09 project human res 2014


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09 project human res 2014

  1. 1. Brain Power Center PMP Preparation course Eng. Omer Alsayed Omer  MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU
  2. 2. ‫ﺗﻌﺎﻟﻰ‬ ‫ﻗﺎل‬:     OSO A2013 ‫ق‬‫ﺪ‬‫ﺻ‬‫ﻢ‬‫ﻴ‬‫ﻈ‬‫ﻌ‬‫ﻟ‬‫ا‬ ‫ﷲ‬‫ا‬ ‫ﺳﻮرة‬‫اﻟﺤﺠﺮات‬13
  3. 3. OSO A2013
  4. 4. Project Team & PM Team OSO A2013 Project management team  P R O J E C T H U M A N R E S O U R C E M A N A G E M E N T ORGANIZE LEADMANAGE
  5. 5. PROJECT HUMAN RESOURCE MANAGEMENT OSO A2013 Managing  and  leading the project  team • Influencing the  project team (Human Factors) • Professional  and ethical  behavior • Influencing the  project team (Human Factors) • Professional  and ethical  behavior
  6. 6. PROCESSES interactions OSO A2013 Time (activity DURATIONS) , Cost, Quality , Scope? Customer satisfaction Project constraints Scope Quality Schedule Budget Resources Risk
  7. 7. Project human resource management Processes 9.1 Plan Human  Resource (P) • roles, • responsibilities, • required skills • reporting  relationships,  • staffing  management  plan. 9.2 Acquire  Project Team (E) • confirming HR  availability • obtaining the  team necessary 9.3 Develop  Project Team (E)  • improving  competencies, • team member  interaction,  • overall team  environment. 9.4 Manage  Project Team (E) • tracking  performance, • providing  feedback,  • resolving issues • managing  changes. OSO A2013
  8. 8. Project Management Process Group  and Knowledge Area Mapping Knowledge Area Initiating Planning Executing M& C Closing 4. Project Integration Management 4Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct & Manage Project Work 4.4 Monitor & Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase 5. Project Scope Management 5Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope 6. Project Time Management 6Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule 6.7 Control Schedule 7. Project Cost Management 7Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs 8. Project Quality Management 8Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality 9. Project Human Resource Management 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10. Project Communications Management 10Plan Communications Management 10.2 Manage Communications 10.3 Control Communications 11. Project Risk Management 11Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Control Risks 12. Project Procurement Management 12Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements 13. Project Stakeholder Management 13Identify Stakeholders 13.2 Plan Stakeholder Management 13.3 Manage Stakeholder Engagement 13.4 Control Stakeholder Engagement OSO A2013
  9. 9. Inputs • Project management plan • Activity resource requirements • Enterprise environmental factors • Organizational process assets Tools & Techniques • Organization charts and position descriptions • Networking • Organizational theory • Expert judgment • Meetings Outputs • Human resource management plan OSO A2013
  10. 10. OSO A2013 9.1 Plan H R Management • Human resource  management plan • Human resource  management plan • Project M Plan• Project M Plan 4.2 Develop  Project M  Plan • Activity resource  requirements 6.4 Estimate  Activity  Resources • OPA • EEF Enterprise/  Organization 11.2 Identify Risks 7.2 Estimate Costs 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 4 Integration 5 Scope 6 Time 7 Cost 8 Quality 9 HR 10 COMM 11 RISK 12 PROC 13 S/H
  11. 11. OSO A2013 Project /phase LIFE CYCLE HOW work will be executed change management plan configuration management project baselines INTEGRITY Needs and methods of communication
  12. 12. Activity Resource  Requirements • Human RESOURCE needs. • The PRELIMINARY required project team competencies Enterprise  Environmental Factors • culture and structure, • EXISTING human resources, • Geographical dispersion • Personnel administration policies • Marketplace conditions. Organizational Process  Assets • standard processes, policies, and role • Templates • Lessons learned • Issues Escalation. OSO A2013
  13. 13. ?
  14. 14. Various FORMATS exist to document team member roles and responsibilities.  Hierarchical,  Matrix Text‐oriented. OSO A2013 each WORK PACKAGE has an  unambiguous  OWNER ALL team members have a CLEAR roles  &  responsibilities
  15. 15. OSO A2013
  16. 16. OSO A2013 PM Project  Controls Planning &  cost DM Planning  Engineer Cost  Control  Engineer Tech. Clerk Technical DM Contract  Admin. Admin & Fin Financial DM HR DM Admin. DM Construction Earth works  TM Concrete  works TM E/M TM WBS –OBS – RBS ? 
  17. 17. OSO A2013 who PERFORM an  activity ,responsible for  action/implementation  (one/many).   Responsible “Doer” Individual (ONE!!) who  has ULTIMATE decision  making and approval  authority.  Accountable “Buck Stops Here” Who need to have input  into a decision /action  before it occurs.  Consulted “In the Loop” who must be informed  that a decision/action  has taken place.   Informed “FYI” Activity PM PCM CM Prepare charter A R I Prepare  MPR I A I Prepare Change Order I R A
  18. 18. OSO A2013 When details are required (job descriptions ) Job Title:Job Title: • Project Director Job DescriptionJob Description •Manage the strategic aspects of large  engagements and mitigates any risk. •Oversees senior managers and managers working on client engagements •Review high‐level deliverables across practice. SkillsSkills •15 years experience in similar position. • Excellent communication skills. • English written and spoken. EducationEducation •Bachelor degree in Civil Engineering
  19. 19. OSO A2013 the formal and informal  INTERACTION with others in an organization,  industry, or professional  environment.
  20. 20. OSO A2013 • understand political /  interpersonal factors constructive  way to • various staffing  management options impact the  Effectiveness of • human resource assets  (specialized) improving  knowledge of /  access to Luncheon  meetings Meetings  Events Trade  conferences  Symposia /  seminar
  21. 21. OSO A2013 ProvidesProvides information  , BEHAVE shortenshorten TIME,  COST, and  EFFORT improveimprove planning  EFFICIENCY Maslow’s Hierarchy of Needs McGregor’s Theory of X&Y Theory Z (William Ouchi) Herzberg's two factor theory  Theory ?
  22. 22. OSO A2013 Self‐ actualization Esteem* Love and belonging Safety needs Physiological needs food HouseWedding AwardBUSINESE *to be accepted and valued by others
  23. 23. OSO A2013
  24. 24. OSO A2013 "Japanese management" style  Focused on increasing Focused on increasing  employee LOYALTY a job for life  well‐being ON & OFF the job.  Tends to promote :Tends to promote : stable employment,  HIGH PRODUCTIVITY,  high MORALE & SATISFACTION
  25. 25. OSO A2013 Presents 2D paradigm of factors affecting  peoples   attitudes about work:   MOTIVATORS • give positive  satisfaction HYGIENE  FACTORS • do not give positive  satisfaction,  Absence > results  dissatisfaction
  26. 26. Theory of ? OSO A2013 9.1 Plan Human Resource Management 9.1.2 Tools &Techniques: 9 . 1 . 2 . 3   Organizational Theory
  27. 27. HOW project human resources should  be defined, staffed, managed, released : Roles and responsibilities.  Project organization charts. Staffing management plan •The FUNCTION assigned to a person.  Role •The RIGHT to apply resources, MAKE decisions Authority •The assigned DUTIES and work Responsibility •The skill and capacity Competency
  28. 28. TIMETABLES for staff  acquisition and  release identification of  TRAINING needs TEAM‐ BUILDING strategies plans for  RECOGNITION and rewards  programs compliance  considerations,  SAFETY issues the impact of  the staffing  management  plan on the  ORGANIZATIO N
  29. 29. 1 6 15 21 18 23 17 14 9 4 0 20 40 60 80 100 120 140 0 5 10 15 20 25 14‐Jan 14‐Feb 14‐Mar 14‐Apr 14‐May 14‐Jun 14‐Jul 14‐Aug 14‐Sep 14‐Oct monthly M‐P Cum M‐P OSO A2013
  30. 30. 3 5 12 15 12 17 12 10 5 3 0 2 4 6 8 10 12 14 16 18 01‐Jan 01‐Feb 01‐Mar 01‐Apr 01‐May 01‐Jun 01‐Jul 01‐Aug 01‐Sep 01‐Oct Resource levelling Skilled labors max availlable OSO A2013
  31. 31. The project management team may or may  not have DIRECT CONTROL over team  member selection because of : Collective Bargaining Agreements  subcontractor personnel  matrix project environment internal or external reporting relationships • to provide the  REQUIRED human  resources. PM  negotiate &  INFLUENCE  others • AFFECT project  CONSTRINS.  Failure to acquire the  necessary HR • decrease the probability  of SUCCESS >>  CANCELLATION. Insufficient  HR or  capabilities
  32. 32. Inputs • Human resource management plan • Enterprise environmental factors • Organizational process assets Tools & Techniques • Pre-assignment • Negotiation • Acquisition • Virtual teams • Multi-criteria decision analysis Outputs • Project staff assignments • Resource calendars • Project management plan (U) OSO A2013
  33. 33. OSO A2013 9.2 Acquire Project Team9.2 Acquire Project Team Project M plan (U) Resource calendars Project staff assignments 9.1 Plan H R Management9.1 Plan H R Management Human resource management Enterprise/ Organization OPA EEF 6.4 Estimate A Resources 6.5 Estimate A. Durations 6.6 Develop Schedule 4.2 Develop Project M Plan 9.3 Develop Project Team 9.4 Manage Project Team
  34. 34. OSO A2013 Human resource  management plan Roles and responsibilities  (positions, skills, and  competencies) Project organization charts  (number of people) Staffing management plan  (time periods each project  team member) Enterprise  environmental factors: Existing information on  human resources Personnel administration  policies Organizational structure Colocation or multiple  locations. Organizational process  assets Organizational standard  policies, processes,  procedures
  35. 35. OSO A2013 Pre‐ assignment • selected in  advance Negotiation • FM, :  competent ‐ scarce ‐ specialized – qualified HR Acquisition • organization is  UNABLE to  provide the  staff Virtual teams • little or no  time spent  meeting face  to face. Multi‐criteria  decision  analysis • Availability – Cost – Experience –‐ factors
  36. 36. OSO A2013 • person’s availability • schedule constraints: • time zones, • work hours, • vacation time, • local holidays, • commitments to other projects
  37. 37. Inputs Human resource management plan Project staff assignments Resource calendars Tools & Techniques Interpersonal skills Training Team-building activities Ground rules Colocation Recognition and rewards Personnel assessment tools Outputs Team performance assessments Enterprise environmental factors updates to ENHANCE project performance Improving: COMPETENCIES INTERACTION, ENVIRONMENT
  38. 38. PMBOK P‐ 275
  39. 39. Human resource management plan • Guidance on HOW PHR Project staff assignments • documents identify the  PEOPLE Resource calendars • TIMES ,team members can  participate in team  development activities
  40. 40. Interpersonal skills • COMMUNICATION Training • COMPETENCIES Team-building activities • INTERPERSONAL relationships Ground rules* • clear EXPECTATIONS acceptable behavior Colocation “tight matrix” • placing ,physical LOCATION Recognition and rewards • if it SATISFIES a need Personnel assessment tools • INSIGHT into areas of strength and weakness
  41. 41. FormingForming team MEETS &  learns about the  project  team MEETS &  learns about the  project  independent and  not as open. independent and  not as open. StormingStorming begins to  ADDRESS the  project work,  begins to  ADDRESS the  project work,  If not collaborative  > counter  productive  environment. If not collaborative  > counter  productive  environment. NormingNorming begin to WORK  TOGETHER begin to WORK  TOGETHER adjust habits &  behaviors to  support the team.  adjust habits &  behaviors to  support the team.  The team learns to  trust each other. The team learns to  trust each other. PerformingPerforming WELL‐ORGANIZED unit.  WELL‐ORGANIZED unit.  interdependentinterdependent work through  issues smoothly  and effectively. work through  issues smoothly  and effectively. AdjourningAdjourning COMPLETES the  work COMPLETES the  work moves onmoves on occurs when staff  is released occurs when staff  is released
  42. 42. Team performance assessments • skills’ Improvements Competencies Improvements Reduced staff turnover rate Increased team cohesiveness Enterprise environmental factors updates •personnel administration  •employee training records •skill assessments
  43. 43. TRACKING • feedback manages • CONFLICT resolving • issues •are  submitted, change requests •is updated HR management  plan •are  resolved, issues •input is  provided  performance  appraisals,  •are added lessons learned challenging  assignments •to team  members recognition for •high  performance
  44. 44. Inputs Human resource management plan Project staff assignments Team performance assessments Issue log Work performance reports Organizational process assets Tools & Techniques Observation and conversation Project performance appraisals Conflict management Interpersonal skills Outputs Change requests Project management plan updates Project documents updates Enterprise environmental factors updates Organizational process assets updates
  45. 45. Human resource management plan Roles and responsibilities, Project organization,  Staffing management  plan. Project staff assignments provide documentation, which includes the list of project team members Team performance assessments continually assessing team’s performance actions can be taken to resolve issues modify communication, address conflict improve team interaction
  46. 46. Issue log document and monitor who is responsible for resolving specific issues by a target date. Work performance reports current project status VS. forecasts. assists in determining: future human resource requirements recognition and rewards updates to the staffing management plan. Organizational process assets Certificates of appreciation, Newsletters, Websites, Bonus structures, Corporate apparel, Other organizational perquisites
  47. 47. OBSERVATION AND CONVERSATION used to stay in touch with the work and  attitudes of project team members PROJECT PERFORMANCE APPRAISALS clarification of roles and responsibilities,  constructive feedback to team members,  discovery of unknown or unresolved issues, development of individual training plans,  the establishment of specific goals for future time  periods.
  48. 48. Conflict management Interpersonal skills LeadershipLeadership InfluencingInfluencing Effective decision making Effective decision making reduce the amount of  conflict Sources of conflict
  49. 49. Withdraw/ Avoid • RETREATING from an actual  or potential conflict  situation  • POSTPONING the issue to  be better prepared or to be  resolved by others. Smooth/ Accommodate • Emphasizing areas of  AGREEMENT • conceding one’s position to  the needs of others to  maintain harmony and  relationships. Compromise  /Reconcile* • Searching for solutions that  bring some DEGREE of  satisfaction to all parties • to temporarily or partially  resolve the conflict.
  50. 50. Force / Direct • Pushing ONE’s viewpoint at the expense  of others;  • only WIN‐LOSE solutions,  • enforced through a power position to  resolve an emergency. Collaborate /Problem Solve • Incorporating MULTIPLE viewpoints and  insights from differing perspectives • requires a cooperative attitude and open  dialogue that typically leads to consensus  & commitment
  51. 51. 9.4.2 Manage Project Team‐ T&T OSO A2013
  52. 52. Change requests • Staffing changes (by choice /uncontrollable events) can affect the rest of the project management plan. Project management plan updates • Human resource management plan. Project documents updates • Issue log, • Roles description • Project staff assignments. Enterprise environmental factors updates • Input to organizational performance appraisals • Personnel skill updates. Organizational process assets updates • Historical information & lessons learned documentation • Templates • Organizational standard processes
  53. 53. TYPES OF POWERS •the position a person holds  Expert power Legitimate  (positional)  •possessing knowledge or  expertise.Knowledge is power •interpersonal relationships.  Referent Power •person's ability to influence  others via threats, punishments. Coercive Power •ability of a person to influence  the allocation of incentives. Reward Power LEADERSHIP STYLES •telling others what to doDirecting:  •coordinating the inputs of othersFacilitating:  •help others to achieve their goalCoaching: •providing assistance along the waySupporting:  •making decisions without inputAutocratic:
  54. 54. OSO A2013 BPBC building Engineering Design Arch Structural  design EM designTesting Construction Civil works Earth works Concrete  works Masonry Electro‐Mech. Elect Plumbing A‐C F‐ F Landscaping Procurement Sub‐contract Supply PM Project Controls Planning & cost  DM Technical DM Contract Admin. Admin & Fin Financial DM HR DM Admin. DM Construction Earth works TM Concrete works  TM E/M TM Project EWR Human resource Project Controls Admin & Fin Construction Materials Construction Mat’l E/M Mat’l Consumables. Equipment Plants Vehicles Machineries
  55. 55. OSO A2013