SECTION 7
PROJECT HUMAN RESOURCES MANGEMENT
TEAM BUILDING AND MOTIVATION
HUMAN RESOURCES
MANAGEMENT
PROJECT HUMAN RESOURCE MANAGEMENT
• DEVELOP HUMAN RESOURCE PLAN
• ACQUIRE PROJECT TEAM
• DEVELOP PROJECT TEAM
• MANAGE PROJECT TEAM
DEVELOP HUMAN RESOURCE PLAN
PLANNING PROCESS
Project Human Resource Management
DEVELOP HUMAN RESOURCE PLAN
• Develop Human Resource Plan is the process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating the staffing management plan.
Human Resource Planning
Objective
• Determines project roles
• Responsibilities and reporting relationships and
• Creates the staffing management plan
HUMAN RESOURCEROLES AND RESPONSIBILITY
TITLE ROLES RESPONSIBILITY
PROJECT MANAGER
The Project Manager is also responsible for managing the works of consultants, allocating and utilizing resources in an efficient manner and maintaining a cooperative, motivated and successful team
• Managing and leading the project team.• Recruiting project staff and consultants.• Coordinating partners and working groups engaged in project work.• Developing and maintaining a detailed project plan.• Managing project deliverables in line with the project plan.• Recording and managing project issues and escalating where necessary.• Resolving cross-functional issues at project level.• Managing project scope and change control where necessary.• Monitoring project progress and performance.• Providing status reports to the project sponsor.
Design EngineersPlaning, Coordination, Project Control Communication
To ensure that all the user requirements are put into the design
Hardware Engineers
Assembling, Organising, Planning
To ensure that all the hardware component needed for the project are in place and ready to use
Software EngineersDesign, Coordination, coding and Programming
To ensure that all the user requirements are put into the software deveopment
IT Expert SupportTo assist and execute responbilities by Design Engineer, Hardware and Software Engineer
IT Personnel SupportTo assist and execute responbilities by Design Engineer, Hardware and Software Engineer
IT Support Support To provide IT labor support to the project Team
HUMAN RESOURCE(COMPETENCE OF TEAM MEMBERS)
NAME JOB TITLE QUALIFICATION
Nina Djopo Project Manager PHD Project Management, PMP, LLB,
Frank Manison Deisgn Engineer MSc Computer Science/ CISCOReuben Tetteh Design Engineer MBA
Jeff Mensah Hardware Engineer MSc Computer EngineerJohn Tetteh Hardware Engineer BSc Computer EngineerGodson Tetteh Software Engineer MSc ICTFred Klufio Software Engineer MSc BCISVictor Manison IT Expert MSc Network EngineeringChristain Banaman IT Expert MSc Network EngineeringGeorge Bray IT Expert BSc Telecom EngineeringAlex Mensah IT Expert BSc Computer Science
Jose Ferguson IT Expert BSc Network EngineeringCharles Viegas IT Personnel MSc Computer SciencePeet van Schalkwyk IT Support HND Computer ScienceCecil Klufio IT Support HND Computer ScienceGenevive Banson IT Support BSc Computer EngineeringSamuel Adjei IT Support HND Computer EngineeringSenanu Kumordzie IT Support HND Computer Engineering
Charles Moses IT Support HND Computer Science
Transformation
• Organization Charts and Position Descriptions
• Networking
• Organizational Theory
Outputs
• Human Resource PlanInputs
• Activity Resource Requirements
• EEF
• OPA
Develop Human Resource Plan
Create WBS
Newmont Ghana, Project
Develop Schedule
Human Resource Planning-Tools and Techniques
• Organization Charts and Position Descriptions
• Networking
• Organizational Theory
Organization Charts and Position Descriptions
Human Resource Plan - Organogram
Project ManagerProject
Manager
Comm. OfficerComm. Officer
Human Res. Officer
Human Res. Officer
Accounts Officer
Accounts Officer
Technical Officer
Technical Officer
Procurement Officer
Procurement Officer
Care TakersCare
TakersExtension Officers
Extension Officers
Security PersonnelSecurity
Personnel
Ass. Technical Officer
Ass. Technical Officer
NutritionistNutritionist
MasonsMasons CarpentersCarpenters LabourersLabourers
RACI CHART- A Form of RAM
Copyright © 2006 The McGraw-Hill Companies. All rights reserved.
Responsibility Matrix for a Market Research Project
Copyright © 2006 The McGraw-Hill Companies. All rights reserved.
Responsibility Matrix for the Conveyor Belt Project
HUMAN RESOURCE
17
Role
Project Deliverable(or Activity)
Legend: A – Approve R- Responsible C – Consult I - Inform
ROLE OF PROJECT TEAMNAME ROLE COMPETENCY RESPONSIBILITY
George Nuer Agblom Project Manager 10 years with similar projects Develop project plan, manages project stakeholders, Team, Risks, Schedule, Budget and Conflicts
Jones Ofori – Boadu Civil Engineer 12 years in civil engineering Designs, Plan, Develop and Construction of Landfill Cells
Ebenezer Adjei Okpoti Logistics and Transport
5 years experience in Logistics and supply chain management
Plant, Equipment Control and Material Handling.
Linda Jawad Seini Manager HR & Services
5 years post qualification and experience on similar project
Manages, Advise and Implement project policies and ensures employment of right balance of staff in terms of skills and experience.
Naa Nuekie Noi Project Co-ordinator 5 years post qualification and experience on similar project
Ensures the smooth running of the project and managing independent activities. Assist the project manager in the day to day task.
Municipal Assembly
CEO-
Project Manager
Municipal PROJECT OFFICE
P.M.O management office
Draught Men
Electrical Eng. Mechanical Eng.
Civil Eng. Architect Hydrologist
Electrical Technicians
Site Eng.
Carpenters Masons
Forman
Plumbers
Construction Eng. Quantity surveyor
Estimator
Operators
Plant Technicians
PROJECT ORGANIZATIONAL STRUCTURE
ACTIVITY GEORGE JONES EBENEZER LINDA NAA
Measurement of Area A R I I IMove Equipments to Site A I R C I
Excavation A R C C ITemporary Shoring I C R I CBackfill A C R C ICompaction C R I A RMeasure Cells C R A C IBottom Liner A I R I CPipe Laying A R I C IRock Laying A R I C CCovering A R I C IDemarcate Roads I R A C CGrading I C I A C1st Compact R C A C ISub-base material I A I C C
2nd Compact C C I C I
Bitumen / Granite C A I C I
3rd Compact I C I C I
RESPONSIBILITY MATRIX
R – RESPONSIBILITY A – ACCOUNTABILITYC – CONSULT I – INFORM
Human Resource Planning-Tools and Techniques
Organizational Theory• “X” Theory• “Y” Theory• Hygiene Theory• Motivation Theory• Contingency Theory• Achievement Theory• Maslow’s Hierarchy of Needs
McGregor’s Theories X and Y
• Theory X – People are lazy, selfish, unmotivated, dislike work and must be forced to work (Constant Supervision)
• Theory Y – People are naturally motivated to do good work (Little supervision, high trust that workers shall do the right thing)
Maslow’s Hierarchy of Needs
1. Self Actualisation (Living and Working at full potential)
2. Esteem (Feeling of importance, attainment of recognition)
3. Acceptance (Being part of a team)
4. Security (Freedom from fear, job protection, safety)
5. Physiological (Basic biological needs i.e. Food, sleep, clothing)
Hertzberg’s Hygiene Theory
Hygiene Factors Motivation Factors Company Policy Achievement Supervision Recognition Good relationship with boss
Work
Working Conditions Responsibility Salary Advancement Status Growth Security Relationship with co-workers
The presence of certain factors (hygiene factors) does not make one satisfied, but their absence will make one dissatisfied.
Human Resource Theories
• 4. Expectancy Theory
Anticipation of a reward or good outcome is a motivation. This works where workers know that the goal is achievable.
• 5. Achievement Theory
People need three things:
a. Achievement (Desire to accomplish something significant)
b. Power (Desire to influence the behavior of others)
c. Affiliation (Desire to belong to a group, or fit in with co-workers)
Contingency Theory
• A leader’s effectiveness is contingent on two set factors:
a. The first set measures whether leader is Task-oriented or Relationship-oriented
b. The second set evaluates situational factors in the workplace, such as how stressful the environment is
• In stressful times Task-oriented leader is preferred whilst during
calm times the Relationship-oriented leader is favoured
Human Resource Plan-Outputs
1. Roles and Responsibilities Roles Authority Responsibility Competency
2. Project Organizational Charts Hierarchical Chart Responsibility Assignment Matrix
3. Staffing Management Plan Staff acquisition Resource Calendar Staff Release Plan Training Needs Recognition and Rewards Compliance Safety
Human Resource PlanItem Skills Required No. required Hours When Source Responsibility
Locate Land Surveyor 1 External Location and Demarcation of Land
Procure Land Accountant 1 Accounts Unit Pay for land
Clear Land Labourer 5 External Clear and collect weeds
Construct Fence Mason 2 External Mix mortar to hold columns
Labourer 10 Dig holes for wooden columns
Carpenter 2 Nailwire-mesh to columns
Construct Snailery Mason 2 External Lay sandcrete blocks
Labourer 5 External Dig Trenches
Carpenter 1 External Make lid to cover trenches
Construct Shed Mason Mix mortar to hold pillars
Labourer Dig holes for pillars
Tie thatch with binding wire and prepare soil
Stock Snailery Agric Extension Officer
1 External Select breeder snails
Labourer 2 External Collect breeder snailsTrain Farmers Agric Extension
Officer1 External Conduct Training
Nutritionist 1 External Assist in trainingConstruct well Labourer 5 External Dig well
Mason 2
External Line well and construct
collar
ACQUIRE PROJECT TEAM
EXECUTING PROCESS
ACQUIRE PROJECT TEAM
• The process of confirming human resource availability and obtaining the team necessary to complete project assignments.
• The project management team may or may not have direct control over team members selection because of collective bargaining agreements, use of subcontractor personnel, internal or external reporting relationships, or other various reasons.
ACQUIRE PROJECT TEAM
It is important that the following factors are considered during the process of acquiring the project team:
• The project manager or project management team should effectively negotiate for human resource.
• Make sure the right human resources are acquired• Check legal implications when replacing a human
resource with another, particularly when the original is unavailable due to constraints, economic factors etc.
These Factors should be considered and planned for during the planning stage.
Transformation
• Acquisition
• Negotiation
• Pre-assignments
• Virtual Teams
Outputs
• Project Staff Assignments
• Resource Calendars
•Project Management Plan Updates
Inputs
• Human Resource Plan
• Enterprise Environmental Factors
•Organizational Process Assets
Plan
Human Resource
Newmont Project, Ghana
Develop Project Team
Acquire Project Team
Inputs-Acquire Project Team
• Human Resource Plan-Roles and responsibilities
-Project Organization charts
-Staffing management plan –(9.2.1.1)
• Enterprise Environmental Factors (9.2.1.2)
• Organizational Process Assets
Tools and Technique-Acquire Project Team
• Acquisition-Performing Organization lacks the in-house staff, services may be acquired from outside sources
• Negotiation-Staff assignments are negotiated on many projects. - With functional managers
• Pre-assignments-When project team members are selected in advance
• Virtual Teams- Team with little or no time spent meeting face to face-yet fulfill goals
Outputs-Acquire Project Team
• Project Staff Assignments-The project is staffed when the appropriate people have been assigned. With respective documentations.
• Resource Calendars-It document the time periods that each project team member can work on the project. Take note of each person’s schedule conflict to create reliable schedule.
• Project Management Plan (updates)The Project Management Plan may be updated as people as assigned on project roles and responsibilities.
DEVELOP PROJECT TEAM
EXECUTING PROCESS
DEVELOP PROJECT TEAM
• This is the process of improving the competencies, team interaction, and the overall team environment to enhance project performance.
• Project managers should acquire skills to identify, build, maintain, motivate, lead, and inspire project teams to achieve high team performance and to meet the project’s objectives.
DEVELOP PROJECT TEAM
Objectives of developing a project team include but are not limited to:
• Improve knowledge and skills of team members
• Improve feelings of trust and agreement• Create a dynamic and cohesive team
culture to improve individual and team productivity, team spirit and cooperation.
Transformation
• Interpersonal Skills
• Training
• Team-building activities
• Ground Rules
• Co-location
• Recognition & Rewards
Outputs
• Team Performance Assessment
Inputs
• Project Staff Assignments
• Human Resource Plan
• Resource Calendars
Develop Project Team
Newmont Project, Ghana
Close Project
Develop Project Team
Inputs-Develop Project Team
• Project Staff Assignments
• Human Resource Plan
• Resource Calendar
Tools and Techniques-Develop Project Team
• Interpersonal Skills
• Training• Team Building Activities- Five stages of team
development• -Forming, Storming, Norming, Performing, Adjourning
• Ground Rules• Co-location• Recognition & Rewards
Outputs-Develop Project Team
• Team Performance Assessment
• Enterprise Environmental Factors (EEFs) update
MANAGE PROJECT TEAM
EXECUTING PROCESS
Manage Project Team
• Manage Project Team involves tracking team member performance, providing feedback, resolving issues, and coordinating changes to enhance project performance.
• The Project Management Team observe team behavior, manages conflict, resolve issues, and appraises team member performance.
Manage Project Team
• As a result of managing the project team, change requests are submitted, the human resource plan is updated, issues are resolved, input is provided for performance appraisals, and lessons learned are added to the organization’s database
Manage Project Team
• Managing the project team requires a variety of management skills for fostering teamwork and integrating the efforts of team members to create high-performance teams.
• Team management involves a combination of skills with special emphasis on communication, conflict management, negotiation, and leadership
Transformation
• Observation and Conversation
•Project Performance Appraisals
•Conflict Management
•Issue Logs
• Interpersonal Skills
Outputs•Change Requests
•Project Management Plan Update
•OPA Updates•EEFs Updates
Inputs
• Organizational Process Assets
•Project Staff Assignments
•Human Resource Plan
•Team Performance Assessment
•Performance Reports
Manage Project Team
Newmont Ghana Project
Direct and Manage
Project Work
Close Project
47
Inputs-Manage Project Team
• Organizational Process Assets
• Project Staff Assignments
• Human Resource Plan
• Team Performance Assessment
• Performance Reports
Tools and Techniques- Inputs-Manage Project Team
• Observation and Conversation
• Project Performance Appraisals
• Conflict Management
• Issue Logs
Outputs-Manage Project Team
• Change Requests
• Project Management Plan (U)
• OPA (U)
• EEFs Updates