11-1 copyright © 2013 mcgraw-hill education (australia) pty ltd pearson, larson, gray, project...

11-1Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd

Pearson, Larson, Gray, Project Management in Practice, 1e

CHAPTER 11

Project Human Resource Management



Qualities of an Effective Project Manager



Managing versus Leading a Project

Mapping your

project network



Building and Leveraging Your Networks

• Managing Upward Relations• Leading by Example

Priorities Urgency Problem solving Cooperation Ethics Standards of performance

• Management by Wandering Around (MBWA)



Building Trust: the Key to Exercising Influence

• Be accountable for your actions

• Act consistently with your words

• Live your values and communicate them regularly

• Admit mistakes and take blame

• Listen for understanding



Building Trust: the Key to Exercising Influence (cont.)

• Act with integrity and ethics

• Be an advocate for a fear-free culture

• Face reality

• Provide honest feedback

• Building trust with openness



The Leadership Style Continuum

Source: Tannenbaum and Schmidt (1973)



The Human Resource Management Plan

• Human resource strategy and approach

• Policy and procedure

• Project organisational structure

• Roles and Descriptions

• HR governance (roles and responsibilities)



The Human Resource Management Plan (cont.)

• Recognition and reward

• Project team agreement

• Risk review

• Assumptions and constraints

• Lessons learned

• Team development plan



Managing Project TeamsSynergy

• 1 + 1 + 1 = 10 (positive synergy)• 1 + 1 + 1 = 2 (negative synergy)

Characteristics of High-performing Teams1. Share a sense of common purpose

2. Make effective use of individual talents and expertise

3. Have balanced and shared roles

4. Maintain a problem-solving focus

5. Accept differences of opinion and expression

6. Encourage risk taking and creativity

7. Sets high personal performance standards

8. Identify with the team



Managing Project Teams (cont.)

Tuckman’s five-stage team development model




• There are 10 or fewer members per team.

• Members volunteer to serve on the project team.

• Members serve on the project from beginning to end.

• Members are assigned to the project full time.

• Members are part of an organisational culture that fosters cooperation and trust.




• Members report solely to the project manager.

• All relevant functional areas are represented on the team.

• The project involves a compelling objective.

• Members are located within conversational distance of each other.



Building High Performance Project Teams



Capturing Resourcing InformationThe journey from WBS to estimating and the creation of the

budget schedule and resource matrix

Circle the Resource Matrix with a red no-fill circle.



Capturing Resourcing Information (cont.)

Resource Skill Information




Staffing Management Information




Performance Information



Conducting Project Meetings

• Establishing ground rules

• Planning decisions

• Tracking decisions

• Managing change decisions

• Relationship decisions



Requirements for an Effective Project Vision



Managing Conflict Withinthe Project

• Encouraging functional (healthy) conflict

• Managing dysfunctional conflict

• Rejuvenating the project team

• Ensuring clarity of roles and responsibilities



Managing Conflict Withinthe Project (cont.)

Project manager’s matrixStep 1: Define all the project roles

Step 2: Capture the business rule/decision

Step 3: Categorise the rule

Step 4: Allocate the RASCI letters across the roles as appropriate



Managing Virtual Project Teams



Project Team Pitfalls

Groupthink

Bureaucratic Bypass Syndrome

Going Native

Team Spirit Becomes Team Infatuation



Key Termsbrainstormingchange managementdysfunctional conflictemotional intelligence (EQ)functional conflictgroupthinkManagement By Wandering Around (MBWA) Nominal Group Technique (NGT)positive synergyproject kick-off meeting resource matrixsocial network buildingteam buildingteam charterteam ritualsTraining Needs Analysis (TNA)virtual project team,vision

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