ppt

1. Project Human Resource
Management
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2. Reflection
1. What is Human Resource Management?
2. What do you think are the major areas of Project
Human Resource Management?
3. Can you list some of the problems related to Project
Human Resource Management and what do you
think are the reasons for this problems? Suggest
solutions to solve the problems. (take your own
organization as a case study)
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3. What is HRM?
 HRM is the management of people working in an
organization, it is a subject related to humans.
 It is the management of humans or people.
 HRM is a managerial function that tries to match an
organization’s needs to the skills and abilities of its
employees.
 People are important part of a project’s success.
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4. Process of Project HRM
 Project Human resource management includes the processes
required to coordinate the human resources on a project.
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5. Process of Project HRM
 The main processes involved in a project human resource
management are:
a) Human resource planning: identifying, documenting, and
and assigning project roles, responsibilities, and reporting
relationships.
b) Acquiring the project team: getting the human resources
resources needed assigned to and working on the project.
c) Developing the project team: developing individual and
and group skills to enhance project performance.
d) Managing the team: managing the whole process of the
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6. 6
Human Resource Planning
 The process of analyzing staffing needs and
identifying actions to satisfy these needs over time.
 It must support the implementation of strategies and
advance the accomplishment of key objectives.

7. 7
Human Resource Planning
 It is having the right people available to do the
required work essential to the success of any strategy,
and
 It is the responsibility of all managers to ensure that
all jobs in their work units are filled with people who
can best perform the required tasks.

8. 8
Factors That Determine HR Plans

9. 9
Steps in the HR Planning Process
 Review organizational strategies and
objectives.
 Establish and refine HR objectives and policies
to compliment the strategic plans.
 Establish HR needs……..via
Job Analysis which results:
1.Job Description
2.Job Specifications.

10. 10
Steps in the HR Planning Process
 Forecast....Project future staffing requirements and
anticipate internal and external supply.
HR Audit
Replacement Charts
Succession Tables
 Take action…recruit - terminate - transfer - promote -
whatever….

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Attracting A Quality Workforce
 The Recruiting Process
 Advertising of job vacancy.
 Preliminary contact with potential
candidate.
 Initial screening to create a pool of
candidates.

12. 12
Attracting a Quality Workforce
 Recruiting Practices
External
Internal
Traditional
Realistic

13. 13
Attracting a Quality Workforce
 Making Selection Decisions
Application Forms
Interview or Site Visit
Employment Tests (Validity and Reliability)
Reference Checks
Physical Examinations
Analysis and Decision

14. 14
Developing a Quality Workforce
 SOCIALIZATION
A process of systematically changing the
expectations, behavior, and attitudes of a new
employee in a manner considered desirable by the
organization.

15. 15
Developing a Quality Workforce
 SOCIALIZATION
It begins with the initial Employee
continues during later training and
activities as well as day-to-day supervisor-
subordinate relations.

16. 16
Developing A Quality Workforce
 Training and Development
A set of activities that provides
opportunities through which people
and improve job related skills.

17. 17
Developing a Quality Workforce
 Types of Training
On-the-Job
• Job Rotation - Coaching - Apprenticeship
Modeling - Mentoring
Off-the-Job
• Management Development
• Management Simulation Games

18. 18
Developing a Quality Workforce
The Role of Performance Appraisal
The process of formally assessing someone's
work and providing feedback on performance.

19. 19
Developing a Quality Workforce
 Purposes of Performance Appraisal
Evaluation: Letting people know where they
stand relative to objectives and standards.
Development: Assisting in the training and
continued personal development of people.

20. 20
Developing a Quality Workforce
 Performance Appraisal Methods
1. Graphic Rating Scales
2. Narrative Technique
3. Behaviorally Anchored Rating Scales
4. Critical-Incident Techniques
5. Multiperson Comparison
6. 360 degree appraisal
7. BSC

21. 21
Developing a Quality Workforce
 Problems in Performance Appraisal
1. Recency bias
2. The same as to me
3. Different from me
4. Central tendency
5. Bias
6. Leniency
7. Strictness

22. 22
Maintaining a Quality Workforce
 Career Development
A Career is a sequence of jobs and work
pursuits constituting what a person does for
a living.
 A Career Path
A sequence of jobs held over time during a
career.

23. 23
Maintaining a Quality Workforce
 Career Planning
Is the process of systematically matching
career goals and individual capabilities with
opportunities for their fulfillment.

24. 24
Maintaining a Quality Workforce
 Career Stages
 The Move to Early Adulthood
 Mid-life Transition
 Middle and Later Adulthood
 A Career Plateau

25. 25
Maintaining a Quality Workforce
 Retention and Turnover
 Promotions
 Transfers
 Layoffs
 Retirements
 Early Retirements
 Firings

26. 26
Maintaining a Quality Workforce
 Managing Compensation and Benefits
 Base Compensation
Fringe Benefits
Competitive Structures
Flexible Programs

27. 27
Maintaining a Quality Workforce
 Labor-Management Relations
Labor unions are organizations to which
workers belong and which collectively deal
with employers on their behalf.
 Typical Provisions of a Union Contract
Job Specification and Work Rules
Seniority Provisions
Compensation

28. Project Team Building and Conflict
Management
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29. Contents
• Team Building (Human Resource)
• Conflict management
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30. What is Team?
 “A team is a group of people working together towards a
common goal.” (Clark, 1994)
 A team is a small number of people with complementary
skills who are committed to a common purpose,
performance, goals, and approach for which they hold
mutually accountable.
 Teams have become an essential part of the way business
is being done.
 Synergy is the property where the whole is greater than
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31. Teamwork in projects
 Projects are managed by people working together as
a team.
In a team,
• People depend on each other;
• May or may not work in the same physical
location,
• Combine to achieve something together
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32. Team Building
 The process of working with a team to clarify its task
and how team members can work together to achieve
it.
 A strategy that can help groups to develop into a real
team is “team building”
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33. Key actions in Team Building
 Setting and maintaining the teams objectives and
standards
 Involving the team as a whole in the achievement of
objectives
 Maintaining the unity of the team
 Communicating efficiently with the team
 Consulting the team – members before taking any
decisions
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34. Nature of project team
 The project team is usually a new, temporary group
with out previous experience of working together.
 Complex projects require complex teams with a set of
work rules and norms.
 High degree of learning and interdependency requires
well functioning and cohesive teams.
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35. Team building processes
 Initial project team assembly
introductions
goal explained
rough network proposed
 Some issues debated
 who else should be on the team?
 without concern for budget restrictions, what
would each member contribute?
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36.  The group would construct an idealized network
(one they would implement if they could do what
they wanted)
 This would be done with the participation of team
members, giving them an opportunity to know each
other’s views.
 Involvement of people right from the goal setting
stage nurtures commitment & continuity.
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37.  Iterate towards a realistic plan negotiations with
each other and the project team
 Here the practical constraints and limitations would
be brought up by the members from their own areas
of expertise and experience
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38.  This is the participative process
 Continue the process of negotiation until a feasible
solution is found (operationally viable and within the
budget)
 This network becomes the initial project plan with
which project execution begins.
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39. Aspects of Team Development
 When people from different departments are
assembled for a project they form a temporary social
system and as it is new there is no system of customs
that indicate proper behavior while working on that
project.
 Each person brings him/her own set of customs,
beliefs and perceptions to the project.
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40. Operating culture
 Group “mind”
 Common set of objectives and motives
 Explicit Vs implicit contract
 Heterogeneous group has no communality of motives
 The initial project plan is the explicit contract for the
team. Working towards building that network helps to
develop the implicit contracts which are necessary for
a smooth working team.
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41. Group attributes
 Members perceive themselves as in a group and they
know who is in the group and who is not.
 There is at least one objective that all the members
agree upon, although each individual member may
have a multitude of other objectives.
 There is a need for interaction because of the
interdependencies of the people in the group as they
work towards the agreed upon objective.
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42. Group performance
 Studies indicate that heterogonous groups tend to
be more productive than homogenous groups.
 A team is a heterogeneous group with
complementary rather than competing skills in the
members.
 It is a temporary alliance created for a specific
purpose or objective.
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43. Key factors to successful
performance of a team – S.C.O.R.E
 Strategy
 Clear Roles and Responsibility
 Open Communication
 Rapid Response
 Effective Leadership
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44. Strategy:
 Shared purpose
 Clearly articulated values and ground rules
 Understanding of risks and opportunities facing the
team
 Clear categorization of the overall responsibilities of
the team
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45. Clear Roles and Responsibilities:
 Clear definition of roles and responsibilities
 Responsibility shared by all members
 Specific objectives to measure individual results
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46.  Open communication:
 Respect for individual differences
 Open communication environment among team
members
 Rapid response:
 Rapid response to the team’s problems
 Effective management to change in the internal and
external environment
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47. • Effective Leadership:
 Team leader who is able to help members
the objective and build the team
 Team leader who can draw out and free up
skills of all team members, develop
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48. “Coming together is a beginning
Keeping together is progress; and
Working together is success”
Henry Ford
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49. Stages in Team Building
Formin
g
Storming
Norming
Performing
Adjourning
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50. Stages in team building ...
 Forming: Provide clear direction to establish
the team’s purpose, setting goals, etc.,
 Storming: Provide strong, hands-on
leadership to keep people talking and task-
 Norming: Codes of behavior becomes
established and an identifiable group culture
emerges. People begin to enjoy each other’s
company and appreciate each other’s
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51.  Performing: Teams that reach this stage
achieve results easily and enjoyably. People
together well and can improve systems,
problems and provide excellent customer
 Adjourning: Temporary project team reaches
this stage; celebrate their team’s
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52. 5
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53. Characteristics of an Effective Team
 Interdependence
 Team leaders have good people’s skills
 Common vision
 Willingness for contribution
 Relaxed climate for communication
 Readiness to take risk
 Clear objectives
 Clear definition of members’ roles
 Open communication and information flow
 Motivation
 Trust, acceptance and support among members
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54. Characteristics of an Effective Team…
• Defined roles
• No personal attack
• Creating new idea
• Ability to influence
• Shared leadership
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55. Team Problems
 Drop in productivity or quality
 Plops formation: Little interaction with new
members
 Pinches: frustrations when expectations are not met.
not met.
 The Abilene Paradox: lack of consensus.
 Clique formation
 Groupthink: members feel invulnerable to error
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56. Causes for Team Problems
 The goal is not specific enough
 Absence of clearly defined roles
 Absence of a charter or Poor team charter
 Poor team leadership
 Unclear working agreements
 Mismanaged conflict
 Lack of resources
 Failure to integrate the work of the team with the
organization
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57. Understanding Team Members:
The four Johari Window
perspectives
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58. Leadership roles in team work
 Project Management is more of the mgt of the
team than the management of the tasks.
 The team goes through various stages in its
development and maturity
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59. Task relevant maturity levels
M1 Less maturity level
M4 Maximum maturity level
M1= group can not accomplish the task without direct
supervision
M4= group has matured to accomplish the task with a
minimum of supervision
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60. Leadership style
 Style 1 :Structuring:
• Organize and direct the work of others
• make each person accountable
• demonstrate
 Style 2 : Coaching:
• tutoring
• Joint effort
• Role model
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61.  Style 3 : Encouraging
• greater responsibility with doer
• recognize and praise good work
 Style 4 : Delegating
• assign task responsibilities and let others
out
• motivate by giving control and respect
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62. Task relevant maturity level Vs
leadership style.
M1 S1 [ less matured employees need
structuring]
M4 S4 [ more matured staff need
delegation]
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63. Conflict Management
 Conflict is the contest between people with opposing
needs, ideas, beliefs, values, or goals.
 It occurs within all organizations.
 It is an important element of an organization’s
development, and can serve as a means to build
organizational capacity, and to generate creative
ideas.
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64.  Actually, conflict can have both positive and
negative outcomes.
 Conflict is positive when it causes a broadening of
ideas, stimulates innovation and creativity, and
leads to improved results of a project.
 Conflict can be negative when it leads to tension,
frustration, confusion, and less quality and
productivity of a project.
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65. In general, all potential conflict fits one of three categories:
 Goal-oriented conflicts are associated with end results,
results, performance specifications and criteria,
priorities, and objectives.
 Administrative conflicts refer to the management
management structure and philosophy and are mainly
based on definition of roles and reporting relationships
and on responsibilities and authority for tasks,
functions, and decisions.
 Interpersonal conflicts result from differences in work
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66. 66
Sources of Conflict Definitions
Conflict over Project
Priorities
View of project participants differ over
sequence of activities and tasks.
Conflict over Administration
Procedures
Managerial and administrative oriented
conflicts over how the project will be
managed
Conflict over Technical
Opinions and Performance
Trade- offs
Disagreements over technical issues,
performance specifications, technical trade-
offs.
Conflict over Human Power
Resources
Conflicts concerning staffing of project team
with personnel from other areas.
Conflict over Cost Conflict over cost estimates from support
areas regarding work breakdown structures.
Conflict over Schedules Disagreements about the timing, sequencing,
and scheduling of project-related tasks.
Personality Conflict Disagreements on interpersonal issues.
Sources of Conflict and their Definitions

67.  Effective conflict management involves analyzing a
conflict, understanding the dynamics between the
parties in conflict, and determining the appropriate
method of conflict resolution.
 In the absence of confidence and skill in conflict
management, most public officials resort, often
counterproductively, to the use of power,
manipulation and control. Possessing confidence
and skill, one can effectively exercise the available
options for managing conflict.
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68. 68
Style Description Effect
Avoiding Retreats from an actual or
potential conflict situation
Does not solve the
problem
Smoothing Emphasizes areas of
rather than areas of
Provides only
term solution
Compromising Searches for and bargains for
solutions that bring some
of satisfaction to all parties
Provides
resolution
Forcing Pushes one’s viewpoint at
expense of others; offers only
win-lose situations
Hard feelings may
come back in
forms
Collaborating Incorporates multiple
and
insights from differing
perspectives; leads to
and commitment
Provides long-
resolution
Problem
Solving
Treats conflict as a problem
solved by examining
requires give-and take
Provides ultimate
resolution
Conflict Management Style

69.  Conflict can be healthy if it is managed effectively.
Conflict management requires a combination of
analytical and human skills.
 Every project participant should learn to resolve
project conflicts effectively. Good conflict managers
work at the source of conflict.
 To resolve it permanently, they must address the
cause of the conflict and not just the symptoms of it.
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70. This Concludes Today’s Presentation
Thank you for your attention
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72. 72
Best wishes!

73. Thank you!
Wishing you continued
success on your project
management journey!
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