milestone of each phase (end sign)

• Common Characteristics of Project Life Cycles:– Cost and Staffing levels are low at start and move higher towards the end– Probability of successfully completing project is low at beginning, higher

towards the end as project continues– Stakeholder influence is high at the beginning and progressively lowers as

project continues

Phase 1 Phase 2 Phase 3 Phase 4

Project ”go” decision

Major contract let

Installation substantially complete

Full operation

Feasibility study－ suggestion － feasibility － pre-design－ approve

Planning & Design－ tech-design－ cost estimate－ scheduling－ contracting－ plan details

Execution

－ fabrication－ construction－ installation－ trial

Turnover － final testing－ maintenance

Percentage Complete 100%

Project Human Resource Management

Jayadeva de SivaM.Sc,FIPM,FITD

– Human Resource Management

. Project Human Resource Management

– Processes required to make the most efficient use of people involved with the project (stakeholders)

– 3 major processes:• Organizational Planning• Staff Acquisitions• Team Development

– Keep in mind of transient (time limited and only one time) nature of projects for its HRM

– Ensure HR compliance with project management activities

– Human Resource Management

. Project Human Resource Management– 1,9 manager = good relationship with team– Project Organization

• Conflict between PM and Functional Managers• Dual allegiance (two boss) of team members

– Compromise =otherwise both sides will lose– Delegation– If there is a team of experts, PM decisions will promote

high satisfaction– Functional/Project Managers likely to exercise:Power,

Authority and Influence

– Human Resource Management

Organizational Planning– Identifying, documenting and assigning project

roles, responsibilities, and reporting relationships• Individual and group assignments• Internal and external employees• Linked with communication planning

– Human Resource Management

Organizational Planning• Inputs

– Project Interfaces • Organizational interfaces – formal and informal reporting relationships

among organizational units (the enterprise)• Technical interfaces - formal and informal reporting relationships among

technical disciplines,Engineers, manufacturers(stakeholder)• Interpersonal interfaces – formal and informal reporting relationships

among individuals (project)– Staffing Requirements – define skill sets for individual/group in

particular time frames– Constraints – factors that limit project team’s options

• Organizational structure (strong vs. weak matrix)• Collective bargaining agreements – contractual arrangements• Preferences of project management team• Expected staff assignments

– Human Resource Management

Organizational Planning• Tools & Techniques– Templates – reuse a similar project’s role and responsibility

definitions– Human Resource Management Practices – corporate

policies, guidelines, and practices– Organizational Theory – how organizations are structured

(functional, projectized,matrix)– Stakeholder Analysis – needs of stakeholders are ensured

– Human Resource Management

Organizational Planning• Outputs (continued)

– Role and Responsibility Assignments • Utilizes a Responsibility Assignment Matrix (RAM) to define

responsibility for each item in the Work Breakdown Structure/task or activity list

• Roles and responsibilities– Project Manger – plan, estimate and schedule of project– Team – help prepare the WBS, Network Diagrams, and

estimate time for tasks, complete tasks– Senior Management – approve Overall project plan, budget

and schedule and to approve any changes that are made to those figures

– The person experiencing the problem must try to solve it themselves as long as means are in their control

Organizational Planning • Outputs (continued)

– Staffing Management Plan• when and how personnel are included and removed from the

project team.• Resource leveling, reduce transition periods, eliminate “dead

time” between assignments, sensitivity to morale– Organizational Chart

• Organization chart can display the project reporting relationships. • An Organizational Breakdown Structure (OBS) is a specific type of

organization chart that shows which organizational units are responsible for which work items.

– Supporting Detail• Organizational impact,Job descriptions,Training needs

– Human Resource Management

– Human Resource Management

Staff Acquisition– Ensure labor and human resources are available for project work– Involve getting the human resources needed (individuals or groups)

and assigned to or working on the project.

• Inputs– Staffing Management Plan– Staffing Pool Description

• Previous experience• Personal interests• Personal characteristics• Availability

– Recruitment Practices

– Human Resource Management

. Staff Acquisition• Tools & Techniques– Negotiations with functional managers and other teams

(Staff utilization and corporate politics)– Pre-assignment – result of a competitive proposal, or an

internal initiative– Procurement – outside services are needed (lacking

internal skills or availability can not be met)

Staff Acquisition• Outputs– Project staff assigned– Project Team Directory – contact list

– Human Resource Management

– Human Resource Management

Team Development – Enhancing stakeholders to contribute along with

maintaining the project team’s functionality– Personal development is the foundation– Team members often balance responsibilities to a

functional manager and project manager– Critical to success of project

– Human Resource Management

Team Development• Inputs– Project Staff– Project Plan– Staffing Management Plan– Performance Reports– External Feedback• Periodic measurements of performanc

– Human Resource Management

. Team Development• Tools & Techniques– Team-building activities– General Management Skills– Reward and recognition systems

• Promote desired behavior• Must be achievable; apply to the project• Cultural differences recognition

– Co-location – place members in physical location– Training – enhance skills, knowledge, and capabilities of

project team• Must be factored in cost analysis of project

– Human Resource Management

Team Development• Outputs– Performance Improvements• Individual skills• Team Behavior• Identify more efficient methods of work

– Input for performance appraisals

Other things for HRM– Conflict

• Inevitable consequence of organizational interactions• Can be beneficial• Resolved by identifying the causes and problem solving by people

that are involved & their immediate manager• Nature of project• Limited power of the project manager• Necessity for obtaining resources from functional managers

– Conflict Sources (in order of frequency)• 1)Schedules, 2)Project Priorities, 3)Resources,4)Technical opinions,

5)Administrative Procedures,6)Cost,7)Personality

– Human Resource Management

– Human Resource Management

. Other things for HRM• Conflict Avoiding– Informing the team– Clearly assigning tasks without ambiguity– Challenging and interesting work assignments

• Leadership Skills– Directive, Facilitating, Coaching, Supportive

• Projectized Organization– Conflict between PM and Functional Managers– Dual Allegiance of team members– Complex prioritization of resources– Loss of developed procedures on project dissolution

– Project Communications Management

Project Communications Management– Processes to ensure timely and proper generation,

collection, dissemination and disposition of project information

– General communications management• Communications Planning – determining informational needs, who

needs what and when; 90% of PM’s time is spent on communicating

• Information Distribution – making information available• Performance Reporting – collecting and disseminating project

information• Administrative Closure – formalize project/phase completion

(continued)

Project Communications Management– Communication Methods• Pick the form of communication that is best for the

situation– Formal Written – complex problems, all plans, communicating

over long distances– Formal Verbal – presentations, speeches– Informal Written – memos, e-mail, notes– Informal Verbal – meetings, conversations

– Communication Blockers• Noise, Distance, Improper en-coding, “bad idea”, Hostility,

Language, Culture

– Project Communications Management

– Project Communications Management

Communications Planning– Determining information requirements of stakeholders– Tightly linked with organizational planning– There are 5 directions of communication

• Top down• Bottom up• The peer• Internal • External

– Complex messages need oral, written and non verbal methods

– Least effective form of communication for complex situations is verbal and formal

– Project Communications Management

. Information Distribution• Tools & Techniques– Communication Skills

• used to exchange information. Sender is responsible for clarity; receiver is responsible for receipt and understanding

– Information retrieval systems • filing systems, software

– Information distribution systems • meetings, correspondence, networked databases, video/audio

conferencing• Outputs– Project Records

• maintained in an organized fashion

– Project Communications Management

. Performance Reporting– Collecting and disseminating performance indicators to

provide stakeholders information how resources are achieving project objectives• Status reporting• Progress reporting• Forecasting• Variance Report (actual results vs. planned)• Earned Value • Project scope, schedule, cost and quality, risk and procurement

– Project Communications Management

Performance Reporting• Inputs– Project Plan– Work Results – deliverables completed, %

completed, costs incurred– Other Project records

– Project Communications Management

Performance Reporting• Tools & Techniques

– Performance review meetings(to assess status)– Variance Analysis (comparing actual results to planned)– Trend Analysis (to determine future performance)– Earned Value Analysis

• integrates scope, cost and schedule measures • calculate 3 keys:

– Budgeted Cost of Work (BCWS)– Actual Cost of Work Performed (ACWP) – Earned Value (Budgeted Cost of Work Performed – BCWP)

» Cost Variance (CV) = BCWP – ACWP» Schedule Variance (SV) = BCWP – BCWS» Cost Performance Index (CPI) = BCWP/ACWP

– Information Distribution Tools & Techniques

– Project Communications Management

Performance Reporting• Outputs– Performance Reports – organize and summarize

information gathered and present results• Bar charts, Gantt charts, S-curves, etc.

– Change Requests – handled as part of change control

Supplement – Professional Responsibility

Understand Project Management Professional Code of Conduct

– Ethics– Legal Issues– Cultural Sensitivity– Managing conflicts of interest

Supplement – Professional Responsibility

Integrity(honesty) and Professionalism– Understand the legal requirements surrounding the

practice of projects– Know ethical standards that should govern the behavior of

project managers– Comprehend the values of the community and the various

project stakeholders– Practice proper judgment in the pursuit of successful

project work– Compliance with all organizational rules and policies

• Upon a reasonable and clear factual basis report violations• Responsibility to disclose circumstances that could be construed as

a conflict of interest or appearance of impropriety

Supplement – Professional Responsibility

. Integrity and Professionalism– Provide accurate and truthful representation to the public– Maintain and satisfy the scope and objectives of

professional services– Maintain the confidentiality of sensitive information– Ensure a conflict of interest does not compromise

legitimate interests of client/customer or interfere with professional judgment

– Refrain from accepting gifts, inappropriate payments, compensation for personal gain unless in conformity with applicable laws or customs

Supplement – Professional Responsibility

Contribute to advancing the project management profession

– Overall understanding of project management principles– Understand the community and media surrounding

projects– Knowledge of research strategies available and proper

communication techniques– Learn to communicate and transfer knowledge effectively

as a coach and mentor and to use available research strategies

– Respect and recognize intellectual property

Supplement – Professional Responsibility

Enhance Individual Competence– Understand the project manager’s strengths and

weaknesses and learning style – become aware of instructional processes and tools

– Know the useful competencies for project managers and possible training

– Be able to perform self-assessment and competencies development plan

– Ability to apply lessons learned

Supplement – Professional Responsibility

. Balance Stakeholder’s Objectives– Understand the various competing stakeholders’

interests and needs– Comprehend the conflict resolution techniques

useful in handling differing objectives– Be able to resolve conflicts in a fair manner– Exercise negotiation skills based on proper

information

Supplement – Professional Responsibility

Interact with team and stakeholders in a professional and cooperative manner

– Understand cultural diversity, norms and stakeholders’ communication styles

– Show flexibility towards diversity, tolerance and self control

– Becoming empathetic to differences

Thank you for your Support