Software Project Management

1. Chapter 9:
Project Human Resource
Management
Information Technology Project Management,

2. 2Information Technology Project Management, Fourth Edition
What is Project Human Resource
Management?
 Making the most effective use of the people involved with a
project.
 Processes include:
 Human resource planning: Identifying and documenting
project roles, responsibilities, and reporting relationships.
 Acquiring the project team: Getting the needed personnel
assigned to and working on the project.
 Developing the project team: Building individual and group
skills to enhance project performance.
 Managing the project team: Tracking team member
performance, motivating team members, providing timely
feedback, resolving issues and conflicts, and coordinating
changes to help enhance project performance.

3. 3Information Technology Project Management, Fourth Edition
Keys to Managing People
 Psychologists and management theorists have devoted
much research and thought to the field of managing
people at work.
 Important areas related to project management include:
 Motivation theories
 Influence and power

4. 4Information Technology Project Management, Fourth Edition
Intrinsic and Extrinsic Motivation
 Intrinsic motivation causes people to participate in an
activity for their own enjoyment.
 Extrinsic motivation causes people to do something
for a reward or to avoid a penalty.
 For example, some children take piano lessons for
intrinsic motivation (they enjoy it) while others take
them for extrinsic motivation (to get a reward or avoid
punishment).

5. 5Information Technology Project Management, Fourth Edition
Herzberg’s Motivational and
Hygiene Factors
 Frederick Herzberg wrote several famous books and
articles about worker motivation. He distinguished
between:
 Motivational factors: Achievement, recognition, the
work itself, responsibility, advancement and growth.
These factors produce job satisfaction.
 Hygiene factors: Larger salaries, more supervision, and
a more attractive work environment. These factors cause
dissatisfaction if not present, but do not motivate
workers to do more if present.

6. 6Information Technology Project Management, Fourth Edition
Thamhain and Wilemon’s Ways to
Have Influence on Projects
1. Authority: The legitimate hierarchical right to issue
orders.
2. Budget: The project manager's perceived ability to
authorize others' use of discretionary funds.
3. Promotion: The ability to improve a worker's position.
4. Money: The ability to increase a worker's pay and
benefits.

7. 7Information Technology Project Management, Fourth Edition
Thamhain and Wilemon’s Ways to
Have Influence on Projects (cont’d)
6. Penalty: The project manager's ability to cause
punishment.
7. Work challenge: The ability to assign work that
capitalizes on a worker's enjoyment of doing a
particular task.
8. Expertise: The project manager's perceived special
knowledge that others considers important.
9. Friendship: The ability to establish friendly personal
relationships between the project manager and others.

8. 8Information Technology Project Management, Fourth Edition

9. 9Information Technology Project Management, Fourth Edition
Human resource Planning
 Involves identifying and documenting project
roles, responsibilities, and reporting
relationships.

10. 10Information Technology Project Management, Fourth Edition
Team Organization
 Teams are used throughout software production
 Especially during implementation
 Two extreme approaches to team organization
 Democratic teams (Weinberg, 1971)
 Chief programmer teams (Brooks, 1971; Baker, 1972)

11. 11Information Technology Project Management, Fourth Edition
Democratic Team Approach

12. 12Information Technology Project Management, Fourth Edition
Democratic Team Approach
 Encourage team members to find faults in code
 The team as whole will develop a group identity
 Modules will “belong” to the team as whole
 A group of up to 10 egoless programmers constitutes a
democratic team

13. 13Information Technology Project Management, Fourth Edition
Democratic Team Approach
• Advantages
1. Positive attitude towards finding faults
2. The more faults found, the happier the team
3. Democratic teams are very productive
• Disadvantages
1. Cannot be externally imposed
2. Success depends on team members

14. 14Information Technology Project Management, Fourth Edition
Democratic Centralized Team for
Large Project
 Decentralize the decision-making process where appropriate

15. 15Information Technology Project Management, Fourth Edition
Chief Programmer Teams
The team members work on detail design and coding under the
direction of the chief programmer

16. 16Information Technology Project Management, Fourth Edition
Chief Programmer Teams
 The team consist of a chief programmer and
programmers working for him/her
 The chief programmer is
1. A successful manager
2. A highly skilled programmer
3. Someone who performs architectural design and
implements any critical or complex section of the code

17. 17Information Technology Project Management, Fourth Edition
Chief Programmer Teams
 Two key aspects
 Specialization
1. Each member specializes in a particular area
2. Each member performs tasks in their area of expertise
 Hierarchy
1. The chief programmer directs the team
2. The chief programmer is responsible for the team

18. 18Information Technology Project Management, Fourth Edition
Figure 9-2. Sample Organizational
Chart for a Large IT Project

19. 19Information Technology Project Management, Fourth Edition

20. 20Information Technology Project Management, Fourth Edition
Responsibility Assignment
Matrixes
 A responsibility assignment matrix (RAM) is a
matrix that maps the work of the project, as described
in the WBS, to the people responsible for performing
the work, as described in the OBS.
 Can be created in different ways to meet unique project
needs.

21. Sample Responsibility Assignment Matrix (RAM)
21Information Technology Project Management, Fourth Edition

22. 22Information Technology Project Management, Fourth Edition
Acquiring the Project Team
 Acquiring qualified people for teams is crucial.
 The project manager who is the smartest person on the
team has done a poor job of recruiting!
 Staffing plans and good hiring procedures are
important, as are incentives for recruiting and retention.
 Some companies give their employees one dollar for
every hour that a new person who they helped hire
works.
 Some organizations allow people to work from home as
an incentive.

23. 23Information Technology Project Management, Fourth Edition
Why People Leave Their Jobs
 They do not like environment
 They do not get proper recognition.
 They are not learning anything new or growing as a
person.
 They do not like their coworkers.
 They want to earn more money.

24. 24Information Technology Project Management, Fourth Edition
Resource Loading
 Resource loading refers to the amount of individual
resources an existing schedule requires during specific
time periods.
 Helps project managers develop a general
understanding of the demands a project will make on
the organization’s resources and individual people’s
schedules.
 Overallocation means more resources than are
available are assigned to perform work at a given time.

25. 25Information Technology Project Management, Fourth Edition
Resource Leveling
 Resource leveling is a technique for resolving resource
conflicts by delaying tasks.
 The main purpose of resource leveling is to create a
smoother distribution of resource use and reduce over
allocation.
 http://hafeezrm.hubpages.com/hub/RESOURCE-MANAGEMENT---LOADING--LEVELING

26. 26Information Technology Project Management, Fourth Edition
Developing the Project Team
 The main goal of team development is to help people
work together more effectively to improve project
performance.
 It takes teamwork to successfully complete most
projects.
 Includes:
 Reward and recognition
 Training
 Team building

27. 27Information Technology Project Management, Fourth Edition
Reward and Recognition Systems
 Team-based reward and recognition systems can
promote teamwork.
 Focus on rewarding teams for achieving specific goals.
 Some companies offer bonuses, trips or other rewards.
 Reward people who willingly work overtime to meet
am aggressive schedule objective, or help a teammate.
 PM should not reward people who work overtime just
to get extra pay or as a result of their own poor work.

28. 28Information Technology Project Management, Fourth Edition
Training
 PM often recommend that people take specific training
courses to improve individual and team development.
 Training can help people understand themselves and
each other, and understand how to work better in
teams.
 Training in interpersonal skills (manager)
 For IT training ( for programmer)

29. Team Building
 More companies have teams participate in mental team
building activities in which they learn about
themselves, each other, and how to work as a group
most effectively.
 It is important for people to understand and value each
other’s differences in order to work effectively as a
team.
29Information Technology Project Management, Fourth Edition

30. 30Information Technology Project Management, Fourth Edition
Myers-Briggs Type Indicator (MBTI)
 MBTI is a popular tool for determining personality
preferences and helping teammates understand each
other.
 Four dimensions include:
 Extrovert/Introvert (E/I)
 Sensation/Intuition (S/N)
 Thinking/Feeling (T/F)
 Judgment/Perception (J/P)

31. Extrovert / Introvert
 Extroverts tend to enjoy human interactions and to be
enthusiastic and talkative. They take pleasure in activities that
involve large social gatherings, such as parties, community
activities, public demonstrations, and business or political
groups.
 An extroverted person is likely to enjoy time spent with people and
find less reward in time spent alone. They tend to be energized
when around other people.
 Conversely, Introversion is "the state of or tendency toward
being wholly or predominantly concerned with and interested in
one's own mental life". introverts are people whose energy tends
to expand through reflection .
31Information Technology Project Management, Fourth Edition

32. Sensation / Intuition
 Sensing and intuition are the information-gathering (perceiving)
functions. They describe how new information is understood
and interpreted.
 Individuals who prefer sensing are more likely to trust
information that is in the present, tangible, and concrete that
is, information that can be understood by the five senses.
 On the other hand, those who prefer intuition tend to trust
information that is more abstract or theoretical, that can be
associated with other information . For them, the meaning is
in the underlying theory and principles which are manifested
in the data. Create understanding from little information
given
32Information Technology Project Management, Fourth Edition

33. Thinking / Feeling
 Represents thinking judgment and feeling judgment.
 Those who prefer thinking ,measure the decision by what seems
reasonable, logical, causal, consistent, and matching a given set of
rules. or decisions are objective and logical.
 Those who prefer feeling tend to come to decisions by associating
with the situation, looking at it “from the inside” and weighing the
situation to achieve, on balance, consensus and fit, considering the
needs of the people involved. Or decisions are subjective and
personal.
33Information Technology Project Management, Fourth Edition

34. Judgment / Perception
 Judgment type people like closure and task completion.
They tend to establish deadlines and take them
seriously. Expecting others to do the same.
 Perceiving types prefer to keep the things open and
flexible. They regard deadlines more as a signal to start
rather than complete a project, and don’t feel that work
must be done before rest begins.
34Information Technology Project Management, Fourth Edition

35. 35Information Technology Project Management, Fourth Edition
Managing the Project Team
 Project managers must lead their teams in performing
various project activities.
 After assessing team performance and related
information, the project manager must decide:
 If changes should be requested to the project.
 If corrective or preventive actions should be
recommended.
 If updates are needed to the project management plan or
organizational process assets.

36. 36Information Technology Project Management, Fourth Edition
Tools and Techniques for Managing
Project Teams
 Observation and conversation
 Project performance appraisals
 Conflict management
 Issue logs

37. 37Information Technology Project Management, Fourth Edition
General Advice on Teams
 Be patient and kind with your team.
 Fix the problem instead of blaming people.
 Establish regular, effective meetings.
 Allow time for teams to go through the basic team-
building stages.
 Limit the size of work teams to three to seven
members.

38. 38Information Technology Project Management, Fourth Edition
General Advice on Teams (cont’d)
 Plan some social activities to help project team
members and other stakeholders get to know each other
better.
 Stress team identity.
 Nurture team members and encourage them to help
each other.
 Take additional actions to work with virtual team
members.

39. 39Information Technology Project Management, Fourth Edition
Chapter Summary
 Project human resource management includes the
processes required to make the most effective use of
the people involved with a project.
 Main processes include:
 Human resource planning
 Acquiring the project team
 Developing the project team
 Managing the project team