Human Resource Management Asim Shahzad, MIT, PMP The PMBOK characterizes Human Resource Management as the “processes that organize and manage the project team”: Human Resource Planning Acquire Project Team Develop Project Team Manage Project Team

The PMBOK characterizes Human Resource Management as the “processes that organize and manage the project team”:

Human Resource Planning

Acquire Project Team

Develop Project Team

Manage Project Team

Human Resource Management This is the project management area that holds the biggest challenges, You can put tools in place that will monitor cost and schedule performance, and ensure scope is delivered you can plan for and even quantify many project risks

This is the project management area that holds the biggest challenges,

You can put tools in place that will monitor cost and schedule performance, and ensure scope is delivered

you can plan for and even quantify many project risks

Human Resource Management … But you can’t always predict with accuracy how humans will interact Projects are technical problems, but they have important human dimensions And that’s the big challenge… How you pull a new group together, get them all to an appropriate stage of development, and get them all pulling in the same direction

… But you can’t always predict with accuracy how humans will interact

Projects are technical problems, but they have important human dimensions

And that’s the big challenge…

How you pull a new group together, get them all to an appropriate stage of development, and get them all pulling in the same direction

Human Resource Management The PMBOK goes on to note that “early involvement of team members ads expertise during the planning process and strengthens commitment to the project” This seems like obvious advice, but you’d be surprised how often it’s ignored

The PMBOK goes on to note that “early involvement of team members ads expertise during the planning process and strengthens commitment to the project”

This seems like obvious advice, but you’d be surprised how often it’s ignored

Human Resource Management One new boss of mine came in and – despite my six years of experience in negotiating contracts and project dates with the customer, proceeded to negotiate these things unilaterally, without my input The result was a new contract with provisions potentially injurious to the company, and unrealistic project target dates What do you think my level of buy-in was?

One new boss of mine came in and – despite my six years of experience in negotiating contracts and project dates with the customer, proceeded to negotiate these things unilaterally, without my input

The result was a new contract with provisions potentially injurious to the company, and unrealistic project target dates

What do you think my level of buy-in was?

Human Resource Management Per the PMBOK, Human Resource Planning determines Determines project roles Determines responsibilities and reporting relationships Creates the staffing management plan

Per the PMBOK, Human Resource Planning determines

Determines project roles

Determines responsibilities and reporting relationships

Creates the staffing management plan

Human Resource Management The staffing management plan is a critical step In most companies, a project is a matrix organization overlaid onto a functional structure To reduce role conflicts, these multiple reporting relationships must be reconciled, often by a project manager who has little authority in a weak matrix or functional organization structure

The staffing management plan is a critical step

In most companies, a project is a matrix organization overlaid onto a functional structure

To reduce role conflicts, these multiple reporting relationships must be reconciled, often by a project manager who has little authority in a weak matrix or functional organization structure

Human Resource Management The project structure continuum runs in this sequence: Functional Project Expeditor-Project Coordinator Weak Matrix Strong Matrix Projectized Projectized structures are rare except in outsourcing contracts; project organization is usually a matrix

The project structure continuum runs in this sequence:

Functional

Project Expeditor-Project Coordinator

Weak Matrix

Strong Matrix

Projectized

Projectized structures are rare except in outsourcing contracts; project organization is usually a matrix

Human Resource Management In project HR Planning, the existing enterprise context must be considered Organizational – How the organizations get along Technical – What types do you need? Interpersonal – The Cultural Question Logistical – Distance between members Political – Private agendas of the mighty

In project HR Planning, the existing enterprise context must be considered

Organizational – How the organizations get along

Technical – What types do you need?

Interpersonal – The Cultural Question

Logistical – Distance between members

Political – Private agendas of the mighty

Human Resource Management HR Planning Constraints Organizational – Strength of the project will determine strength of the project manager Collective Bargaining Pacts – Can have their effect AT&T & Seminole County Schools examples Economic Conditons At Convergys, lack of sufficient Travel Budget hampered our efforts in India tremendously

HR Planning Constraints

Organizational – Strength of the project will determine strength of the project manager

Collective Bargaining Pacts – Can have their effect

AT&T & Seminole County Schools examples

Economic Conditons

At Convergys, lack of sufficient Travel Budget hampered our efforts in India tremendously

Human Resource Management HR Planning Assets As PM matures, lessons learned should make planning easier Templates such as org charts, processes such as escalation procedures or conflict management approaches Checklists such as sequenced training programs, reward ideas, common project roles & responsibilities, etc

HR Planning Assets

As PM matures, lessons learned should make planning easier

Templates such as org charts, processes such as escalation procedures or conflict management approaches

Checklists such as sequenced training programs, reward ideas, common project roles & responsibilities, etc

Human Resource Management HR Planning Tools & Techniques Org Charts & Position Descriptions Everyone should be clear regarding who is responsible for what Organizational Breakdown Structure Shows work by functional department / organizational unit Resource Breakdown Structure Shows work by type of resource (useful for project cost accounting)

HR Planning Tools & Techniques

Org Charts & Position Descriptions

Everyone should be clear regarding who is responsible for what

Organizational Breakdown Structure

Shows work by functional department / organizational unit

Resource Breakdown Structure

Shows work by type of resource (useful for project cost accounting)

Human Resource Management HR Planning Tools & Techniques (cont) Responsibility Assignment Matrix (RAM) Shows project work by individual; clarifies roles Other Text Formats Position/role descriptions, etc Networking Never underestimate this My adjunct assignments since leaving Convergys have happened due in large part to networking

HR Planning Tools & Techniques (cont)

Responsibility Assignment Matrix (RAM)

Shows project work by individual; clarifies roles

Other Text Formats

Position/role descriptions, etc

Networking

Never underestimate this

My adjunct assignments since leaving Convergys have happened due in large part to networking

Human Resource Management The primary HR Planning output is the Staffing Management Plan Updated continually during the project to direct team acquisition & development Includes sections for staff acquisition, timetable, release criteria, training needs, recognition & rewards, compliance (legal, union contracts, etc) and safety Resource histogram often produced showing resource requirements over the life of the project

The primary HR Planning output is the Staffing Management Plan

Updated continually during the project to direct team acquisition & development

Includes sections for staff acquisition, timetable, release criteria, training needs, recognition & rewards, compliance (legal, union contracts, etc) and safety

Resource histogram often produced showing resource requirements over the life of the project

Human Resource Management Acquire Project Team is “the process of obtaining the human resources needed to complete the project” Author comment dead on – if the PM is the smartest team member, the PM has failed in recruiting If team members aren’t pre-assigned, this may require Negotiation skill (influence) The use of Virtual Teams (which in turn will require more focus on Communications) Resolving individual schedule conflicts

Acquire Project Team is “the process of obtaining the human resources needed to complete the project”

Author comment dead on – if the PM is the smartest team member, the PM has failed in recruiting

If team members aren’t pre-assigned, this may require

Negotiation skill (influence)

The use of Virtual Teams (which in turn will require more focus on Communications)

Resolving individual schedule conflicts

Human Resource Management Acquire Project Team uses two primary techniques to accomplish his/her objective of achieving project success without increasing time or cost Resource Loading, or allocating resources to the schedule over specific time periods Resource Leveling, or minimizing period-to-period variations in resource loading via shifting tasks on the calendar using critical path analysis (specifically, float/slack analysis) Word of caution: Automated Leveling using PM software often (usually) pushes out completion date

Acquire Project Team uses two primary techniques to accomplish his/her objective of achieving project success without increasing time or cost

Resource Loading, or allocating resources to the schedule over specific time periods

Resource Leveling, or minimizing period-to-period variations in resource loading via shifting tasks on the calendar using critical path analysis (specifically, float/slack analysis)

Word of caution: Automated Leveling using PM software often (usually) pushes out completion date

Human Resource Management Develop Project Team is about assuring project performance by improving the members’ competencies & interactions These activities yield the greatest benefit when done early in the project life cycle, but should not be ignored during the remainder of that cycle Important for PM to recognize and respect the group formation cycle Forming, Storming, Norming, Performing, Adjourning

Develop Project Team is about assuring project performance by improving the members’ competencies & interactions

These activities yield the greatest benefit when done early in the project life cycle, but should not be ignored during the remainder of that cycle

Important for PM to recognize and respect the group formation cycle

Forming, Storming, Norming, Performing, Adjourning

Human Resource Management Develop Project Team Tools: General Management Skills (soft skills) Training Formal / On-the-Job Just-in-Time concept important here Delivery methodology should be matched to specific need Team-Building Myers-Briggs, DiSC, Wilson instruments Ground Rule Setting Co-Location (if possible) Recognition & Reward Systems Should be team-based to some extent

Develop Project Team Tools:

General Management Skills (soft skills)

Training

Formal / On-the-Job

Just-in-Time concept important here

Delivery methodology should be matched to specific need

Team-Building

Myers-Briggs, DiSC, Wilson instruments

Ground Rule Setting

Co-Location (if possible)

Recognition & Reward Systems

Should be team-based to some extent

Human Resource Management A few words about Reward & Recognition Systems Purpose is to incentive team to perform in a way that progresses the objectives of the project Should focus on controllable activities and results to be effective Should never be win-lose / limited in reach Should consider cultural differences, especially on international projects Focus on individual performance and mutual accountability

A few words about Reward & Recognition Systems

Purpose is to incentive team to perform in a way that progresses the objectives of the project

Should focus on controllable activities and results to be effective

Should never be win-lose / limited in reach

Should consider cultural differences, especially on international projects

Focus on individual performance and mutual accountability

Human Resource Management Manage Project Team “involves tracking team member performance, providing feedback, resolving issues and coordinating changes to enhance project performance” Deals with the dual-reporting relationships inherent in matrix project structures

Manage Project Team “involves tracking team member performance, providing feedback, resolving issues and coordinating changes to enhance project performance”

Deals with the dual-reporting relationships inherent in matrix project structures

Human Resource Management Power is the ability to get people to do things they would otherwise not do Let’s look at the types of power that can be used by the project manager in driving a project team: Legitimate (formal position) Coercive (based on fear) Reward (positive reinforcement based) Expert (the best, but takes time to develop) Referent (based on personal charisma, or reference to another)

Power is the ability to get people to do things they would otherwise not do

Let’s look at the types of power that can be used by the project manager in driving a project team:

Legitimate (formal position)

Coercive (based on fear)

Reward (positive reinforcement based)

Expert (the best, but takes time to develop)

Referent (based on personal charisma, or reference to another)

Human Resource Management Thamain and Wilemon’s Influence & Power Bases Authority (not good choice) Assignment (future assignment influence) Budget Promotion Money (not good choice) Penalty (not good choice) Work Challenge (one of top two choices) Expertise (one of top two choices) Friendship PMs often do not have direct control over project staff, so must use influence carefully

Thamain and Wilemon’s Influence & Power Bases

Authority (not good choice)

Assignment (future assignment influence)

Budget

Promotion

Money (not good choice)

Penalty (not good choice)

Work Challenge (one of top two choices)

Expertise (one of top two choices)

Friendship

PMs often do not have direct control over project staff, so must use influence carefully

Human Resource Management One commonly used Manage Project Team Tool is Conflict Management Project team members should be encouraged to resolve their own conflicts, but the PM is responsible if those conflicts escalate The primary output is Lessons Learned, to lessen the pain for future projects

One commonly used Manage Project Team Tool is Conflict Management

Project team members should be encouraged to resolve their own conflicts, but the PM is responsible if those conflicts escalate

The primary output is Lessons Learned, to lessen the pain for future projects

Human Resource Management Conflict Management Methods Problem Solving/Confrontation (usually best) Compromising Smoothing (de-emphasizing differences) Withdrawal (delaying tactic) Forcing (win-lose – last resort) Choice of method should be situational

Conflict Management Methods

Problem Solving/Confrontation (usually best)

Compromising

Smoothing (de-emphasizing differences)

Withdrawal (delaying tactic)

Forcing (win-lose – last resort)

Choice of method should be situational

Human Resource Management We’re going to do a quick spin through some of the Motivational Theory Because project managers and team members need to know about this stuff to keep the project team members focused on the project objectives If author’s GDP/Hour worked stats are correct, the US has lost its productivity edge – only working smarter versus harder/longer will get that edge back

We’re going to do a quick spin through some of the Motivational Theory

Because project managers and team members need to know about this stuff to keep the project team members focused on the project objectives

If author’s GDP/Hour worked stats are correct, the US has lost its productivity edge – only working smarter versus harder/longer will get that edge back

Human Resource Management Motivational Theories Intrinsic (personal enjoyment) versus Extrinsic (reward or penalty based) Intrinsic longer-lasting Maslow’s Hierarchy of Needs Physiological Safety / Security Social Self-Respect / Self-Esteem Self-Fulfillment / Self-Actualization Can anyone explain how the hierarchy works?

Motivational Theories

Intrinsic (personal enjoyment) versus Extrinsic (reward or penalty based)

Intrinsic longer-lasting

Maslow’s Hierarchy of Needs

Physiological

Safety / Security

Social

Self-Respect / Self-Esteem

Self-Fulfillment / Self-Actualization

Can anyone explain how the hierarchy works?

Human Resource Management Motivational Theories Herzberg Motivators are factors that cause job satisfaction Actualization, personal achievement and recognition Responsibility, advancement and growth Hygiene factors are factors that cause job dissatisfaction Necessary to avoid dissatisfaction Higher pay, better benefits, etc

Motivational Theories

Herzberg

Motivators are factors that cause job satisfaction

Actualization, personal achievement and recognition

Responsibility, advancement and growth

Hygiene factors are factors that cause job dissatisfaction

Necessary to avoid dissatisfaction

Higher pay, better benefits, etc

Human Resource Management Motivational Theories McClelland Acquired needs of Achievement, Affiliation and Power learned over time via life experiences Need for achievement is desire to seek attainable but challenging goals and feedback on performance Need for affiliation is desire to be part of a group with friendly relationships and to have roles that involve human interaction Need for power is desire to make an impact and to be viewed as influential and effective

Motivational Theories

McClelland

Acquired needs of Achievement, Affiliation and Power learned over time via life experiences

Need for achievement is desire to seek attainable but challenging goals and feedback on performance

Need for affiliation is desire to be part of a group with friendly relationships and to have roles that involve human interaction

Need for power is desire to make an impact and to be viewed as influential and effective

Human Resource Management Motivational Theories McGregor’s Theory X and Theory Y Theory X (classical systems theory) – Managers must use coercion, threats, etc, because workers want security above all else and are inherently lazy (top-down view of managing) Theory Y (human relations theory) – Workers self-motivated, should be given environment to achieve goals through self-direction Ouchi’s Theory Z Describes how workers perceive management Based on Japanese approach to motivating workers Emphasizes trust, quality, collective decision making and cultural values

Motivational Theories

McGregor’s Theory X and Theory Y

Theory X (classical systems theory) – Managers must use coercion, threats, etc, because workers want security above all else and are inherently lazy (top-down view of managing)

Theory Y (human relations theory) – Workers self-motivated, should be given environment to achieve goals through self-direction

Ouchi’s Theory Z

Describes how workers perceive management

Based on Japanese approach to motivating workers

Emphasizes trust, quality, collective decision making and cultural values

Human Resource Management Motivational Theories – Expectancy Theory People will be motivated when They believe that their efforts will lead to a successful outcome which is valued, and They believe they will be rewarded for that successful outcome

Motivational Theories – Expectancy Theory

People will be motivated when

They believe that their efforts will lead to a successful outcome which is valued, and

They believe they will be rewarded for that successful outcome

Human Resource Management Motivational Theories – Blake Mouton Managerial Grid Managers are generally motivated by a concern for people or for production These concerns both run on a spectrum from 1 to 9, and via an instrument, managers can be placed on a grid

Motivational Theories – Blake Mouton Managerial Grid

Managers are generally motivated by a concern for people or for production

These concerns both run on a spectrum from 1 to 9, and via an instrument, managers can be placed on a grid

Human Resource Management Motivational Theories – Blake Mouton Managerial Grid examples The (1,1) manager is invisible The (1,9) manager is very much focused on people, and very little on results The (9,1) manager is very much focused on results, and very little on people The (9,9) manager is very focused on both people and results See where this information could help a project manager working with managers?

Motivational Theories – Blake Mouton Managerial Grid examples

The (1,1) manager is invisible

The (1,9) manager is very much focused on people, and very little on results

The (9,1) manager is very much focused on results, and very little on people

The (9,9) manager is very focused on both people and results

See where this information could help a project manager working with managers?

Human Resource Management Motivational Theories – Covey and Improving Effectiveness (7 Habits) Be Proactive Begin with the End in Mind Put First Things First Think Win/Win Seek First to Understand, Then to be Understood (Empathic Listening – separates good PMs from average ones!) Synergize Sharpen the Saw Projects operate within an organizational context – challenge is to apply these theories and tools to the many unique teams & individuals you encounter!

Motivational Theories – Covey and Improving Effectiveness (7 Habits)

Be Proactive

Begin with the End in Mind

Put First Things First

Think Win/Win

Seek First to Understand, Then to be Understood (Empathic Listening – separates good PMs from average ones!)

Synergize

Sharpen the Saw

Projects operate within an organizational context – challenge is to apply these theories and tools to the many unique teams & individuals you encounter!

Human Resource Management Some tips on managing project teams from your author: Manage by Walking Around (feel the pulse) Do project performance appraisals (at least contribute) Understand/Proactively Apply conflict mgmt strategies Acknowledge important issues and take action Focus on the problem, not the person Establish regular, effective meetings Allow time for the team-building stages Plan for social activities Stress team identity Acknowledge individual & group accomplishments Take additional relevant actions for virtual teams

Some tips on managing project teams from your author:

Manage by Walking Around (feel the pulse)

Do project performance appraisals (at least contribute)

Understand/Proactively Apply conflict mgmt strategies

Acknowledge important issues and take action

Focus on the problem, not the person

Establish regular, effective meetings

Allow time for the team-building stages

Plan for social activities

Stress team identity

Acknowledge individual & group accomplishments

Take additional relevant actions for virtual teams

Human Resource Management Some closing tips on project leadership, from someone who has been there: Share the credit, take the blame – if the project succeeds, there will be plenty of glory to go around; if not, you will be respected for having stood up and taken responsibility Be even-handed in your approach – you can’t be effective in a leadership role if you play favorites You can’t please everyone, so you have to please yourself (Rick Nelson quote) – the PM position, by definition, requires tough decisions that will not make everyone happy; set a course and be consistent in following it Take risks and don’t be afraid to make decisions – that’s what a PM is paid to do, and you can’t be respected as one unless you step up to the whole job Be a role model, and live the project’s commitments – nobody will follow someone who isn’t willing to work as hard as they are asking others to work; show you’re willing to make the same time sacrifice, and they will follow you to some pretty strange places

Some closing tips on project leadership, from someone who has been there:

Share the credit, take the blame – if the project succeeds, there will be plenty of glory to go around; if not, you will be respected for having stood up and taken responsibility

Be even-handed in your approach – you can’t be effective in a leadership role if you play favorites

You can’t please everyone, so you have to please yourself (Rick Nelson quote) – the PM position, by definition, requires tough decisions that will not make everyone happy; set a course and be consistent in following it

Take risks and don’t be afraid to make decisions – that’s what a PM is paid to do, and you can’t be respected as one unless you step up to the whole job

Be a role model, and live the project’s commitments – nobody will follow someone who isn’t willing to work as hard as they are asking others to work; show you’re willing to make the same time sacrifice, and they will follow you to some pretty strange places

Human Resource Management A very smart man I knew was fond of the quote “If you believe you can, you will; if you believe you can’t, you won’t” There’s a lot of truth in that statement – I’ve seen many tough projects succeed and many easier one fail, all because of the project culture And the culture begins with the PM

A very smart man I knew was fond of the quote “If you believe you can, you will; if you believe you can’t, you won’t”

There’s a lot of truth in that statement – I’ve seen many tough projects succeed and many easier one fail, all because of the project culture

And the culture begins with the PM