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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.
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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
Project Human Resource Management
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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.
Project Human Resource Management
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Project Human Resource Management
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.
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Project Human Resource Management
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.
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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.
Project Human Resource Management
Human Resource Planning - How
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Organization Charts and Position Descriptions…
Project Human Resource Management
Human Resource Planning - How
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Organization Charts and Position Descriptions…
Project Human Resource Management
Human Resource Planning - How
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Organization Charts and Position Descriptions…
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.
Project Human Resource Management
Human Resource Planning – How
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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.
Project Human Resource Management
Human Resource Planning - How
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Project Human Resource Management
Human Resource Planning - How
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.
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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
Project Human Resource Management
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Project Human Resource Management
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.
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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.
Project Human Resource Management
Staffing Management Plan…
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Acquire Project Team
Project Human Resource Management
•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.‖
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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
Project Human Resource Management
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Acquire Project Team - How
Project Human Resource Management
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!
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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.
Project Human Resource Management
Develop Project Team
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―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
Project Human Resource Management
Develop Project Team
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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.
Project Human Resource Management
Develop Project Team
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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.
Project Human Resource Management
Develop Project Team
Leadership Styles:…
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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
Project Human Resource Management
Develop Project Team
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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:
Project Human Resource Management
Develop Project Team
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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
Project Human Resource Management
Develop Project Team
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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.
Project Human Resource Management
Develop Project Team
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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)
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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
Project Human Resource Management
Develop Project Team
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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
Project Human Resource Management
Develop Project Team
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Project Human Resource Management
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
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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.
Project Human Resource Management
Develop Project Team - How
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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.
Project Human Resource Management
Develop Project Team - How
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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
Project Human Resource Management
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Project Human Resource Management
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.
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Project Human Resource Management
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.
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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.
Project Human Resource Management
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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
Project Human Resource Management
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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
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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
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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
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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
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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
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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
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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
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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