section 7 project human resources mangement team building and motivation

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


• 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.


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


• 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.


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



• Resource Calendars


Newmont Project, Ghana

Close Project


Inputs-Develop Project Team



• Resource Calendar

Tools and Techniques-Develop Project Team


• Training• Team Building Activities- Five stages of team

development• -Forming, Storming, Norming, Performing, Adjourning

• Ground Rules• Co-location• Recognition & Rewards

Outputs-Develop Project Team


• 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


Outputs•Change Requests

•Project Management Plan Update

•OPA Updates•EEFs Updates

Inputs


•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





• 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

section 7 project human resources mangement team building and motivation

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