human resources in project management

Human Resources in Project Human Resources in Project ManagementManagement

By: Ahmed AbushabanBy: Ahmed Abushaban

Topics of Discussion

Performance Management discussion from the article The Making of a Corporate Athlete by Jim Loehr and Tony

Schwartz

Why managers fail and how to prevent it? Discussion from the book getting results by Clinton Longenecker and Jack Simmontti.

Conflict resolution discussion from the article A Better Way to Deliver Bad News Jean-Francois Manzoni

Performance Management Performance Management

Simply put, performance management Simply put, performance management includes activities to ensure that goals are includes activities to ensure that goals are consistently being met in an effective and consistently being met in an effective and efficient manner.efficient manner.

QualityQuality

If there is one quality that executives seek for If there is one quality that executives seek for themselves and their employees what would themselves and their employees what would it be?it be?

So How Do You Obtain High So How Do You Obtain High Performance? Performance?

The source of such performance is as elusive The source of such performance is as elusive as the fountain of youth.as the fountain of youth.

The problem with most approaches is that they The problem with most approaches is that they deal with people only from the neck up, deal with people only from the neck up, connecting high performance primarily with connecting high performance primarily with cognitive capacity cognitive capacity

So How Do You Obtain High So How Do You Obtain High Performance?Performance?

In recent years there has been a growing focus on the In recent years there has been a growing focus on the relationship between emotional intelligence and high relationship between emotional intelligence and high performance.performance.

A few theorists have addressed the spiritual A few theorists have addressed the spiritual dimension-how deeper values and a sense of purpose dimension-how deeper values and a sense of purpose influence performance.influence performance.

Almost no theorist deal with the physical activities.Almost no theorist deal with the physical activities.

Ideal Performance StateIdeal Performance State

In training athletes, we have never focused on In training athletes, we have never focused on their primary skills- how to hit a serve,their primary skills- how to hit a serve,swing a golf club, or shoot a basketball. swing a golf club, or shoot a basketball.

Likewise, in business we don't address primary Likewise, in business we don't address primary competencies such as public speaking, competencies such as public speaking, negotiating, or analyzing a balance sheet.negotiating, or analyzing a balance sheet.

The Making of a Corporate Athlete by Jim Loehr and Tony Schwartz

Ideal Performance StateIdeal Performance State Our efforts aim instead to help executives build their Our efforts aim instead to help executives build their

capacity for what might be called supportive or capacity for what might be called supportive or secondary competencies.secondary competencies.

Increasing capacity at all levels allows athletes and Increasing capacity at all levels allows athletes and executives alike to bring their talents and skills to full executives alike to bring their talents and skills to full ignition and to sustain high performance over time -- ignition and to sustain high performance over time -- a condition we call the Ideal Performance State (IPS).a condition we call the Ideal Performance State (IPS).

The Making of a Corporate Athlete by Jim Loehr and Tony Schwartz

The Problem and the SolutionThe Problem and the Solution

Is Stress the Problem? (Life is hard and full of Is Stress the Problem? (Life is hard and full of problems)problems)

The problem is the absence of disciplined, intermittent recovery.

Simply PutSimply Put

Put simply, the best long-term performers tap Put simply, the best long-term performers tap into positive energy at all levels of the into positive energy at all levels of the performance pyramid. performance pyramid.

Ideal Performance is obtained by:Ideal Performance is obtained by:

Physical Capacity Builds endurance and promotes mental and emotional recovery

Emotional Capacity Creates the internal climate that drives the Ideal Performance State

Ideal Performance is obtained by:Ideal Performance is obtained by:

Mental Capacity Focuses physical and emotional energy on the task at hand.

Spiritual Capacity Provides a powerful source of motivation, determination, and endurance.

The article then expands on each of the areas mentioned above.

Why Managers Fail? Why Managers Fail? N=830 ManagerN=830 Manager

11 Ineffective communication skills/practices Ineffective communication skills/practices 80%80%

22 Poor work relationships and interpersonal skills Poor work relationships and interpersonal skills 79%79%

33 Person job mismatch Person job mismatch 69%69%

44 Fail to clarify direction/ performance Fail to clarify direction/ performance expectations expectations 61%61%

55 Delegation and empowerment breakdowns Delegation and empowerment breakdowns 56%56%

Part of research by Dr. Mitch Neubert, H. R. Gibson Chair of Management Development at Hankamer School of Business and C. Longnecker.

Why Managers Fail? Why Managers Fail? N=830 ManagerN=830 Manager

66 Failing to adapt and break old habits Failing to adapt and break old habits 54%54%

77 Unable to develop teamwork/ cooperation Unable to develop teamwork/ cooperation 51%51%

88 Lack of personal integrity and trust Lack of personal integrity and trust 49%49%

99 Unable to lead/motivate others Unable to lead/motivate others 45%45%

1010 Poor planning practices/reactionary Poor planning practices/reactionary behavior behavior

44%44%

Part of research by Dr. Mitch Neubert, H. R. Gibson Chair of Management Development at Hankamer School of Business and C. Longnecker.

Getting Results Getting Results N=2000 ManagersN=2000 Managers

Use effective and dynamic communication.Use effective and dynamic communication. Lead by example to demonstrate character and Lead by example to demonstrate character and

competence.competence. Establish and maintain clear and meaningful vision Establish and maintain clear and meaningful vision

and mission.and mission. Provide motivation to create ownership and Provide motivation to create ownership and

accountability for results.accountability for results. Clarify performance expectation with all Clarify performance expectation with all

employees.employees. Getting results by Clinton O Longenecker and Jack SimoneitiGetting results by Clinton O Longenecker and Jack Simoneiti


Foster teamwork and cooperation.Foster teamwork and cooperation. Develop clear and balanced performance goals and Develop clear and balanced performance goals and

metrics.metrics. Develop key working relationship.Develop key working relationship. Provide ongoing employee training and education.Provide ongoing employee training and education. Conduct appropriate and systematic planning Conduct appropriate and systematic planning

activities activities

Getting results by Clinton O Longenecker and Jack SimoneitiGetting results by Clinton O Longenecker and Jack Simoneiti


Remove performance barriers quickly.Remove performance barriers quickly. Keep yourself current and practice personal Keep yourself current and practice personal

development.development. Ongoing performance feedback and coaching.Ongoing performance feedback and coaching. Demonstrate extreme care in staffing your Demonstrate extreme care in staffing your

operationoperation Demonstrate your value added role as an employeeDemonstrate your value added role as an employee



Provide ongoing performance monitoring and Provide ongoing performance monitoring and measurement.measurement.

Equip people with resources they need to performEquip people with resources they need to perform Proactively improve your processesProactively improve your processes Proactive constructive employee appraisal and Proactive constructive employee appraisal and

development.development. Maintain and balance in both your professional and Maintain and balance in both your professional and

personal life.personal life.


Getting ResultsGetting Results

How do we categorize the 20 points?How do we categorize the 20 points? In other words, How do really get results?In other words, How do really get results?

Create FocusCreate Focus

Create clear vision and missionCreate clear vision and mission Clarify value added rolesClarify value added roles Develop performance goals and metricsDevelop performance goals and metrics Clarify each employee’s roleClarify each employee’s role


Equip your Project / OperationEquip your Project / Operation

Systematic planningSystematic planning Proactive staffingProactive staffing Ongoing training and educationOngoing training and education Equip your peopleEquip your people


Create a Climate for ResultsCreate a Climate for Results

Motivate for ownership and accountabilityMotivate for ownership and accountability Continuous performance measurement.Continuous performance measurement. Removing barrier to performance.Removing barrier to performance. Ongoing feedback and coaching.Ongoing feedback and coaching.

Getting results by Clinton O Longenecker and Jack SimoneitGetting results by Clinton O Longenecker and Jack Simoneit

Nurture RelationshipNurture Relationship

Effective 360 degrees relationship.Effective 360 degrees relationship. Dynamic communicationDynamic communication Trustworthy leadership.Trustworthy leadership. Teamwork and cooperation.Teamwork and cooperation.


RenewalRenewal

Process improvementProcess improvement Constructive employee appraisal and Constructive employee appraisal and

development.development. Personal development.Personal development. Create and maintain balanceCreate and maintain balance


Conflict ResolutionConflict Resolution

One of the biggest reasons for conflict is One of the biggest reasons for conflict is Restrictive FramingRestrictive Framing

Restrictive FramingRestrictive Framing

Restrictive FramingRestrictive Framing: Managers tend to : Managers tend to frameframe difficult situation and decisions in way that is:difficult situation and decisions in way that is:

- Narrow: alternatives are not included or - Narrow: alternatives are not included or considered.considered.

- Binary: There are two outcomes- win or lose.- Binary: There are two outcomes- win or lose.

Easing InEasing In

Easing In: Easing In: when the manager asks question to when the manager asks question to avoid confrontation.avoid confrontation.

Framing still exists. Managers go in with a Framing still exists. Managers go in with a specific mind set.specific mind set.

Manager ask question not to inquire about Manager ask question not to inquire about situation, but to try to get the employee to situation, but to try to get the employee to reach the same conclusion as the manager.reach the same conclusion as the manager.

Dangers of easing in:Dangers of easing in:

It is a gamble, to avoid confrontation someone It is a gamble, to avoid confrontation someone has to fold. If the manager folds, he/she does has to fold. If the manager folds, he/she does not get the point across to the employee. If not get the point across to the employee. If employee reaches the right conclusion and employee reaches the right conclusion and accepts it, the employee will lose confidence accepts it, the employee will lose confidence in the manager’s decision making skills in the manager’s decision making skills

Why is it so hard?Why is it so hard?

Most people over estimate the effect of a Most people over estimate the effect of a person’s stable characteristics. Most person’s stable characteristics. Most performance problems are attributed to a performance problems are attributed to a person’s disposition instead circumstance in person’s disposition instead circumstance in the workplace leading to the performance the workplace leading to the performance issue. (fundamental attribution error) issue. (fundamental attribution error)

Why is it so hard?Why is it so hard? (Con) (Con)

Many people are prone to mistakes under Many people are prone to mistakes under demanding work condition. (I do not have the demanding work condition. (I do not have the time to investigate so here is my conclusion)time to investigate so here is my conclusion)


Restrictive constraints are hard to avoid Restrictive constraints are hard to avoid because because It is hard to question constraints that managers are It is hard to question constraints that managers are

not aware of.not aware of. It is hard to keep your cool when the other party is It is hard to keep your cool when the other party is

pushing the other direction and stating the point of pushing the other direction and stating the point of view aggressively.view aggressively.


Managers assume that others are reasonable people Managers assume that others are reasonable people and they will see the situation the same way as the and they will see the situation the same way as the manager sees it (False consensus effect).I am a manager sees it (False consensus effect).I am a manager, I know am educated, why would others see manager, I know am educated, why would others see situation differently.situation differently.


Under stressful conditions, the manager wants Under stressful conditions, the manager wants to gain control of the situation, that means they to gain control of the situation, that means they have to win, and the other party has to lose.have to win, and the other party has to lose.

Reframing feedback Reframing feedback

Go into a discussion with a broad mindset. Do Go into a discussion with a broad mindset. Do not use restrictive framingnot use restrictive framing

Collect relevant information from the right Collect relevant information from the right people.people.

Present the problem the way it is.Present the problem the way it is.

FeedbackFeedback

A Better Way to Deliver Bad News Jean-Francois Manzoni

Project Management Jokes

Quantitative project management is for predicting cost and schedule overruns well in advance.

Fast - cheap - good - you can have any two. There is such a thing as an unrealistic timescale Warning: dates in a calendar are closer than they

appear to be. A project gets a year late one day at a time.

Questions

Feel free to ask any questions or comments.