project hr management

8/7/2019 Project HR Management

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Project Human Resource Management

•The Processes required to make the most effective use of the

people involved with the project. It includes all the projectstakeholders.

•The function of directing and coordinating human resources

throughout the life of the project

•By applying the art and science of behavioral and administrativeknowledge

•To achieve predetermined project objectives of scope, cost, time,

quality and participant satisfaction.



Human Resource Management — The Art

Human Assets provide the only long-term sustainable competitive

advantage

Scope Statements, WBSs, Gantt and Pert Charts — all these great

tools don’t amount to a hill of beans when it comes to bringing in

your project successfully, on time and within budget.

People make projects happen. PEOPLE SKILLS is the final and

decisive frontier




The Project Human Resource Management processes include the

following:

1. Human Resource Planning – Identifying and documenting

project roles, responsibilities, and reporting relationships, as

well as creating the staffing management plan.2. Acquire Project Team – Obtaining the human resources needed

to complete the project.

3. Develop Project Team – Improving the competencies and

interaction of team members to enhance project performance.4. Manage Project Team – Tracking team member performance,

providing feedback, resolving issues, and coordinating changes

to enhance project performance.





Human Resource Planning

Human Resource Planning determines project roles,

responsibilities, and reporting relationships, and creates the

staffing management plan.

Project roles can be designated for persons or groups. Those

persons or groups can be from inside or outside the organization

performing the project.

The staffing management plan can include how and whenproject team members will be acquired, the criteria for releasing

them from the project, identification of training needs, plans for

recognition and rewards, compliance considerations, safety issues,

and the impact of the staffing management plan on the

organization.




Human Resource Planning - How

Organization Charts and Position Descriptions

•Various formats exist to document team member roles andresponsibilities.

•Most of the formats fall into one of three types hierarchical, matrix,

and text oriented.

•

They show that each work package has an unambiguous owner andthat all team members have a clear understanding of their roles and

responsibilities.

Hierarchical-type charts. The traditional organization chart

structure to show positions and relationships in a graphic, top-down format.

OBS: Organisation Breakdown Structure. It is arranged

according to an organization’s existing departments, units, or

teams. The project activities or work packages are listed undereach existin de artment.



Organization Charts and Position Descriptions…

RBS: Resource Breakdown Structure. The RBS can contain

resource categories other than human resources. The RBS is

helpful in tracking project costs, and can be aligned with the

organization’s accounting system. The RBS can contain resourcecategories other than human resources.

Matrix-based charts.

RAM: A Responsibility Assignment Matrix is used to illustrate theconnections between work that needs to be done and project team

members. Also called Linear Responsibility Chart or accountability

Matrix

RAM that shows roles — Responsible, Accountable, Consult, andInform — is called RACI Chart.






Text-oriented formats. Team member responsibilities that

require detailed descriptions can be specified in text-oriented

formats. They are also termed Position Descriptions and Role-

Responsibility-Authority Forms.


Human Resource Planning – How



Networking

Informal interaction with others in an organization or industry is a

constructive way to understand political and interpersonal factors

that will impact the effectiveness of various staffing managementoptions.

Organizational Theory

Organizational theory provides information regarding the ways thatpeople, teams, and organizational units behave.







Roles and Responsibilities

Role. The label describing the portion of a project for which a

person is accountable.

Authority. The right to apply project resources, make decisions,and sign approvals. Team members operate best when their

individual levels of authority matches their individual

responsibilities.

Responsibility. Description of work The work that a projectteam member is expected to perform

Competency. The skill and capacity required. When

mismatches are identified, responses such as training, hiring,

schedule changes, or scope changes are initiated.



Staffing Management Plan

The staffing management plan is a subset of the project management

plan describes when and how human resource requirements will be met

The plan is updated continually during the project to direct ongoing

team member acquisition and development actions.

Items to consider include:

Staff acquisition.

From within the organisation or out side

LocationCosts associated with different levels of skills and expertise

Human Resource Department assistance





Staffing Management Plan…

Timetable. When will individuals or groups be brought on

and for how long?

Release criteria. Determining the method and timing of

releasing team members benefits both the project and team

members.

Training needs. If the team members to be assigned are not

expected to have the required competencies, a training plan

can be developed as part of the project.



Recognition and rewards.

Clear criteria for rewards and a planned system

Creating a plan with established times for rewards

Compliance.

Complying with applicable government regulations, union

contracts, and other established human resource policies.

Safety.

Safety Policies and procedures that protect team members

from safety hazards.


Staffing Management Plan…



Acquire Project Team


•The process of getting the human resources needed (individuals or

groups) assigned to and working on the project.

•In most environments, the ―best‖ resources may not be available,

and the project management team must take care to ensure that the

resources which are available will meet project requirements.‖



Pre-Assignment

•In some cases, project team members are known in advance; that

is, they are pre-assigned either by contract agreement or in project

charter.Negotiation

•Staff assignments are negotiated on many projects.

•Functional managers to ensure that the project receives

appropriately competent staff in the required time frame and forrequired durations

•Other project management teams within the performing

organization.

Acquisition — from outside agencies

Acquire Project Team - How




Acquire Project Team - How


Virtual Teams

Virtual teams can be defined as participating groups from remote

locations. Benefits:

Form teams of people from the same company who live inwidespread geographic areas

Add special expertise to a project team

Incorporate employees who work from home offices

Form teams of people who work different shifts or hoursInclude people with mobility handicaps

Move forward with projects that would have been ignored due to

travel expenses.

Communications Planning becomes important in a virtual teamenvironment!



Developing individual and group skills to enhance project

performance.

Definition:

The process of getting a diverse group of individuals to work

together effectively as a team.

Purpose:To get project team members focused on the big-picture and to

concentrate on overall project goals.


Develop Project Team



―Developing individual and group skills to enhance project

performance.‖

Includes both enhancing the ability of stakeholders to

contribute as individuals as well as enhancing the ability of

the team to function as a team.‖

Individual development (managerial and technical) is thefoundation

Team development is critical to the project’s ability to meet its

objectives.

Team Development is complicated in a Matrix Environment





Leadership Styles:

Many PM’s have a preferred style of leadership.

Some may fit their leadership style to the situation.

Leadership styles have been described in terms of four possibleextremes:

Autocratic:

– The PM solicits little or no information from team.

– Makes decision solely.

– Also referred to as Directing.

Consultative Autocrat:

– Intensive information input is solicited from the team.

– The PM still makes the decisions, solely.

– May also be referred to as Persuading.





Consensus Manager:

– Problem presented to the team for open discussion and

information gathering.

– Team makes decision.

– Also referred to as Participating.

Shareholder Manager:

– Little or no information exchange takes place within the group.

– The team has the ultimate authority for the final decision.

– Also referred to as Delegating.

– This style is considered to be poor management.



Leadership Styles:…



Conflict Management:

Causes of Conflict in order of frequency of occurrence

1. Schedule

2. Project Priorities

3. Resources

4. Technical opinions

5. Administrative procedures

6. Cost

7. Personality





Contemporary view of conflict

Inevitable between humansOften beneficial

Natural result of change

Can and should be managed

Neither good nor bad but can have positive and negative results

for the organization.Traditional View

Caused by trouble-makers

Bad

Should be avoided

Must be suppressed

Conflict Management:





Five methods of managing conflict:

Withdrawal:

Retreating from actual or potential disagreements and conflictsituations.

Appropriate only in certain situations such as when a cooling-off

period is needed.

A temporary tactic: does not resolve the conflict, only delays it.

Smoothing:

De-emphasizes differences and emphasizes commonalities.

Keeps the atmosphere friendly.

A temporary tactic: does not resolve the conflict, only delays it.

Should be used in conjunction with another methods





Five methods of managing conflict:

Problem Solving: (confrontation)

Directly addresses disagreements.

Conflict is treated as a problem. The problem is defined;

information is collected; alternatives are identified and analyzed,

and the most appropriate alternative is selected.

Theoretically considered the best because both parties can besatisfied if they work together to solve the problem.

Both parties must want to solve the problem and be willing to

work together.

Time-consuming method, considered to be a win-win.





LOW OBJECTIVE ORIENTATION HIGH

HIGH

LOW

R E L A T I O N S H I P

O R I E N T A T I O N

COMPROMISE

SMOOTHING(ACCOMMODATING)

PROBLEM-SOLVING(COLLABORATING)

FORCING(COMPETING)WITHDRAWAL(AVOIDING)



Four stages of team development:

1. Forming: The beginning stage where the team is being formed,

members are being introduced to each other and are explained

their roles and responsibilities

2. Storming: Team members start getting confrontational and vie

for the position of maximum power3. Norming: Team members start confronting project problems

instead of people problems

4. Performing: The team is most productive at this stage





Characteristics of an effective team:

Team members must be interdependent

Team members must have a reason for working together.

Team members must be committed to working together.

The team as a whole must be accountable.

Team members must have a moderate level of competition and

conflict.

Symptoms of bad teamwork: Frustration

Conflict and unhealthy competition

Unproductive meetings

Lack of trust or confidence in the project manager






Develop Project Team - How

General Management Skills

Interpersonal skills, sometimes known as ―soft skills,‖ are particularly

important to team development.

Training

Training includes all activities designed to enhance the competencies of

the project team members. Training can be formal or informal.

If project team members lack necessary management or technical skills,such skills can be developed as part of the project work. Scheduled

training takes place as stated in the staffing management plan.

Team-Building Activities



Ground Rules

Ground rules establish clear expectations regarding acceptable

behavior by project team members. Early commitment to clear

guidelines decreases misunderstandings and increasesproductivity. The process of discussing ground rules allows team

members to discover values that are important to one another. All

project team members share responsibility for enforcing the rules

once they are established.

Co-Location

Co-location involves placing many or all of the most active

project team members in the same physical location to enhance

their ability to perform as a team.





Co-location strategy can include a meeting room, sometimes

called a war room.

Recognition and Rewards

Part of the team development process involves recognizing and

rewarding desirable behavior. The original plans concerning

ways to reward people are developed during Human Resource

Planning. Win-lose (zero sum) rewards that only a limited

number of project team members can achieve, such as team

member of the month, can hurt team cohesiveness. Rewarding

win-win behavior that everyone can achieve, such as turning in

progress reports on time, tends to increase support among team

members.





Manage Project Team involves tracking team member performance,

providing feedback, resolving issues, and coordinating changes to

enhance project performance.

The project management team observes team behavior, manages

conflict, resolves issues, and appraises team member performance.

Management of the project team is complicated within amatrix organization. Effective management of dual reportingrelationship is a critical success factor for the project.

Manage Project Team





Manage Project Team - How

Observation and Conversation

Enables one to stay in touch with the work and attitudes of project

team members and to monitor indicators such as progress toward

project deliverables, accomplishments that are a source of pride for

team members, and interpersonal issues.

Project Performance Appraisals

Evaluation information can be gathered from people who interact with

project team members by using 360-degree feedback principles. The

term ―360-degree‖ means that feedback regarding performance is

provided to the person being evaluated from many sources, including

superiors, peers, and subordinates.




Manage Project Team - How

Conflict Management

Successful conflict management results in greater productivity and

positive working relationships.

Team ground rules, group norms, and solid project management

practices, like communication planning and role definition, reduce

the amount of conflict.

Issue LogAs issues arise in the course of managing the project team, a written

log can document persons responsible for resolving specific issues

by a target date. The log helps the project team monitor issues and

obstacles until closure.



Sources of Authority and Control: (Power)

The PM must deal with upper management, subordinates,

functional managers, interface personnel, and people outside the

firm.The degree to which the PM can influence each of these groups

will have a bearing on the success or failure of the project.

The PM must exert some type of power so that the necessary

concessions or cooperation can be obtained.Formal:

– A legitimate (or positional) form of power.

– Based on a person’s formal position in the company.




Referent:

– A form of personal power.

– Refers to earned power when people admire a person and wantto follow that person as a role model. Also called charisma.

Expert:

– A form of personal power.

– Refers to earned power that a person acquires based on his/her

technical knowledge, skill, or expertise on some topic




Selecting a Project Manager is typically theResponsibility of the Project Sponsor or Program

Manager

Authority and Responsibility identified in the Project

Charter Authority and Responsibility must be consistent and

compatible within the project context

Experience and Skills must be suitable for the project

complexity Candidate needs the appropriate level of knowledge

in the areas of:General Management Knowledge

Project Management Knowledge

Project Application Knowledge



Project Manager Roles and Responsibilities:Integrator

•PM is the most likely person who can view both the project and

the way it fits into the overall plan for the organization.

•Must coordinate the efforts of all the units of the project team.

•Responsible for total system integrationCommunicator

•Communicates to upper management, the project team, and

other stakeholders.

•The PM who fails to decipher and pass on appropriateinformation to the appropriate people can become a bottleneck in

the project.

•The PM has the responsibility of knowing what kind of

messages to send, whom to send them to, and translating the

messages into a language understood by all recipients.

Project Manager



Project Manager Roles and Responsibilities:

Team Leader

•Must be able to solve problems

•Guide people from different functional areas

•Coordinate the project to show leadership capabilitiesDecision Maker

•Identifies and establishes priorities within the project

activities and effectively communicates the priority levels to

the project team•Makes key decisions such as allocation of resources, costs of

performance and schedule tradeoffs, changing the scope,

direction or characteristics of the project. This is an important

role with significant consequences for the project as a whole.

Project Manager



Project Manager Roles and Responsibilities:

Climate Creator or Builder

•The PM should attempt to build a supportive atmosphere so

that project team members work together and not against oneanother.

•Seek to avoid unrest and negative forms of conflict by

building supportive atmosphere early.

•Establishes team norms, team roles, and accounting for

individuals with the goal of maximum harmony and minimal

conflict

•Assures that work assignments are organized to provide

built-in potential motivations

Project Manager



Project in charge: is responsible for successful completion of the

project

Communicates and Provides People Skills

Across all interfaces of the organization and assures

that team members effectively interface with eachanother

Directs and Influences

To assure interfaces are recognized and the system is

designed as an integrated whole.

Monitors and continually reviews and updates project plans

Solves Problems

By Supporting the identification of the problem causes

and decides and acts on the best approach removing

roadblocks

Project Manager



Project Manager’s job highlights

Communicates and Provides People Skills – across all interfaces of the

organization and assures that team members effectively interface

with each anotherDirects and Influences – to assure interfaces are recognized and the

system is designed as an integrated whole

Monitors and continually reviews and updates project plans

Solves Problems – supporting the identification of the problem causes

and decides and acts on the best approach removing roadblocks

Plans for Integration – of Interfaces and Interrelationships of Tasks,

Organizations, and Material

Project Manager



And, what does a Project Manager’s job entail?

•Communicate clearly and concisely

•Facilitate group problem solving and decision-making

•Define team roles so everyone is clear

•Run meetings that actually move the project forward

•Handle difficult members

•Turn an unwilling assignee into an eager participant

•Identify and defuse sources of conflict

•Blend individual abilities into a cohesive effort that delivers the

project’s desired outcome

Project Manager



And, what does a Project Manager’s job entail?

•Use the leadership style that’s best for the project team

•Build trust among the members

•Gain commitment to the project goal

•Coordinate, align, and focus team members’ efforts

•Get people to perform even when they don’t report to you

•Use influence to get results in the absence of direct authority

•Use negotiating skills to come to agreements

•Inspire commitments from team members

Project Manager

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