Download as PDF, PPTX
More Related Content
Similar to 7._Project_Human_Resources_Management.pdf
7._Project_Human_Resources_Management.pdf
- 1. 1 www.pmtutor.org Poweredby POeT Solvers Limited PROJECT HUMAN RESOURCE MANAGEMENT
- 2. 2 www.pmtutor.org Poweredby POeT Solvers Limited PROJECT HUMAN RESOURCE MANAGEMENT WHAT DOES THE HUMAN RESOURCE KNOWLEDGE AREA DO? Organize & manage the project team (also referred to as project staff) • The project team comprises of the people who have assigned roles and responsibilities for completing the project (who report directly or indirectly to the Project Manager and perform the project work). • Team members should be involved in much of the project’s planning and decision-making. • Early involvement of team members adds expertise during the planning process and strengthens commitment to the project. • The Project Management Team is a subset of the project team and responsible for project management activities such as planning, controlling, and closing. • Project sponsor works with project management team, typically assisting with matters such as project funding, clarifying scope questions, and influencing other in order to benefit the project.
- 3. 3 www.pmtutor.org Poweredby POeT Solvers Limited HUMAN RESOURCE PROCESSES HUMAN RESOURCE PROCESS DEFINITIONS 9.1 Plan Human Resource Management • Identifying & documenting project roles, responsibilities, required skills, & reporting relationships as well as creating the Staffing Management Plan. 9.2 Acquire Project Team • Confirm human resource availability and obtain the people needed to complete the project activities. 9.3 Develop Project Team • Improve competencies & interaction of team members to enhance project performance. 9.4 Manage Project Team • Track team member performance, provide feedback, resolve issues & coordinate changes to enhance project performance
- 4. 4 www.pmtutor.org Poweredby POeT Solvers Limited HUMAN RESOURCE PROCESSES PROCESSES BY PROCESS GROUP PLANNING EXECUTING 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team
- 5. 5 www.pmtutor.org Poweredby POeT Solvers Limited PLAN HUMAN RESOURCE MANAGEMENT WHAT DOES ‘PLAN HUMAN RESOURCE MANAGEMENT’ DO? Identifies & documents project roles, responsibilities, and required skills, reporting relationships, and creates a staffing management plan • Can include how & when project team members will be acquired (the persons can be from inside or outside the performing org.) • Criteria for releasing them from the project • Identification of training needs • Plans for recognition & rewards • Compliance considerations (e.g. labor laws), safety issues (e.g. Workman’s safety)
- 6. 6 www.pmtutor.org Poweredby POeT Solvers Limited PLAN HUMAN RESOURCE MANAGEMENT INPUTS • Project Management Plan • Activity resource requirements • Enterprise environmental factors • Organizational process assets TOOLS & TECHNIQUES • Organization charts & Position descriptions • Networking • Organizational theory • Expert Judgement • Meeting OUTPUTS Human Resource Management Plan
- 7. 7 www.pmtutor.org Poweredby POeT Solvers Limited PLAN HUMAN RESOURCE MANAGEMENT INPUTS Activity Resource Requirements The preliminary requirements regarding the required people and competencies for the project team members are progressively elaborated as part of human resource planning process. Enterprise Environmental Factors The enterprise environmental factors (section 2.1.5) that can influence the Develop Human Resource Plan process include, but are not limited to: Organizational culture and structure, Existing human resources, Personnel administration policies, and Marketplace conditions
- 8. 8 www.pmtutor.org Poweredby POeT Solvers Limited PLAN HUMAN RESOURCE MANAGEMENT Plan Human Resource Management INPUTS cont’d Organizational Process Assets Organizational standard processes and policies and standardized role descriptions, Templates for organizational charts and position descriptions, and Historical information on organizational structures that have worked in previous projects
- 9. 9 www.pmtutor.org Poweredby POeT Solvers Limited PLAN HUMAN RESOURCE MANAGEMENT Tools & Techniques Organization Charts & Position Descriptions Used to ensure each work package has an unambiguous owner & that all team members have a clear understanding of their roles & responsibilities (See Figure 9-4, p.261 shows three different types of chart) • Hierarchical- type charts Organizational breakdown structure (OBS) - looks similar to WBS, but is broken down by organization’s existing departments, units or teams Resource breakdown structure (RBS) – another hierarchical chart broken down by types of resources, e.g. welders, graphic designers, etc. RBS can help tracking project costs, and can be aligned with the organization’s accounting system (RBS can contain resource categories other than human resources).
- 10. 10 www.pmtutor.org Poweredby POeT Solvers Limited PLAN HUMAN RESOURCE MANAGEMENT – T&T • Matrix-based charts Responsibility assignment matrix (RAM) is used to shows connections between work & people. See Figure 9-5, p.262, is a type of RAM called a RACI chart (responsible, accountable, consult, inform) • Text-oriented formats Detailed job or position descriptions; documents that provide information such as responsibilities, authority, competencies, and qualifications; etc. • Other sections of the project management plan Some responsibilities related to managing the project are listed and explained in other sections of the project management plan. For example, the risk register lists risk owners; the communication plan lists team members responsible for communication activities.
- 11. 11 www.pmtutor.org Poweredby POeT Solvers Limited PLAN HUMAN RESOURCE MANAGEMENT Tools & Techniques Networking Informal interaction with others is an effective way to understand political & interpersonal factors that will impact the effectiveness of staffing options Include proactive correspondence, luncheon meetings, informal conversations, and trade conferences Organizational Theory Provides information regarding the ways people, teams & organizational units behave. Helps managing people & groups; includes motivational theories
- 12. 12 www.pmtutor.org Poweredby POeT Solvers Limited PLAN HUMAN RESOURCE MANAGEMENT OUTPUTS Roles & Responsibilities List includes: Role – the label describing the portion of a project for which a person is accountable; examples of project roles are business analyst, electrical engineer, testing coordinator, etc. Authority – The right to apply project resources makes decisions & sign approvals (members work best with authority matching their responsibility) Responsibility – The work that a project team member is expected to perform in order to complete the project activities Competency – The skill & capacity needed to complete project activities Project Organization Charts Graphic display of project team members & their reporting relationships
- 13. 13 www.pmtutor.org Poweredby POeT Solvers Limited PLAN HUMAN RESOURCE MANAGEMENT OUTPUTS Staffing Management Plan Describes when & how human resource requirements will be met May be tied with Procurement processes Includes: • Staff acquisition – from internal/external contracted sources; need to work in a central location or can they work from distant locations costs associated with each level of expertise, HR department’s assistance to project management team, etc.
- 14. 14 www.pmtutor.org Poweredby POeT Solvers Limited PLAN HUMAN RESOURCE MANAGEMENT OUTPUTS Timetable - describes necessary time frames for project team members, either individually or collectively, as well as when acquisition activities such as recruiting should start. One tool for charting human resources is a resource histogram (see Fig 9- 6, p.266)
- 15. 15 www.pmtutor.org Poweredby POeT Solvers Limited RESOURCE HISTOGRAM
- 16. 16 www.pmtutor.org Poweredby POeT Solvers Limited PLAN HUMAN RESOURCE MANAGEMENT OUTPUTS Staffing Management Plan (contd.) Staff Release plan - method & timing of releasing team members Training Needs – If the team members to be assigned are not expected to have the required competencies, a training plan can be developed as part of the project. The plan can also include ways to help team members obtain certifications that would support their ability to benefit the project Recognition & rewards - criteria for recognition and rewards are planned; awarded as part of the Develop Project Team process Compliance - Government regulations, union contracts & HR policies Safety – policies & procedures that protect team members from safety hazards
- 17. 17 www.pmtutor.org Poweredby POeT Solvers Limited HUMAN RESOURCE PROCESSES Processes by Process Group Planning Executing 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team
- 18. 18 www.pmtutor.org Poweredby POeT Solvers Limited ACQUIRE PROJECT TEAM HOW SHOULD YOU ACQUIRE YOUR PROJECT TEAM? A project team can be acquired by: Pre-assignment (known in advance) • Negotiation (staff assignments are negotiated on many projects inside the performing organization) • Acquisition (from outside the performing organization) • Virtual Teams (groups of people with a shared goal, placed at different locations) Project Manager may or may not have control over which members are selected
- 19. 19 www.pmtutor.org Poweredby POeT Solvers Limited ACQUIRE PROJECT TEAM TOOLS & TECHNIQUES • Pre-assignment • Negotiation • Acquisition • Virtual teams • Multi-criteria decision analysis INPUTS • Human Resource mgmt. plan • Enterprise environmental factors • Organizational process assets OUTPUTS • Project Staff assignments • Resource calendars • Project management plan (Updates)
- 20. 20 www.pmtutor.org Poweredby POeT Solvers Limited ACQUIRE PROJECT TEAM INPUTS Project Management Plan Enterprise Environmental Factors Project team members are drawn from all available sources, both internal & external When PM team is able to influence or direct staff assignments, characteristics to consider include: Availability (Who is available & when they're available?) • Ability (What competencies do they possess?) • Experience (Do people have similar experience? Have they done it well? ) • Interests (Are people interested in working on this project?) • Cost (How much will each team member are paid?)
- 21. 21 www.pmtutor.org Poweredby POeT Solvers Limited ACQUIRE PROJECT TEAM INPUTS Organizational Process Assets HR department (policies, guidelines, or procedures governing staff assignments)
- 22. 22 www.pmtutor.org Poweredby POeT Solvers Limited ACQUIRE PROJECT TEAM-T&T Tools & Techniques Pre-Assignment Specific people may be promised as part of a competitive proposal, if the project is dependent on expertise of particular persons. Some staff assignments are defined within the Project Charter Negotiation PM team uses their influencing skills to obtain staff members from within the performing organization. May need to negotiate with • Functional managers • Other project management teams
- 23. 23 www.pmtutor.org Poweredby POeT Solvers Limited ACQUIRE PROJECT TEAM-T&T Acquisition Required services can be acquired from outside sources when the performing organization lacks in-house staff. Virtual Teams People with a shared goal who perform with little or no face to face meetings Benefit from e-mail & video conferencing; must plan communications carefully Virtual team format makes it possible to: Form teams from widespread geographic areas Add special expertise to a project team, even though the expert is not in the same geographic area Incorporate employees who work from home offices Form teams of people who work different shifts or hours Include people with mobility handicaps Move forward with projects otherwise ignored due to travel expenses
- 24. 24 www.pmtutor.org Poweredby POeT Solvers Limited ACQUIRE PROJECT TEAM OUTPUTS Project Staff Assignments Project is staffed when appropriate people are assigned to work on it Documentation can include a project team directory, memos to team members, and names inserted into other parts of project management plan (such as organization charts & schedules) Resource Calendars Documents the time periods (or calendar) each project team member can work on the project Creating a reliable final schedule depends on having a good understanding of each person’s schedule conflicts, including vacation time and commitments to other projects
- 25. 25 www.pmtutor.org Poweredby POeT Solvers Limited ACQUIRE PROJECT TEAM OUTPUTS Project Management Plan (Updates) Elements of project mgmt. plan that may be updated include, but are not limited to the human resources plan
- 26. 26 www.pmtutor.org Poweredby POeT Solvers Limited HUMAN RESOURCE PROCESSES Processes by process group Planning Executing 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team
- 27. 27 www.pmtutor.org Poweredby POeT Solvers Limited DEVELOP PROJECT TEAM HOW DO YOU DEVELOP YOUR PROJECT TEAM? Improve the competencies and interaction of team members to enhance project performance. Objectives include: a) Improve skills of team members in order to increase their ability to complete project activities b) Improve feelings of trust & cohesiveness among team members so as to raise their productivity through greater team-work c) Develop the team early to realize greater benefits Examples of effective teamwork: Assisting each other when workloads are unbalanced Communicating in ways that fit individual preferences Sharing information & resources
- 28. 28 www.pmtutor.org Poweredby POeT Solvers Limited DEVELOP PROJECT TEAM TOOLS & TECHNIQUES • Interpersonal skills • Training • Team Building Activities • Ground Rules • Co-location • Recognition and rewards • Personnel Assesment Tools INPUTS • Project staff assignments • Human Resource management plan • Resource calendars OUTPUTS • Team Performance Assessment • Enterprise environmental factors updates
- 29. 29 www.pmtutor.org Poweredby POeT Solvers Limited DEVELOP PROJECT TEAM INPUTS Project Staff Assignments Project Management Plan Resource Calendars
- 30. 30 www.pmtutor.org Poweredby POeT Solvers Limited DEVELOP PROJECT TEAM Tools & Techniques Interpersonal Skills Interpersonal skills, sometimes known as "soft skills" are particularly important to team development. Understanding the sentiments of team members, anticipating their actions, acknowledging their concerns and following up on their issues can greatly reduce problems and increase cooperation. Skills such as: empathy, influence, creativity, group facilitation is valuable assets when managing the project team
- 31. 31 www.pmtutor.org Poweredby POeT Solvers Limited DEVELOP PROJECT TEAM Tools & Techniques Training Activities designed to enhance the competencies of the project team members. Examples of training methods include: Classroom, online, computer-based, on-the-job training from another project team member, mentoring, and coaching from other team members (Training includes diversity/cultural training as well)
- 32. 32 www.pmtutor.org Poweredby POeT Solvers Limited DEVELOP PROJECT TEAM Tools & Techniques Team-Building Activities Could be a ten minute agenda item in a status review meeting an off-site, professionally facilitated experience designed to improve interpersonal relationships some group activities, although not specifically designed for team building, like developing a WBS (can increase team cohesiveness) Encourage informal communication & activities Team building strategies are particularly valuable when team members operate from remote locations Five stages of team development (explained later)
- 33. 33 www.pmtutor.org Poweredby POeT Solvers Limited DEVELOP PROJECT TEAM Tools & Techniques Ground Rules Establish clear expectations regarding acceptable behavior by project team members to decrease misunderstandings & increase productivity Co-Location Placing many or all of the most active team members in the same physical location enhances their ability to perform as a team Can be temporary, only at strategically important times in the project Co-location strategy can include a meeting room ("war room") with electronic communication devices and other conveniences that enhance communication and a sense of community
- 34. 34 www.pmtutor.org Poweredby POeT Solvers Limited DEVELOP PROJECT TEAM Tools & Techniques Recognition and Rewards The original plans concerning ways to reward people are developed during Human Resource Planning. Process involves recognizing & rewarding only desirable behavior, e.g. need to work overtime because of poor planning should not be rewarded (undesirable behavior) Win-lose (zero sum) rewards that only limited number of project team members can achieve, e.g. employee of the month etc. (can hurt team cohesiveness) Rewarding win-win behavior that everyone can achieve tends to increase support among team members
- 35. 35 www.pmtutor.org Poweredby POeT Solvers Limited DEVELOP PROJECT TEAM OUTPUTS Team Performance Assessment Informal or formal evaluation of a team's effectiveness can include indicators like: Improvements in skills that allow a person to perform assigned activities more effectively Improvement in competencies and sentiments that help team perform better as a group Reduced staff turnover rate Enterprise Environmental Factors Updates
- 36. 36 www.pmtutor.org Poweredby POeT Solvers Limited TYPES OF POWER Power is the potential ability to influence behavior to get people to do things they would not normally do. Types of Power Legitimate (Formal) -based on actual or perceived position e.g. boss or boss‘s spouse Coercive-based on fear of punishment (normally used as the last resort) Reward -based on reward possibility (great to use). To be effective, rewards should be based on activities & performance under a person's control. Reward must have clear criteria with planned systems of evaluation. Reward must be awarded in public. Expert –Exert power based on your expertise or knowledge (great to use) Referent - Ability to influence other through charisma
- 37. 37 www.pmtutor.org Poweredby POeT Solvers Limited STAGES OF TEAM DEVELOPMENT Stages of Team development Project Manager’s style to match the stage Forming Directing Storming Coaching Norming Supporting Performing Delegating Adjourning Relieving
- 38. 38 www.pmtutor.org Poweredby POeT Solvers Limited TYPE OF ROLES PLAYED BY PROJECT TEAM MEMBERS Supportive Destructive Initiators Aggressor Information Seekers Dominator Information Givers Devil’s Advocate Encouragers Topic Jumper Clarifiers Recognition Seeker Harmonizers Withdrawer Consensus Takers Blocker Gate Keepers
- 39. 39 www.pmtutor.org Poweredby POeT Solvers Limited MANAGEMENT STYLES Autocratic Management by authority vs. Consensus Good For Weakness Mature, well-defined projects Limits staff bye-in leading to low morale When quick decisions are needed Possible arbitrary decision Laissez-Faire – Meaning “to let do” - Minimal or no interference by authority Good For Weakness Innovative projects Confusion about project objectives Projects with high morale, self- motivated staff – promotes creativity Inability to make decisions
- 40. 40 www.pmtutor.org Poweredby POeT Solvers Limited MASLOW’S HIERARCHY OF NEED
- 41. 41 www.pmtutor.org Poweredby POeT Solvers Limited MANAGEMENT THEORIES MANAGEMENT THEORIES McGregor's Theory Theory X Workers viewed as inherently self-centered, lazy Traditional view of management; top-down. Managers control & micromanage the workers Theory Y People will perform their best if they are properly motivated Workers viewed as willing & eager to accept responsibility Managers create environment that aids workers in achieving goals
- 42. 42 www.pmtutor.org Poweredby POeT Solvers Limited MANAGEMENT THEORIES
- 43. 43 www.pmtutor.org Poweredby POeT Solvers Limited MANAGEMENT THEORIES HYGIENE FACTORS Absence of proper hygiene factors are linked to dissatisfaction at the work-place. Examples of Hygiene factor are: • company policies & job security • pay, remuneration, salaries • working conditions • supervision MOTIVATING FACTORS When they exist, team members have a good time at their place of work. It includes, • sense of achievement & recognition for things done • opportunity for growth & advancement • responsibility & stimulating work
- 44. 44 www.pmtutor.org Poweredby POeT Solvers Limited HUMAN RESOURCE PROCESSES Processes by process group Planning Executing 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team
- 45. 45 www.pmtutor.org Poweredby POeT Solvers Limited MANAGE PROJECT TEAM HOW SHOULD YOU MANAGE YOUR PROJECT TEAM? Track & appraise team member performance Provide feedback Observe team behavior, manage conflict & resolve issues Coordinate changes to enhance project performance As a result of managing the project team, staffing management plan is updated, change requests are submitted, issues are resolved, input is given to organizational performance appraisals, and lessons learned are added to the organization’s database. Management of the project team is complicated when team members are accountable to both a functional manager and the project manager within a matrix organization Effective management of this dual reporting is often a critical success factor for the project, and is generally the responsibility of the project manager
- 46. 46 www.pmtutor.org Poweredby POeT Solvers Limited MANAGE PROJECT TEAM INPUTS • Human Resource management plan • Project Staff Assignment • Team performance assessment • Issue Log • Work Performance reports • Organizational process assets OUTPUTS • Enterprise environmental factors updates • Organization process assets updates • Change Requests • Project management plan updates • Project Document Updates TOOLS & TECHNIQUES • Observation & conversation • Project performance appraisals • Conflict management • Interpersonal skills
- 47. 47 www.pmtutor.org Poweredby POeT Solvers Limited MANAGE PROJECT TEAM INPUTS Human Resource Management Plan Project staff assignments Team performance assessments Issue log Work Performance Reports Organizational Process Assets
- 48. 48 www.pmtutor.org Poweredby POeT Solvers Limited MANAGE PROJECT TEAM – T&T Observation and Conversation Stay in touch with the work & attitudes of project team members The PM team members monitors indicators such as : progress toward project deliverables accomplishments that are source of pride for team members interpersonal issues Issue Log As issues arise in course of managing the project team, a written log can document persons responsible for resolving specific issues by a target date
- 49. 49 www.pmtutor.org Poweredby POeT Solvers Limited MANAGE PROJECT TEAM TOOLS & TECHNIQUES Project Performance Appraisals Need for formal or informal appraisals depends on length and complexity of project, organizational policy, labor contract requirements, and the amount and quality of regular communication Evaluation information can be gathered from people who interact with project team members using 360-degree feedback principles (where feedback is provided to the person being evaluated from many sources, including superiors, peers & subordinates) Objectives for conducting performance appraisals include: • Re-clarification of roles & responsibilities •Structured time for team members receive positive feedback in what might otherwise be a hectic environment • Discovery of unknown or unresolved issues • Development of individual training plans • Establishment of specific goals for future time period
- 50. 50 www.pmtutor.org Poweredby POeT Solvers Limited MANAGE PROJECT TEAM – T&T Conflict Management • Successful conflict management results in greater productivity and positive working relationships • Common sources of conflict include scarce resources, scheduling priorities & personal working styles • Conflict reduction techniques include team ground rules, group norms, and solid project management practices, like communication planning & role definition • Differences of opinion can be healthy, can lead to increased creativity and better decision-making, if managed properly When the differences become a negative factor: • project team members are initially responsible for solving their own conflicts • if escalates, then PM should help facilitate a satisfactory resolution • conflicts should be addressed early, usually in private, using a direct & collaborative approach
- 51. 51 www.pmtutor.org Poweredby POeT Solvers Limited MANAGE PROJECT TEAM TOOLS AND TECHNIQUES Conflict Resolution Techniques • Forcing (Win/lose) - one person forces solution on the other parties • Smoothing (accommodating) (lose/lose) - attempts are made to make conflict appear less important than it is • Compromise (negotiating) (neutral/neutral) - each party gives up something to reach a solution • Withdrawal (avoiding) (lose/lose) - one party gives up & refuses to discuss the conflict, which is probably the worst technique • Confrontation (collaboration/problem solving) (win/win) - the only true and best solution -a fact finding mission results in some possible solutions which are chosen from
- 52. 52 www.pmtutor.org Poweredby POeT Solvers Limited MANAGE PROJECT TEAM TOOLS AND TECHNIQUES Issue Log Issues arise in course of managing project team. A written log documents and helps monitor who is responsible for resolving specific issues by a target date. Issue resolution addresses obstacles that can block the team from achieving its goals. Interpersonal Skills Project managers use combination of technical, human, and conceptual skills to analyze situations and interact appropriately with team members. This aids PM capitalizing on the strengths of all team members (read Appendix X3 in PMBOK).
- 53. 53 www.pmtutor.org Poweredby POeT Solvers Limited MANAGE PROJECT TEAM OUTPUTS Enterprise Environmental Factors Updates EEF that may require updates as a result of the Manage Project Team process include, but are not limited to: Input to organizational performance appraisals, and Personnel skill updates Organizational Process Assets (Updates) Organizational process assets that may require updates as a result of the Manage Project Team process include, but are not limited to: • Historical information and lessons learned documentation • Template, and • Organizational standard processes
- 54. 54 www.pmtutor.org Poweredby POeT Solvers Limited MANAGE PROJECT TEAM OUTPUTS Change Requests • Staffing changes, whether by choice or by uncontrollable events Project Management plan (Updates) • Updates to Staffing Management Plan – they include new roles, training, reward decisions
- 55. 55 www.pmtutor.org Poweredby POeT Solvers Limited HUMAN RESOURCE QUIZ Quiz You're the Project Manager for a one-year construction project. The project is a quarter done and your team consists of six sellers and 25 company employees. To understand who is responsible for what work, you would look at the: A. Resource histograms B. Bar chart C. Responsibility assignment matrix D. Project organization chart
- 56. 56 www.pmtutor.org Poweredby POeT Solvers Limited HUMAN RESOURCE QUIZ Answer C is the answer. The responsibility assignment matrix maps who will do what work. The resource histogram show the number of resources used in each time period. The bar chart, in its pure form, shows only activity and calendar dates. An organizational chart shows who reports to whom.