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06 project hr management

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  • 1. Session 6Project Human Resource Management
  • 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. 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. 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. 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. 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. 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. 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. Develop Human Resource Plan (1 of 12)  Identifying & documenting project roles, responsibilities & required skills  Reporting relationship  Creating staffing management planProject HR Management 9
  • 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. Develop Human Resource Plan (3 of 12)  RACI  A Matrix-based responsibility chartProject HR Management 11
  • 12. Develop Human Resource Plan (4 of 12)  Networking  The formal or informal interaction with others  Organizational theoryProject HR Management 12
  • 13. Develop Human Resource Plan (5 of 12)  Human resource plan  Roles & responsibilities  Project organizational chart  Staffing management planProject HR Management 13
  • 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. Develop Human Resource Plan (7 of 12)  Roles & responsibili- ties  ExerciseProject HR Management 15
  • 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. Develop Project Team (2 of 11)  Exercise  What does the PM need to do to develop a project team?Project HR Management 28
  • 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. 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. 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. 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. 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. Develop Project Team (8 of 11)  Ground rules  Establish clear expectations regarding acceptable behavior by project team membersProject HR Management 34
  • 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. 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. 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. 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. 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. 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. 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. 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. 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. Manage Project Team (6 of 15)  Conflict ManagementProject HR Management 44
  • 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. 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. 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. 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. 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. Manage Project Team (12 of 15)  Conflict Management (cont.)  ExerciseProject HR Management 50
  • 51. Manage Project Team (13 of 15)  Conflict Management (cont.)  ExerciseProject HR Management 51
  • 52. Manage Project Team (14 of 15)  Conflict Management (cont.)  Problem solving method  What are the steps?Project HR Management 52
  • 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. 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. 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. 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. 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. 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. 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. 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. Management & Leadership Styles (3 of 3)  Others  Consultative-Autocratic  Bureaucratic  Charismatic  Democratic or Participative  Laissez-faire  Analytical  Driver  InfluencingProject HR Management 61
  • 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. 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. 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. 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. 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. Interpersonal Skills (1 of 11)  Important Interpersonal Skills  Leadership  Team building  Motivation  Communication  Influencing  Decision making  Political & culture awareness  NegotiationProject HR Management 67
  • 68. Interpersonal Skills (2 of 11)  LeadershipProject HR Management 68
  • 69. Interpersonal Skills (3 of 11)  Team buildingProject HR Management 69
  • 70. Interpersonal Skills (4 of 11)  MotivationProject HR Management 70
  • 71. Interpersonal Skills (5 of 11)  Communication  One of the biggest reasons for project success or failureProject HR Management 71
  • 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. 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. 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. Interpersonal Skills (9 of 11)  Political & culture awarenessProject HR Management 75
  • 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. 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. Recap  Project HR Management  4 processes  Other important Terms, Topics and TheoriesProject HR Management 78
  • 79. Questions?Project HR Management 79
  • 80. Thank you!Project HR Management 80

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