ceesp electrical energy project management 9 human resources

7/29/2019 CEESP Electrical Energy Project Management 9 Human Resources

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Electrical EnergyConversion andPower Systems

Universidadde Oviedo

ELECTRICAL ENERGYPROJECT MANAGEMENT

Part 9 – Human Resources

Lecturer: José Ángel Díaz Álvarez



9. Human Resources

In the Project Management world

Brands

CompaniesFame

Prestige

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do not secure results. People do.

Clients do not only hire companies, they want to secure

good teams too. E.g. Tender processes.



9. Human Resources

Human Resources are the BEST actives in a company, agood project team and a good HR management are a key

to success.

It is needed to:

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• get the best new resources

and

•

maximize the performance of the existing ones



9. Human Resources

Human resources management process include:

HUMAN RESOURCES PLANNING

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PROJECT TEAM ACQUISITION

PROJECT TEAM DEVELOPMENT

PROJECT TEAM MANAGEMENT



9. Human Resources



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9.1 Human Resources Planning

Identify and document project roles, responsibilities andreporting structure.

Create the Staff Management Plan

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For Human Resources planning it must be taken intoaccount:

• Organizational structure of the company

• Technical interfaces• Interpersonal interfaces

• Logistics




Tools and techniques used for Human Resourcesplanning:

• Organization charts and role description

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MatrixHierarchical Text

Oriented




8Hierarchical




9Matrix (RACI)




Role_______________________________________________________________________________________________________________________

Responsibilities___________________________________________

______________________________________________________________

______________________________________________________________

____________________________________________________________________________________________________________________________

______________________________________________________________

______________________________________________________________

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______________________________________________________________

Authority:________________________________________________________________________________________________________________

______________________________________________________________

______________________________________________________________

______________________________________________________________

______________________________________________________________

______________________________________________________________

______________________________________________________________

Text oriented




As the result of the HR Planning we get:

•

Roles and Responsibilities Roles

Authority

Responsibility

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Competence

• Project Organization Chart

• Staff Management Plan Staff Adquisition

Timetable: Resource Histogram




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When the resource demand exceeds the maximum available, it is

needed a RESOURCE BALANCING STRATEGY



9. Human Resources



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9.2 Project Team Acquisition

Project Team Acquisition is the process to get the humanresources needed to complete the project

The Project Management Team can have control over theselected team members or not

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For Project Team Acquisition it must be taken into account:

• Environmental factors of the Company

• Organizational processes

• Roles and responsibilities

• Project organization chart

• Staff Management Plan






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Availability: Who and When?

Capacity: What competences?Experience: Similar works? Well done?

Interests: People interested in the project?

Cost: How much to pay?






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Internal procedures for staff assignment

HHRR Department cooperation Hiring




Tools and techniques used for Project Team Acquisition :

• Previous assignment

• Negotiation

Experience in similar projects

Tender Process

Pre-assignment

With functional managers

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• Acquisition

• Virtual teams

Other project directors (sharing, relay…)Not enough resources in house

Team members that do not meet face to face (VC,e-mail). It allows:

Create teams with people from different geographies

Bring in the experience of an expert that lives away

Create teams with people working in different time zones

Included disabled people

Reduce or eliminate travel expenses

COMMS. PLANNING IS KEY FOR VIRTUAL TEAMS!




As the result of the Project Team Acquisition we get:

• Project Staff AssignmentAppropriate people chosen

• Resources Availability

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Time availability of team members (to dedicate to the project)

• Staff Management Plan (Updates)Dynamic updating, from feedback or other situations:

Retiring Promotions

Medical leaves

…



9. Human Resources



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9.3 Project Team Development

Project Team Development improves the competences andinteraction of team members, in order to improve the projectperformance

The targets are:

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• mprove eam mem ers a es

• Improve the team as a group

For Project Team Development it must be taken into account:

• Project Staff Assignment• Resources Availability






The targets are:

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List of team members needed in order to start the development





The targets are:

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• Staff Management PlanWhen the team members can participate in team development activities





The targets are:

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Identifies strategies and training plan to develop the project team

Continuous assessment as the project progresses




Tools and techniques used for Project Team Development:

• General Management Abilities• Training

• Team Development Activities

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•

Basic Rules• Relocation

• Recognition and Rewarding







Interpersonal abilities, very important for team development:

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•



, ,

Valuable actives to manage the project team

Reduce problems and improve cooperation







Activities oriented to improve team members’ competencies

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•









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•



Oriented to: Improve cohesion

Improve confidence

Improve interpersonal relationships

Especially relevant for virtual teams





•

General Management Abilities• Training


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•



Establish clean expectations from the beginning of the project, reduces

misunderstandings and improves productivity





•



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•


• Recognition and RewardingLocate the most active team members in the same physical place, in order to

improve their team capacity.

Use planning charts, dashboards, etc.Not used for virtual teams





•



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•


• Recognition and RewardingPerformed as designed during the Human Resources planning phase

R&R decisions taken during the team management process throughperformance assessment

Only to reward the desired behaviour. Justice must be perceived by all




As the result of the Project Team Development we get:

•

Team Performance AssessmentDynamic assessment after development efforts implementation

Indicator examples:

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Improvements in competencies Less staff rotation ratio



9. Human Resources



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9.4 Project Team Management

Project Team Management means:• Team Members Performance follow-up

• Provide feedback

• Solve conflicts

• Coordinate changes

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Improves project performance

It is complicated in matrix team structures (doublereporting, project oriented and functional)

Generally under the responsibility of the Project Director




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Matrix organization. Double reporting.




For Project Team Management it must be taken intoaccount:

•

Organization process actives• Project team assignment


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• Team Performance Assessment

• Team Performance Information

• Performance Reports





•



Policies, procedures and systems used in the organization

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•



Provide a list of team members to be assessed

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•



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List used to supervise and assess the performance





•



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Provides reporting lines picture





•



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Informs about the period when team members work together and the

training plan

9 4 P j T M





•



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The management team continuously assess the project team performance

Corrective actions can be taken

9 4 P j t T M t





•



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• Performance ReportsTeam members performance is observed as they work

9 4 Project Team Management





• Organization process actives

• Project team assignment


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• Staff Management Plan• Team Performance Assessment


•

Performance ReportsNeeded to compare against project management plan:

Time

Cost Control

Scope





Tools and techniques used for Project Team Management :

• Observation and conversation

• Conflict Management

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• Performance Assessment

• Polemics Register








Used to keep in touch with the work and team members’ attitudes.

Behavioural observation

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Group normsCommunications planning Reduces conflict

Role definition

Opinion differences are not necessarily negative More creativity

Better decisionsIf conflict arises Dealt in early stages

Dealt in private environment

Direct and constructive approach

If needed, intensify actions until disciplinary








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Must be provided as feedback to team members

360º can be chosenIt helps to clarify roles and responsibilities

structured time for stopping and feeding back

find opened or unsolved conflicts

develop IDPs

set target for new periods








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Documents: solution responsible/target day. Written register





As the result of the Project Team Management we get:

• Requested changes

Staff changes might affect the rest of the project plan (e.g. scheduledelay or cost overrun) process a request

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• Recommended corrective actions

Staff changes (transfer, externalize works, replace team members)Additional Training

Disciplinary actions

• Recommended preventive actionsReduce the probability to have HR conflicts





As the result of the Project Team Management we get:

• Organization process actives (updating)

Performance assessment input

Lessons learned documentation

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• Project Management Plan (updated)Change requests PMP updates:

Corrective actions - new roles for team members

- additional training actions

- reward decisions

- …

Questions & Answers



Questions & Answers

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