Importance of Human Resource in Project Management

IMPORTANCE OF HUMAN
RESOURCE IN PROJECT
MANAGEMENT
A.T. Samuel
Director
STUP Consultants Pvt. Ltd.
INSTRUCT 1st MARCH2013
STUP Consultants P. Ltd.
What is Project Human Resource

Management?
Project human resource management includes

the processes required to make the most
effective use of the people involved with a
project. Processes include
Organizational planning
Staff acquisition & Training
Team development
To achieve the goal satisfactory completion
1/33
LACK
INTRODUCTION
OF TRAINED MANAGERS- 1990-2005

LESS ATTRACTION TOWARDS CIVIL ENGG
OPPURTUNITY BEING PLENTY LONGER SERVICE
A RARE VIRTUE
MINIMUM SERVICE UNDER EXPERT TRAINER
IN FORMATIVE YEARS
SKILL ADDITION PROPORTIONAL TO SERIOUSNESS TO RETAIN THE
JOB (ROLLING STONE DOES NOT GATHER MASS
EVERY MEMBER : ASPIRES TO BE A PM SOME DAY
2/33
INTRODUCTION
Project
managers job is unenviable- under

his stewardship a team with members of
varying levels of exposure,
expertise,
experience and attitude - unitedly required
to deliver the project within the set
parameters. It is a proactive business.
World becoming a global village pushed up
the expectations of the stake holders and

non conformance - real problem
Importance of HR in project management
has never been felt greater.
3/33
INTRODUCTION
Indian GDP growth will climb back to 7 to 8%

substantial reinvestment in urban areas
infrastructure-priority-growth in other areas as well
manpower low availability & high cost
Challenges for the project managers
functionally appropriate solutions- fast track
minimum construction period
cost effective solutions
understanding and availability of materials everchanging material domain- durability concerns
4/33
ADVENT OF PROJECT MANAGEMENT
Requirement to deliver the project in time, cost

and within certain parameters -essence
Exponential expansion of human knowledge
Growing demand for a broad range of complex,
sophisticated and customized services from the
stakeholders
5/33
WHY PROJECT MANAGEMENT
Project management is a skilled job. very often this is

not well understood by the owner as well as the service
provider.
Owner- can not look through his own understanding. He
is hiring a professional service which is trustworthy.
The service provider also should realize he is being
paid for the service and not just for the man months
(PVNR, TUMKUR)
Greater speed, innovation & quality
Resistance to external intervention- all types
To free owners resources from getting into unknown
territory and use them beneficially elsewhere.
6/33
PROJECT MANAGERS RESPONSIBILITIES
Deliver the project within the cost and time &with

envisaged quality.
Ensure customer relationship and satisfaction
Ensure vendor performance and satisfaction
Be a friend philosopher and guide for his team
members (within his authority)
Protect the interest of the company he represents
7/33
TYPICAL PMC SET UP
HOME OFFICE
LABS
INSTITUTES
VENDORS
PROJECT MANAGER
INDUSTRY
HEALTH /
SAFETY / ENVNMT.
PLANNING &
MISC. REPORTS
CONTRACTS
ENGINEERING
CLIENT
MATERIALS
PROCUREMENT
ADMN. / PR
FINISHES
INTERIOR
QA/QC
CLAIM SETTLEMENT
MEASUREMENTS/BILLING/
CERTIFICATES / RATES
8/33
PROCUREMENT
PLANNING
VENDOR
EXPEDITION
TYPICAL GOVT SET UP
9/33
EXPECTATIONS FROM PM
Top Management
sets requirements (system, standard, bench
marking, client relationship, management &

training of staff below, safety, ethical
standards
Client
reporting system, product delivery standard, cost

and time control, ensuring proper PR with
vendors and others
10/33
EXPECTATIONS FROM PM
TEAM members
training to upgrade their career
immediate availability
help resolving tech, personal and inter-
personal relationship issues

Vendors:
clarity in communication
standing by the word
timely payments
justice and fair play
generally they make or break

professionals career
Industry:
fair sharing of knowledge
11/33
SKILLS OF A PROJECT MANAGER
Traditionally project management was considered as a

process of accomplishing a task on time/in budget/to
specifications. today it is more ambitious
Traditionally - input based evaluation
today- output based evaluation
Traditionally a pm is a
decision maker/boss/director
today a pm is a leader/coach/facilitator
Todays pm needs to have exposure in all subjects
including law& HR
Energy/enthusiasm/obvious desire
for others to succeed
Willingness to accept a no and bear with criticism
12/33
SKILLS OF PM.contd
As stated earlier, pm has three parties to satisfy

parent organization-project and client- team
members
companykeep the interest of getting a
repeat order / satisfactory performance in all
domains
clientmaintain the integrity of the project
despite conflicting situations and delivery time &
cost
control
teamhelp them to grow, take care of their
interest and dont allow their
personal issues
cloud their action plan
13/33
SKILLS OF A PM
Strong technical background analytical bent - solve

issues with own resources
Exposure in different sections of the project
Set high standards of performance & lead from the front
Good relationship with seniors- well connected

Hard - nosed character-Matured individual
Currently available
To keep the project team happy
One can walk on waters
Values ethics, standards
14/33
SKILLS OF PMcontd
Project sites are always hostile for those whose focus is

not on results
60 to 70 hour schedule and days of no activity not
uncommon - Clock watchers better avoid becoming
project professionals
Preserve delicate balance between home office & project
team - lack of this can disrupt the project
Institute strong problem orientation and not skill
orientation - system approach
15/33
SKILLS OF PM contd
Keep
the right person for the right job

High self esteem
Never surprise the boss
Never hide failures or risk of failures
PM professionals should be prepared to take
blames / criticisms
If the pm shoots the messenger of bad news
then he would stop getting any ve feedback
may not be correct always
16/33
SKILLS OF PM..contd
King Solomon's words of wisdom
Be
swift to hear and slow to lecture

Abundance of words will expose
ones
weakness
If a person remains silent it is probable he may
be considered as a wise man, even if he is not
Above
all high level of ethics and professional

and personal integrity
17/33
PMS SKILL AQUISITION

Can he get them overnight?
Can he refer a guide for a quick fix solution?
Can
someone come in laterally and fix

issues?
How does the PM acquire these?
PM must have minimum skill at entry and
keep upgrading himself all the time.
Skill acquisition also depends on under
whom he got his first training compare with
a medico
18/33
GENERAL TREND
WE SEE MORE OFTEN THAN NOT

THE
PROJECT
MANAGEMENT AGENCIES
GET
BUSINESS SHOWING THEIR PAST RECORD AND
CVs (MADE TO SUIT) AND HIRE COMPLETELY
NEW SET OF PEOPLE FROM THE MARKET WHO
HAVE NUMBER OF YEARS OF SERVICE AND
QUALIFICATION ON PAPER AND MAY HAVE
LITTLE SKILLSET - RESULT THE PROJECT
SUFFERS
19/33
CONFLICT HANDLING
TRADITIONAL VIEW; CONFLICT IS UNHEALTHY & BE AVOIDED. TOAYS
THINKING: IT CAN ENHANCE THE PERFORMANCE
20/33
RISK MANAGEMENT
Uncertainty
is a way of life for pm

real metal of a man is manifested, by the way
he conducts himself at moments of adversities
RISK TYPE I regular & yet throw up surprises
RISK TYPE - II- lack of sensitivity/midstream
definition of problems - result cost & time
overrun
21/33
FOUR FAILURES IN PROJECT

MANAGEMENT
Failure to know what to expect, or good
expectations
Failure to know what to watch, or half
blank tape measures
Failure to know what to do (and to do it)
Failure to know what is what, or lessons
not learnt
22/33
LEGAL ORIENTATION-RECORDS
Document control system/record
Failure of engineers in this area and we
not much concerned

Poor language/records dispute/loss
finance & reputation (hyd earth work /
college)
Command over language
23/33
LEGAL ORIENTATION-LAW
THE ENGINEER/PM IN THE CONTEXT OF FIDIC IS THE

FIRST LEVEL DRB
INDIAN CONTRACT ACT
LAW OF LIMITATION
LAW OF PROPORTION
PRINCIPLE OF CONTRA-PROFERNTUM
DOCTRINE OF PRECEDENCE
ARBITRATION AND CONCILIATION ACT 1996
24/33
DO WE GET A COMPLETE PM
MORE OFTEN THAN NOT NO

IN SUCH CASES THE TOP MANAGEMENT SHOULD
COVER UP THE DEFICIENCIES BY PUTTING A
SYSTEM IN PLACE AND A COMPLETE PQP. THE
TEAM SHOULD NOT HAVE THE WIND OF THIS
ARRANGEMENT
LIKE EVERY ONE IN THE TEAM, THE PM ALSO
NEEDS CONSTANT SKILL UPGRADATION AND
TRAINING
AN ASPECT IGNORED BY THE
PROFESSIONALS AND THEIR COMPANIES FOR
DIFFERENT REASONS.
25/33
DAYS OF CONTINUING PROFESSINAL DEVELOPMENT IN PAST

THREE YEARS BY AGE SURVEY OF ENGINEERS AND
ENGINEERING TECHNICIANS AND TECHNOLOGISTS
26/33
87 yrs old ROSE got into a graduate programme & she said
GROWING OLDER IS NATURAL AND WE CAN NOT STOP.
GROWING UP IS INDEED OPTIONAL, days before she
died
27/33
INTER- PERSONAL RELATIONSHIP
Transparent relationship between the team
Always questioning, ambitious and even rebellious-common
PM could recall his early days and motivate the team- no

long term unanswered questions
Ensure that intended message is reached to the party

bkcs words
PM to achieve a well coordinated effort for everybodys

benefit. (ref.
(ref Pic)
28/33
SYNERGY BRINGS BETTER RESULTS
29/33
CO ORDINATED INITIATIVE
When the team is united heat is not felt at the roots

30/33
MAKE USE OF THE CHANCES
When chances come make the best use of the

same
One needs to climb all the steps to reach the
height and cant look for an elevator & to keep
the current position itself, one has to keep
running
heights reached and kept by great men are not
by sudden flight. They while their companion
slept were toiling upwards in the night.......
Longfellow
31/33
32/33
CONCUSION
The requirement for well rounded project managers will

keep increasing
Project management professionals need to continuously
upgrade their HR skills.
These can not be acquired overnight.
The organisations must recognise this and train staff
The professionals also need to reciprocate
The professionals need utilise the opportunities come in
their way correctly and smartly. They may not revisit
33/33

Importance of Human Resource in Project Management

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IMPORTANCE OF HUMAN

INSTRUCT 1st MARCH2013

STUP Consultants P. Ltd.

What is Project Human Resource

Project human resource management includes

INSTRUCT 1st MARCH2013

STUP Consultants P. Ltd.

OF TRAINED MANAGERS- 1990-2005

SKILL ADDITION PROPORTIONAL TO SERIOUSNESS TO RETAIN THE

JOB (ROLLING STONE DOES NOT GATHER MASS

EVERY MEMBER : ASPIRES TO BE A PM SOME DAY

INSTRUCT 1st MARCH2013

STUP Consultants P. Ltd.

managers job is unenviable- under

World becoming a global village pushed up

the expectations of the stake holders and

STUP Consultants P. Ltd.

Indian GDP growth will climb back to 7 to 8%

INSTRUCT 1st MARCH2013

STUP Consultants P. Ltd.

ADVENT OF PROJECT MANAGEMENT

Requirement to deliver the project in time, cost

INSTRUCT 1st MARCH2013

STUP Consultants P. Ltd.

WHY PROJECT MANAGEMENT

Project management is a skilled job. very often this is

INSTRUCT 1st MARCH2013

STUP Consultants P. Ltd.

PROJECT MANAGERS RESPONSIBILITIES

Deliver the project within the cost and time &with

INSTRUCT 1st MARCH2013

STUP Consultants P. Ltd.

TYPICAL PMC SET UP

INSTRUCT 1st MARCH2013

STUP Consultants P. Ltd.

TYPICAL GOVT SET UP

INSTRUCT 1st MARCH2013

STUP Consultants P. Ltd.

marking, client relationship, management &

reporting system, product delivery standard, cost

INSTRUCT 1st MARCH2013

STUP Consultants P. Ltd.

personal relationship issues

justice and fair play

generally they make or break

INSTRUCT 1st MARCH2013

STUP Consultants P. Ltd.

SKILLS OF A PROJECT MANAGER

Traditionally project management was considered as a

INSTRUCT 1st MARCH2013

STUP Consultants P. Ltd.

As stated earlier, pm has three parties to satisfy

INSTRUCT 1st MARCH2013

STUP Consultants P. Ltd.

Strong technical background analytical bent - solve

Good relationship with seniors- well connected

INSTRUCT 1st MARCH2013

STUP Consultants P. Ltd.

Project sites are always hostile for those whose focus is

INSTRUCT 1st MARCH2013

STUP Consultants P. Ltd.

the right person for the right job

INSTRUCT 1st MARCH2013