What is Project Human Resource Management?

The processes required to make the most effective use of the people involved with the project. It includes all the project stakeholders-sponsors, customers, partners, individual contributors, performing organization, project and team members. .

Project Human Resource Management Major Processes

Organizational Planning
Identify, document, and assign project roles, responsibilities, and reporting relationships

Staff Acquisition
Getting the human resources needed assigned to and working on the project

Team Development
developing individual and group competencies to enhance project performance

Organizational Planning Process

Usually done as part of the earliest project phases Results should be reviewed throughout the project Organizational planning is often tightly linked with communications planning involves identifying, documenting and assigning project roles, responsibilities, and reporting relationships

Organizational Planning Process Inputs Project Interfaces

Organizational interfaces - formal and informal reporting relationships Technical interfaces - relationships among different technical disciplines Interpersonal interfaces - relationships among individuals on the project

Staffing Requirements - kinds of competencies and individuals needed and in what time frame
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Organizational Planning Process Inputs Cont.

Constraints - factors that limit a project teams options such as:
Organizational structure Collective bargaining agreements Preferences of the project management team Expected staff assignments

Organizational Planning Types of Organizations

Functional - stove pipe/ managers and territories and no crossovers (do have a clear chain of command) Project Expeditor - functional organization with recognition of project activities, PM reports to functional management Project coordinator - PM reports to higher management

Organizational Planning Types of Organizations Cont.

Weak Matrix - Functional managers and project managers in a matrix organization with all money done within the functions of the organizations Strong Matrix - PMs have budget authority with firing/hiring/rewards decisions Projectized - PM is a supervisor in control of all activities

Organizational Planning Process Tools and Techniques

Templates - Often prior projects role and responsibility definitions or reporting relationships can help expedite the process
Human Resource Practices - Knowledge of HR policies, guidelines, and procedures can help with organizational planning Organizational Theory - Understanding organizational theory will better enable the PM to respond to project requirements Stakeholder Analysis - Identification and analysis of needs of stakeholders will ensure that their needs will be met

Organizational Planning Outputs

Role and responsibility assignments
A responsibility Assignment Matrix is often used to closely link assignments to the project scope definition

Staffing management Plan

describes when and how human resources will be brought onto and taken off of the project team

Organizational Planning Outputs Cont.

Organization chart
Any graphic display of project reporting relationships

Supporting detail - includes such detail as:

Organizational impact Job descriptions Training needs

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Human Resource Management Roles and Responsibilities

Roles and responsibilities
PMI states that it is the project managers responsibility to plan, estimate, and schedule a project, interface management and integration of our projects subsystems. The teams role is to help plan what needs to be done (WBS), the project flow (Network Diagram), as well as to estimate times for their tasks. Senior managements role is to approve the overall project plan, budget, and schedule and to approve any changes to these.

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Human Resource Management Roles and Responsibilities Cont.

Roles of a PM - Integrator, communicator, team leader, decision maker, and climate creator Qualifications - works well with others; experienced in particular areas of expertise (such as technical, contract negotiations, supervisory, etc.); level of education; previous project management experience PMs leadership skills - Directive, facilitating, coaching, supportive

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Human Resource Management Responsibility Chart

Responsibility Assignment Matrix
A chart that cross references team members with the tasks they are to accomplish. It may also cross reference team members and issues. NOTE: The matrix does not show when people will do their jobs (time).

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Human Resource Management Powers

Powers of the project manager
Formal (legitimate) - power based on your position Reward - Giving rewards Penalty (coercive) - being able to penalize team members Expert - Being the technical or project management expert Referent - Referring to the authority of someone in a higher position

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Human Resource Management Powers

Powers of the project manager cont.
Purse string - whoever has the money has the power Bureaucratic - Because you know the system and how to work it you have the power Charismatic - your power derives from your charm

PMI says the best forms of power are EXPERT and REWARD. PENALTY is the worst. FORMAL, REWARD, and PENALTY are powers derived from the PMs position in the company. EXPERT power is earned on your own
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Staff Acquisition Process

Getting the needed human resources assigned to and working on the project Ensure that the resources that are available will meet project requirments Usually provided or supported heavily by the HR staff

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Staff Acquisition Process Inputs

Staffing management plan Staffing pool description - considering characteristics such as previous experience, personal interests, personal characteristics, availability, competencies and proficiency Recruitment practices

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Staff Acquisition Process Tools and Techniques

Negotiations - with responsible functional managers, with other project management teams Pre-assignment - usually in the case of a competitive proposal and staff was promised, or for an internal service project Procurement

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Staff Acquisition Process Outputs

Project staff assigned Project team directory

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Team Development Process

Team development 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. Team development on a project is often complicated when individual team members are accountable to both a functional manger and the project manager.

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Team Development Process Inputs

Project staff Project plan Staffing management plan performance reports - provide feedback to the project team about performance against the project plan. external feedback - periodical measure against the expectations of those outside the project.

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Team Development Process Tools and Techniques

Team-building activities General management skills reward and recognition systems collocation training

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Team Development Process Outputs

Performance improvements - can come from many sources and affect many areas of project performance; for example:
Improvement in individual skills Improvements in team behaviors Improvements in either individual or team competencies

Input to performance appraisals

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Team Development Team Building

Concerted team building at the start of a project Look for opportunities to build the team throughout the project Team members need to be aware of:
interdependent - work together Consensus - together on project goals and objectives committed - working together in a positive way Accountable - to the organization and roles that each has conflict/competition - acknowledge ahead of time that their will be conflict and competition

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Team Development Symptoms of Poor Teamwork

Frustration Unhealthy competition Unproductive meetings Lack of trust in the project manager

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Team Development Team Building Rules

Start early in team building Do it early and often

Recruit the best people Everyone is ON THE TEAM (including part-timers, vendors etc.) and they recognize themselves as on the team PM needs to behave as a role model Trust and delegate (dont try to force or manipulate) Process: Plan ahead, negotiate for team members, organize the team and have a kickoff

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Team Development Team Building Exercises

Needed to get team members motivated Understanding various motivational theories Know personnel issues

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Team Development Motivation Theories

Maslow - Hierarchy of needs; people dont work for security or money, they work to get a chance to contribute and to use their skills (highest level is self actualization) McGregor - Theory of X / Y; all people are either X (people need to be watched every minute) or Y (people are willing to work without supervision and want to achieve); theory Z (put a firm environment around Y workers)

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Team Development Motivation Theories

Herzberg - Hygiene factors and motivating agents
Hygiene factors related to dissatisfaction such as working conditions, salary, personal life, relationships at work, security, status Motivators - relate to increased satisfaction such as responsibility, selfactualization, professional growth, recognition To retain or maintain team members need to think of hygiene factors but to really jazz members need to consider motivations

Expectancy theory - Employees who believe that their efforts will lead to effective performance and who expect to be rewarded for their accomplishments stay productive as rewards meet their expectations

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Team Development Personnel Issues

Arbitration Perquisites (perks usually more individualized) - Parking spaces, corner offices, work from home, etc. Fringe benefits - (generally everybody gets) Education, benefits, insurance, profit sharing Halo effect - tendency to rate high or low all factors War room - project team located in one room also called colocation

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Human Resource Management Conflict

Conflict is unavoidable because of the
Nature of projects Limited power of the project manager Necessity for obtaining resources from the functional managers

Conflict can be avoided by: Informing the team, clearly assigned tasks, making work assignments interesting and challenging
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Human Resource Management Sources of conflict

in actual order of frequency

Schedules Project priorities Resources Technical opinions Administrative procedures Cost Personality

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Human Resource Management Conflict management methods

Problem solving / confrontation (same thing); confrontation is usually the correct choice Compromising - favorite mode for dealing with peers Smoothing - de-emphasizing the opponents differences Withdrawal - Retreat or postpone Forcing - (worst method) JUST DO IT {usually results in a stalemate}
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Questions?

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