76443048 pmbok chapter 8 hrm
TRANSCRIPT
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Chapter 8:
Project Human Resource
Management
adopted from PMI’s PMBOK 2000 and
Textbook : Information Technology Project Management
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Contents
• Importance of Human Resource Management
• Project human resource management processes
– Organizational planning
– Staff acquisition
– Team development
• Keys to Managing People
– motivation: Hierarchy of Needs (Maslow), Motivational and Hygiene Factors (Herzberg), Theory X and Y (McGregor)
– succeed factors and fail factors
– influence and power: types of power
– effectiveness: 7 habits for highly effective persons
• Organizational Planning
• using software to assist in HRM
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The Importance of Human
Resource Management • People determine the success and failure of
organizations and projects
• Despite the downturn in the economy in 2001,
there is still a shortage of good IT workers
– ITAA calculated that there were over 844,000 openings
for IT jobs in 2000
– 1 in 14 American workers are involved in IT jobs
– Although women represent 47 percent of the work
force, they make up only 29 percent of IT jobs
Chapter 8
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What is Project Human
Resource Management?
• Project human resource management includes the processes required to make the most effective use of the people involved with a project.
• Processes include
– Organizational planning <= planning phase
– Staff acquisition <= planning phase
– Team development <= execution phase
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Keys to Managing People
• Psychologists and management theorists have devoted much research and thought to the field of managing people at work
• Important areas related to HR management include
– motivation theory
• Marlow, Herzberg and McGregor
– influence and power
– effectiveness of manager
• Stephen Covey
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Maslow’s Hierarchy of Needs
• Abraham Maslow developed a hierarchy of needs
to illustrate his theory that people’s behaviors are
guided by a sequence of needs
• Maslow argued that humans possess unique
qualities that enable them to make independent
choices, thus giving them control of their destiny
• Human needed to be satisfied starting from the
lowest level and move upward
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Herzberg’s Motivational and
Hygiene Factors
• Frederick Herzberg wrote several famous books
and articles about worker motivation. He
distinguished between
– motivational factors: achievement, recognition, the
work itself, responsibility, advancement, and growth,
which produce job satisfaction
– hygiene factors: cause dissatisfaction if not present,
but do not motivate workers to do more. Examples
include larger salaries, more supervision, and a more
attractive work environment
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McGregor’s Theory X and Y
• Douglas McGregor popularized the human relations approach to management in the 1960s
• Theory X
– assumes workers dislike and avoid work, so managers must use coercion, threats and various control schemes to get workers to meet objectives
• Theory Y
– assumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needs
• Usually, many managers use of mixture of these theories to their day-to-day work to motivate team members
• Theory Z
– introduced in 1981 by William Ouchi and is based on the Japanese approach to motivating workers, emphasizing trust, quality, collective decision making, and cultural values
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Improving Effectiveness -
Covey’s 7 Habits • Project managers can apply Covey’s 7
habits to improve team effectiveness on projects
– Be proactive
– Begin with the end in mind
– Put first things first
– Think win/win
– Synergize
– Seek first to understand, then to be understood
– Sharpen the saw
intrapersonal
skill
interpersonal
skill
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Organizational Planning
• 12th of 21 planning phase process
• It involves identifying, documenting, and assigning project roles, responsibilities, and reporting relationships
– The assignment can be internal or they may come from outside.
– Internal groups are usually composed of specific functional departments, such as IT, engineering, marketing, or account.
– HR is an important area because people are the project’s most valuable resource.
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Inputs to Organizational
Planning • Project interfaces
– organizational interfaces – formal and information report relationships among different organizational units; Technical interfaces: formal and informal reporting relationships among technical disciplines; formal and information reporting relationship among different individual working on the project
• Staffing requirements
– define skills required of individuals or groups and the desired time frame within which they’ll be needed.
• Constraints
– factors such as organizational structure, collective bargaining agreements with unions or other employee group, preferences of the project team, expected staff assignments.
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Tools and techniques
• Templates
– help to define roles and responsibilities or reporting relationships
• HR practices
– help to plan the structure of project team
• Organizational theory
– help to structure the organization (see other descriptions)
• Stakeholder analysis
– help to ensure stakeholders’ needs and expectations are met.
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Outputs from Organizational
Planning • Role and responsibility assignments
– assignment of roles and responsibilities
• Staffing management plan
– describe when and how HR will join and leave the project team.
– Resource histograms that show resource requirements, their usage, and availability along a timeline are often incorporated into the staff management plan. It is part of the project plan.
• Organization chart
– displays the reporting relationships in a graphic format.
• Supporting details
– includes organizational impact, job descriptions, training needs.
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Staff acquisition
• 13th of 21 planning phase process
• It involves getting the people resources needed
assigned to and working on the project.
• The project manager doesn’t not always have
direct control over these resources because many
of them will be assigned to the project team by
other managers
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Staff acquisition
• Staffing plans and good hiring procedures are important
in staff acquisition, as are incentives for recruiting and
retention
– Some companies give their employees one dollar for every hour a
new person they helped hire works
– Some organizations allow people to work from home as an
incentive
– Research shows that people leave their jobs because they don’t
make a difference, don’t get proper recognition, aren’t learning
anything new, don’t like their coworkers, and want to earn more
money
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Inputs to Staff acquisition
• Staff management plan
– describe when and how HR will join and leave the project team. Resource histograms that show resource requirements, their usage, and availability along a timeline are often incorporated into the staff management plan. It is part of the project plan. It is the main Organizational planning output.
• Staffing-pool description
– includes the characteristics of potential staff, their experience, interests, characteristics, and availability.
• Recruitment practices
– include various organizational policies, guidelines, and procedures governing staff assignment. These are a constraint on staffing.
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Tools and techniques
• Negotiations
– ensure that there are appropriate resources at the required time. It is the role of project manager negotiate with functional managers or others (e.g. other project managers)
• Pre-assignment
– in some cases, staff were promised the assignment before the project started. It is an internal practice in many organizations.
• Procurement
– recruiting people outside the organization. This technique entails hiring consultants and contractors
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Outputs from Staff acquisition
• Project staff assignments
– indicate who will work on the project full-
time, part-time, or variably.
• Project team directory
– lists all project team members and key
stakeholders. It can be a simple, informal list
or very detailed.
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Resource Loading and Leveling
• Resource loading
– refers to the amount of individual resources an existing project
schedule requires during specific time periods
– Resource histograms show resource loading
– Over-allocation means more resources than are available are
assigned to perform work at a given time
• Resource leveling
– a technique for resolving resource conflicts by delaying tasks
– The main purpose of resource leveling is to create a smoother
distribution of resource usage and reduce over-allocation
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Team Development
• 3rd of 7 executing phase process
• The project manager must enhance the team to function as a coordinated unit
– it takes teamwork to successfully complete most projects
– This is critical on uncertain projects, such as risky research and development (R&D) project
• It is necessary to develop each person in both managerial and technical areas.
– Training can help people understand themselves, each other, and how to work better in teams
• Team building activities include
– physical challenges
– psychological preference indicator tools Chapter 8
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Inputs to Team Development
• Project staff
– It is an output of Staff Acquisition process, where it is project staff assigned.
– The key is that particular skill sets for individuals and the team are available to support the project.
• Project plan
– incorporates the integrated documents that provide the baseline for controlling changes.
• Staffing management plan
– It is the main Organizational planning output
• Performance reports
– alert the project team to issues that can cause problems in the future. Status reports describe the project’s current standings. Progress reports describe the team’s accomplishments.
• External feedback
– criticism from outside the project helps the project team make periodic measures of performance.
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Tools and techniques
• General management skills
– include leadership, communication, negotiation skills, problem solving, and influencing the organization.
• Reward and recognition system
– motivates people through intrinsic factors like responsibility, promotions, and achievement, as well as extrinsic factors like pay raise, and working conditions.
– If rewards are given in a timely and public manner, they promote desired behavior.
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Tools and techniques (2)
• Collocation
– despite the fact that various communications technologies can bring people together easily, it is still generally a good idea to places team members in the same physical location. It can help to develop the team
• Training
– it help to enhance team skills, knowledge, and capabilities. Training costs need to be considered in developing the project
• Team-building activities
– any actions that improve team performance
• Other tools: Social Styles Profile, Meyers-Briggs Type Indicator
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Reward and Recognition Systems
• Team-based reward and recognition
systems can promote teamwork
• Focus on rewarding teams for achieving
specific goals
• Allow time for team members to mentor
and help each other to meet project goals
and develop human resources
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Social Styles Profile
• People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness:
– Drivers
– Expressives
– Analyticals
– Amiables
• People on opposite corners (drivers and amiables, analyticals and expressives) may have difficulties getting along
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Meyers-Briggs Type Indicator (MBTI)
• MBTI is a popular tool for determining personality
preferences and helping teammates understand each other
• Four dimensions include:
– Extrovert/Introvert (E/I)
– Sensation/Intuition (S/N)
– Thinking/Feeling (T/F)
– Judgment/Perception (J/P)
• NTs or rationals are attracted to technology fields
• IT people vary most from the general population in not
being extroverted or sensing
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Outputs from Team Development
• Performance improvements
– includes anything that improves individual skills, enhances the ability of the team to function as a team, or identifies more efficient methods of working.
• Input for performance appraisals
– comprises evaluations of each staff member’s contribution to the project
– Project manager can use periodic evaluations and/or annual performance reviews according to the organization’s HR policy.
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General Advice on Teams
• Focus on meeting project objectives and producing positive results
• Fix the problem instead of blaming people
• Establish regular, effective meetings
• Nurture team members and encourage them to help each other
• Acknowledge individual and group accomplishments
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Using Software to Assist in
Human Resource Management
• Software can help in producing RAMS and resource histograms
• Project management software includes several features related to human resource management such as
– viewing resource usage information
– identifying under and over-allocated resources
– leveling resources
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Project Resource Management Involves
Much More Than Using Software
• Project managers must
– Treat people with consideration and respect
– Understand what motivates them
– Communicate carefully with them
• Goal is to enable project team members to
deliver their best work
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Summary
• Importance of Human Resource Management
• Project human resource management processes
– Organizational planning
– Staff acquisition
– Team development
• Keys to Managing People
– motivation:
• Hierarchy of Needs (Maslow)
• Motivational and Hygiene Factors (Herzberg)
• Theory X and Y (McGregor)
– succeed factors (expertise and work challenge)
– fail factors (heavily on authority, money and penalty)
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Summary 2
– influence and power: types of power
• Coercive, Legitimate, Expert, Reward, Referent
– effectiveness: 7 habits for highly effective persons
• Organizational Planning
– identifying, documenting, and assigning project roles,
responsibilities, and reporting relationships
– project organizational charts
– work definition and assignment process
– responsibility assignment matrixes
– resource histograms
• using software to assist in HRM
Chapter 8