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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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Maslows Hierarchy of Needs
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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Maslows Hierarchy of Needs
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