06 project hr management

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06 project hr management

  1. 1. Session 6Project Human Resource Management
  2. 2. Agenda  Project HR Management Overview  4 Processes  Develop Human Resource Plan  Acquire Project Team  Develop Project Team  Manage Project Team  Other Important Terms, Topics and TheoriesProject HR Management 2
  3. 3. Goals  By the end of this session, you will be able to:  Have an overview of Project HR Management;  Have a deep understanding of Inputs, T&Ts, and Outputs of the 4 processes in Project HR Management;Project HR Management 3
  4. 4. Copyright  Most of the material of this presentation has been taken from the PMBOK® Guide 4th Edition of PMI (Project Management Institute)  The material is for LARION Computing internal use only, NOT for reproduction or distribution.Project HR Management 4
  5. 5. Progress  Project HR Management Overview  4 Processes  Develop Human Resource Plan  Acquire Project Team  Develop Project Team  Manage Project Team  Other Important Terms, Topics and TheoriesProject HR Management 5
  6. 6. Project HR Management Overview (1 of 2)  Includes 4 processes that organize, manage and lead the project team  Develop Human Resource Plan (Planning)  Acquire Project Team (Executing)  Develop Project Team (Executing)  Manage Project Team (Executing)Project HR Management 6
  7. 7. Project HR Management Overview (2 of 2)  Knowledge Gaps:  Recognition & Rewards system is a required part of management plan  Improve team members competencies is a responsibility of the Project Manager  HR management is primarily done in the Executing process group  Projects are planned by the team and coordinated by the Project Manager  Team building activities must be planned in advance  The PM must track team members performanceProject HR Management 7
  8. 8. Progress  Project HR Management Overview  4 Processes  Develop Human Resource Plan  Acquire Project Team  Develop Project Team  Manage Project Team  Other Important Terms, Topics and TheoriesProject HR Management 8
  9. 9. Develop Human Resource Plan (1 of 12)  Identifying & documenting project roles, responsibilities & required skills  Reporting relationship  Creating staffing management planProject HR Management 9
  10. 10. Develop Human Resource Plan (2 of 12)  Org charts & position descriptions  Hierarchical-type org. chart  Matrix-based responsibility chart  Text-oriented formatProject HR Management 10
  11. 11. Develop Human Resource Plan (3 of 12)  RACI  A Matrix-based responsibility chartProject HR Management 11
  12. 12. Develop Human Resource Plan (4 of 12)  Networking  The formal or informal interaction with others  Organizational theoryProject HR Management 12
  13. 13. Develop Human Resource Plan (5 of 12)  Human resource plan  Roles & responsibilities  Project organizational chart  Staffing management planProject HR Management 13
  14. 14. Develop Human Resource Plan (6 of 12)  Roles & responsibilities  Exercise: Think and discuss about  The Role of the Project Manager  The Role of the Functional Manager  The Role of the Project Team  The Role of the SponsorProject HR Management 14
  15. 15. Develop Human Resource Plan (7 of 12)  Roles & responsibili- ties  ExerciseProject HR Management 15
  16. 16. Develop Human Resource Plan (8 of 12)  Staffing management plan  Your plan for staff acquisition -- Where will they come from?  Resource calendar -- When available, when be used?  Staff release plan -- When be released?  Training needs -- What training do the resources need?  Recognition & rewards – What are they? What are the criteria for their use?  Compliance -- How will the project comply with any rules related to human resources?  Safety -- What policies protect the resources?Project HR Management 16
  17. 17. Develop Human Resource Plan (9 of 12)  Recognition & rewards system  Exercise  How will the PM motivate and reward not the team, but each team member individually?Project HR Management 17
  18. 18. Develop Human Resource Plan (10 of 12)  Recognition & rewards system (cont.)  Might include:  Say “thank you” more often  Award prizes  Milestone party or other celebrations  Acquire training for team members  Assign people to activities they have been wanting to work on, or remove them from unlike activities  etc.Project HR Management 18
  19. 19. Develop Human Resource Plan (11 of 12)  HR Responsibilities of Project Managers  Determine what resources you will need  Negotiate with resource manager for the optimal available resources  Create project team directory  Create job descriptions for team members and other stakeholders  Make sure all roles and responsibilities on the project are clearly assigned  Understand the team members needs for training related to their work, and make sure they get the trainingProject HR Management 19
  20. 20. Develop Human Resource Plan (12 of 12)  HR Responsibilities of Project Managers (cont.)  Create a formal plan covering such topics as how the team will be involved in the project and what roles they will perform  Insert reports of team members performance into their official company employment record  Send out letter of recommendation to team members and their bosses  Make sure the team members needs are taken care of  Create recognition and rewards systemProject HR Management 20
  21. 21. Progress  Project HR Management Overview  4 Processes  Develop Human Resource Plan  Acquire Project Team  Develop Project Team  Manage Project Team  Other Important Terms, Topics and TheoriesProject HR Management 21
  22. 22. Acquire Project Team (1 of 4)  The process of  Confirming human resource availability, and  Obtaining the team necessary to complete project assignments  Note:  Why is it in the executing process group?Project HR Management 22
  23. 23. Acquire Project Team (2 of 4)  Involves in followings:  Knowing which resources are preassigned and confirm their availability  Negotiate for the best possible resources  Hiring new employees  Outsourcing  Understand the possibilities and problems of using virtual teams  Managing the risk of resources becoming unavailableProject HR Management 23
  24. 24. Acquire Project Team (3 of 4)  Pre-assignment  Resources are selected in advance  Negotiation   Acquisition  Hiring individual consultants, or  Subcontracting the work to another organization  Virtual team  Do not meet face-to-faceProject HR Management 24
  25. 25. Acquire Project Team (4 of 4)  Halo effect  The tendency to rate high or low on all factors due to an impression of a high or low rating on some specific factors  Example: “You are a great programmer. Therefore, we will make you a project manager and also expect you to be great.”  A note to "Acquire project team"Project HR Management 25
  26. 26. Progress  Project HR Management Overview  4 Processes  Develop Human Resource Plan  Acquire Project Team  Develop Project Team  Manage Project Team  Other Important Terms, Topics and TheoriesProject HR Management 26
  27. 27. Develop Project Team (1 of 11)  The process of  Improving the competencies, team interaction, and the overall team environment to enhance project performanceProject HR Management 27
  28. 28. Develop Project Team (2 of 11)  Exercise  What does the PM need to do to develop a project team?Project HR Management 28
  29. 29. Develop Project Team (3 of 11)  Interpersonal skills  Very important to team development  Can greatly reduce problems & increase cooperation by  Understanding the sentiments of project team members  Anticipating their actions  Acknowledging their concerns  Following up on their issues  … to be discussed more laterProject HR Management 29
  30. 30. Develop Project Team (4 of 11)  Training  Includes all activities designed to enhance the competencies of the team members  Method  Classroom  Online  On-the-job training  Mentoring  CoachingProject HR Management 30
  31. 31. Develop Project Team (5 of 11)  Team building activities  Forming the project team into a cohesive group working for the best interest of the project, to enhance project performance  Can include  Taking classes together  Milestone parties  Holiday & birthday celebrations  Outside-of-work trips  Creating the WBS  Planning the project by getting everyone involved in some wayProject HR Management 31
  32. 32. Develop Project Team (6 of 11)  Team building activities (cont.)  Make sure you know:  It is the PMs job to guide, manage, improve the interactions of the team members  The PM should improve trust and cohesiveness among the team members  The PM should incorporate team-building activities into all project activities  Team building requires a concerted effort and continued attention thru the life cycle of the project  WBS creation is a team-building tool  Team building should start early in the life of the projectProject HR Management 32
  33. 33. Develop Project Team (7 of 11)  Team building activities (cont.)  5 stages of team formation & development  Forming  People are brought together as a team  Storming  There are disagreements as people learn to work together  Norming  Team members begin to build good working relationships  Performing  The team become efficient and works effectively together  Adjourning  The project ends, and the team is disbandedProject HR Management 33
  34. 34. Develop Project Team (8 of 11)  Ground rules  Establish clear expectations regarding acceptable behavior by project team membersProject HR Management 34
  35. 35. Develop Project Team (9 of 11)  Ground rules - example  The team will be honest in all communications  How should a team member resolve a conflict with another team member  When should a team member notify the PM that he or she having difficulty with an activity  Is it allowable for people to join a meeting late?  When and how is status provided to the PM  Etc.  Note:  Ground rule is more important with virtual teamProject HR Management 35
  36. 36. Develop Project Team (10 of 11)  Co-location (or War room)  Placing team members in the same physical location  Team performance assessment  Evaluate & enhance the effectiveness of the team as a whole  Can be formal or informal  May include an analysis of  How much team members skill have improved  How well the team is performing, interacting and dealing with conflict  Turnover rateProject HR Management 36
  37. 37. Develop Project Team (11 of 11)  Team performance assessment (cont.)  Teams effectiveness may have such indicators  Improvements of skills that allow individuals to perform assignments more effectively  Improvements of competencies that help the team perform better as a team  Reduced staff turnover rate  Increased team cohesiveness where team members share information and experiences openly and help each other to improve the overall project performanceProject HR Management 37
  38. 38. Progress  Project HR Management Overview  4 Processes  Develop Human Resource Plan  Acquire Project Team  Develop Project Team  Manage Project Team  Other Important Terms, Topics and TheoriesProject HR Management 38
  39. 39. Manage Project Team (1 of 15)  The process of  Tracking team members performance  Providing feedback  Resolving issues  Managing changes to optimize project performanceProject HR Management 39
  40. 40. Manage Project Team (2 of 15)  Involves the followings  Encouraging good communication  Working with other organizations  Using negotiation skills  Using leadership skills  Observing what is happening  Using an Issue Log  Keeping in touch  Completing project performance appraisals  Making good decisions  Influencing the stakeholders  Being a leader  Actively looking for and helping resolve conflict that the team members cannot resolve on their ownProject HR Management 40
  41. 41. Manage Project Team (3 of 15)  Observation and conversation  Used to stay in touch with the work and attitudes of the project team members  Project performance appraisals  Objectives can include  Clarification of roles & responsibilities  Constructive feedback  Discovery of unknown or unresolved issues  Development of individual training plans  Establishment of specific goals for future time periodProject HR Management 41
  42. 42. Manage Project Team (4 of 15)  Note  Project Performance Appraisals vs. Team Performance Assessment  Project Performance Appraisals  Focus on the individual  Done by team members supervisors, The PM will the collect the results  Team Performance Assessment  Focus on the team performance  Done by the PM  To evaluate and improve the effectiveness of the teamProject HR Management 42
  43. 43. Manage Project Team (5 of 15)  Issue log  To keep a log of the issues to be resolved on the project  Also a tool to manage the team and stakeholders  ExampleProject HR Management 43
  44. 44. Manage Project Team (6 of 15)  Conflict ManagementProject HR Management 44
  45. 45. Manage Project Team (7 of 15)  Conflict Management (cont.)  To attempt to avoid/reduce conflict  Informing the team of  Exactly where the project is headed  Project constraints and objectives  The contents of the project charter  All key decisions  Changes  Clearly assign work without ambiguity or overlapping responsibilities  Making work assignment interesting & challenging  Following good project management and project planning practicesProject HR Management 45
  46. 46. Manage Project Team (8 of 15)  Conflict Management (cont.)  7 sources of conflict (in order of frequency)  Schedules  Project priorities  Resources  Technical opinions  Administrative procedures  Cost  PersonalityProject HR Management 46
  47. 47. Manage Project Team (9 of 15)  Conflict Management (cont.)  Conflict resolution techniques  Confronting (Problem solving)  Compromising  Withdrawal (Avoidance)  Smoothing (Accommodating)  Collaborating  ForcingProject HR Management 47
  48. 48. Manage Project Team (10 of 15)  Conflict Management (cont.)  Conflict resolution techniques  Confronting (Problem solving)  2 names  Solving the real problem so that the problem goes away  Win-win  Compromising  Finding the solution that bring some degree of satisfaction to both parties  No parties get everything  Lose-lose  Withdrawal (Avoidance)  Retreating or postponing a decision on problem  Not usually the best choice for resolving conflictProject HR Management 48
  49. 49. Manage Project Team (11 of 15)  Conflict Management (cont.)  Conflict resolution techniques  Smoothing (Accommodating)  Emphasizing agreement rather than differences of opinion  Collaborating  The parties try to incorporate multiple viewpoints in order to lead the consensus  Forcing  Pushing one view point at the expense of another  “Không cần biết em là ai” :DProject HR Management 49
  50. 50. Manage Project Team (12 of 15)  Conflict Management (cont.)  ExerciseProject HR Management 50
  51. 51. Manage Project Team (13 of 15)  Conflict Management (cont.)  ExerciseProject HR Management 51
  52. 52. Manage Project Team (14 of 15)  Conflict Management (cont.)  Problem solving method  What are the steps?Project HR Management 52
  53. 53. Manage Project Team (15 of 15)  Conflict Management (cont.)  Problem solving method  Define what is the real or root problem, not what is presented to you or what appears to be the problem  Analyze the problem  Identify solutions  Pick a solution  Implement a solution  Review the solution, and confirm that the solution solved the problemProject HR Management 53
  54. 54. Progress  Project HR Management Overview  4 Processes  Develop Human Resource Plan  Acquire Project Team  Develop Project Team  Manage Project Team  Other Important Terms, Topics and TheoriesProject HR Management 54
  55. 55. Other Important Terms, Topics and Theories  Power of the Project Manager  Management & leadership styles  Motivation Theories  McGregors Theory of X and Y  Maslows Hierarchy of Needs  Herzbergs Theory  David McClellends Theory of Needs  Interpersonal SkillsProject HR Management 55
  56. 56. Power of The Project Manager (1 of 3)  Legitimate (Formal)  Power based on your position  Reward  Giving rewards  Penalty (Coercive, Punishment)  Being able to penalize team members  Correcting a team member for poor behavior  ALWAYS remember to do this one-on-one and in privateProject HR Management 56
  57. 57. Power of The Project Manager (2 of 3)  Expert  Being a technical or management expert  Referent  Based on the project manager referring to the authority of someone in a higher position, or  Comes from another person liking you, respecting you, or wanting to be like youProject HR Management 57
  58. 58. Power of The Project Manager (3 of 3)  Notes:  Expert and Reward  the best forms  Formal, Reward and Penalty  Derived from the PM position  Expert  Earned on your ownProject HR Management 58
  59. 59. Management & Leadership Styles (1 of 3)  Directing  Tell others what to do  High direction, low support  Delegating  Low direction, low support  Coaching  Instructing others  Low direction, high support  Supporting  Providing assistance along the way  High direction, high supportProject HR Management 59
  60. 60. Management & Leadership Styles (2 of 3)  Facilitating  Coordinating the input of others  Autocratic  Making decisions without input  Consultative  Inviting ideas from others  Consensus  Problem solving in a group with decision-making based on group agreementProject HR Management 60
  61. 61. Management & Leadership Styles (3 of 3)  Others  Consultative-Autocratic  Bureaucratic  Charismatic  Democratic or Participative  Laissez-faire  Analytical  Driver  InfluencingProject HR Management 61
  62. 62. Motivation Theories (1 of 5)  McGregors Theory of X and Y  ALL workers fit into one of two group, X and Y  Theory X: People need to be watched every minute. People are incapable, avoid responsibility and avoid work when possible.  Theory Y: People are willing to work without supervision, and want to achieve. People can direct their own efforts.Project HR Management 62
  63. 63. Motivation Theories (2 of 5)  Maslows Hierarchy of Needs  People have needs AND until the lower ones are satisfied, they wont event begin to think about the higher ones.Project HR Management 63
  64. 64. Motivation Theories (3 of 5)  Herzbergs Theory  Hygiene Factors  Poor hygiene factors may destroy ●Working condition ●Salary motivation, but improving them ●Personal life will not improve motivation. ●Relationships at work ●Security  Hygiene factors are not sufficient to motivate people  Motivation Agents  What motivate people is the work itself ●Responsibility ●Self-actualization ●Professional growth ●RecognitionProject HR Management 64
  65. 65. Motivation Theories (4 of 5)  David McClellends Theory of Needs  People are motivated by 1 of these 3 needs  A person falling into one category would be managed differently than a person falling into another categoryProject HR Management 65
  66. 66. Motivation Theories (5 of 5)  Expectancy Theory  Employees who believe their efforts will lead to effective performance and who expect to be rewarded for their accomplishments remain productive as rewards meet their expectationProject HR Management 66
  67. 67. Interpersonal Skills (1 of 11)  Important Interpersonal Skills  Leadership  Team building  Motivation  Communication  Influencing  Decision making  Political & culture awareness  NegotiationProject HR Management 67
  68. 68. Interpersonal Skills (2 of 11)  LeadershipProject HR Management 68
  69. 69. Interpersonal Skills (3 of 11)  Team buildingProject HR Management 69
  70. 70. Interpersonal Skills (4 of 11)  MotivationProject HR Management 70
  71. 71. Interpersonal Skills (5 of 11)  Communication  One of the biggest reasons for project success or failureProject HR Management 71
  72. 72. Interpersonal Skills (6 of 11)  Influencing  A strategy of sharing power and relying on interpersonal skills to get others to cooperate towards common goals  Some guidelines  Lead by example, and follow though with commitments  Clarify how a decision will be made  Use a flexible interpersonal style, adjust the style to the audience  Apply your power skillfully and cautiously. Think of long- tern collaborationProject HR Management 72
  73. 73. Interpersonal Skills (7 of 11)  Decision making  4 basic decision styles  Command  Consultation  Consensus  Coin flip (random)  4 major factors that affect the decision style  Time constraint  Trust  Quality  acceptanceProject HR Management 73
  74. 74. Interpersonal Skills (8 of 11)  Decision making (cont)  A 6-phase model/process of Decision Making  Problem Identification  Problem Resolution Generation  Ideas to Action  Solution Action Planning  Solution Evaluation Planning  Evaluation of the Outcomes and ProcessProject HR Management 74
  75. 75. Interpersonal Skills (9 of 11)  Political & culture awarenessProject HR Management 75
  76. 76. Interpersonal Skills (10 of 11)  Negotiation  A strategy of conferring with parties of shared or opposed interests with a view to compromise or reach an agreementProject HR Management 76
  77. 77. Interpersonal Skills (11 of 11)  Negotiation (cont.)  The following skills and behaviors are useful  Analyze the situation  Differentiate between wants and needs (of both theirs and yours)  Focus on interests and issues rather than on positions  Ask high and offer low, but be realistic  When you make a concession, act as if you are yielding something of value, dont just give in  Always make sure both parties feel as if they have won  Do a good job on listening and articulatingProject HR Management 77
  78. 78. Recap  Project HR Management  4 processes  Other important Terms, Topics and TheoriesProject HR Management 78
  79. 79. Questions?Project HR Management 79
  80. 80. Thank you!Project HR Management 80

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