Human resource management is important for construction projects. It involves three major processes: organizational planning, staff acquisition, and team development. Organizational planning identifies project roles and responsibilities. Staff acquisition ensures needed labor resources are available. Team development enhances stakeholders' abilities to contribute and maintain a functional team through training and team-building activities. Project managers must balance responsibilities to functional managers and the project. Conflicts can arise from competing schedules, priorities, and resources, so leadership and communication are important.

1. Human Resource
Management for Construction
Projects
Jayadeva de Silva
M.Sc.FIPM,FITD

2. •Welcome

4. – Introduction
The Definition of Project
• Project – temporary endeavor undertaken to create a
unique product or service
• Has a definite beginning and end and interrelated
activities
• Under the restriction of resources
• For some purpose of a organization or even a person.

5. Typical Projects
• R & D projects
• BPR and Reorganization
• Information system integration
• Construction and Engineering
• Scientific research and Dissertation
• Olympic Games and other sports games
• Every kind shows and performance
– Introduction

6. – Introduction
The Characteristics of a Project
• Products or Service are unique – -
– Progressively: proceeding in steps
– Elaborated: worked with care and detail
• The work is temporary.
– Time limited
– There are resource restrictions.

7. . The Definition of Project Management
• Project Management is the overall planning, control
and coordination of project from inception to
completion.
• Project Management focus on completing project
on-time, within the allotted budget and defined
scope, and satisfying the required quality standard.
- Introduction

8. - Introduction
The Methods and Tools of PM
• Project Management should apply of knowledge,
skills, tools and techniques to project activities in
order to meet or exceed stakeholder needs and
expectations from a defined project –balancing and
integrating the following:
– Scope, time, cost, and quality
– Stakeholders’ expectations
– Requirements (needs) vs. unidentified requirements
(expectations)

9. - Introduction
The difference between Program and Project
• Programs adopt new set of objectives and continue to work;
Projects cease when declared objectives have been attained
• Programs are groups of projects managed in a coordinated
way to obtain benefits not available from managing the
projects individually
• Most programs have elements of ongoing operations
– Series of repetitive or cyclical undertakings
• Projects is no ongoing operation, are often divided into
“subprojects” for more manageability
– Often contracted out to external organizations

10. Project Management Body of Knowledge
– Project integration management
– Project scope management
– Project time management
– Project cost management
– Project quality management
– Project human resource management
– Project communication management
– Project risk management
– Project procurement management
All these make up a knowledge system of PM
- Introduction

11. Project Cost
Management,
Project Time
Management,
Project Quality
Management
Project Risk
Management
Project Communication
Management
Project Procurement
Management
Project Integration
Management
Project Human
Resource Management
Project Scope
Management
The System of PMBOK

12. General
management
knowledge and
practices
Application
area knowledge
and practices
Generally
accepted PM
knowledge
and practices
PMBOK
The relationship of the knowledge

13. – Project Management Context
1. Project Life Cycle
• Project Life Cycle defines or tells:
– The phases of the project (time)
– The work performed in each phase (work)
– The input and output of each phase (result)
– The milestone of each phase (end sign)
• Common Characteristics of Project Life Cycles:
– Cost and Staffing levels are low at start and move higher towards the end
– Probability of successfully completing project is low at beginning, higher
towards the end as project continues
– Stakeholder influence is high at the beginning and progressively lowers as
project continues

14. Phase 1 Phase 2 Phase 3 Phase 4
Project ”go” decision
Major contract let
Installation
substantially complete
Full operation
Feasibility
study
－suggestion
－feasibility
－pre-design
－approve
Planning &
Design
－tech-design
－cost estimate
－scheduling
－contracting
－plan details
Execution
－fabrication
－construction
－installation
－trial
Turnover
－final testing
－maintenance
Percentage
Complete
100%

15. Project Human Resource
Management
Jayadeva de Siva
M.Sc,FIPM,FITD

16. – Human Resource Management
. Project Human Resource Management
– Processes required to make the most efficient use of
people involved with the project (stakeholders)
– 3 major processes:
• Organizational Planning
• Staff Acquisitions
• Team Development
– Keep in mind of transient (time limited and only one time)
nature of projects for its HRM
– Ensure HR compliance with project management activities

17. – Human Resource Management
. Project Human Resource Management
– 1,9 manager = good relationship with team
– Project Organization
• Conflict between PM and Functional Managers
• Dual allegiance (two boss) of team members
– Compromise =otherwise both sides will lose
– Delegation
– If there is a team of experts, PM decisions will promote
high satisfaction
– Functional/Project Managers likely to exercise:Power,
Authority and Influence

18. – Human Resource Management
Organizational Planning
– Identifying, documenting and assigning project
roles, responsibilities, and reporting relationships
• Individual and group assignments
• Internal and external employees
• Linked with communication planning

19. – Human Resource Management
Organizational Planning
• Inputs
– Project Interfaces
• Organizational interfaces – formal and informal reporting relationships
among organizational units (the enterprise)
• Technical interfaces - formal and informal reporting relationships among
technical disciplines,Engineers, manufacturers(stakeholder)
• Interpersonal interfaces – formal and informal reporting relationships
among individuals (project)
– Staffing Requirements – define skill sets for individual/group in
particular time frames
– Constraints – factors that limit project team’s options
• Organizational structure (strong vs. weak matrix)
• Collective bargaining agreements – contractual arrangements
• Preferences of project management team
• Expected staff assignments

20. – Human Resource Management
Organizational Planning
• Tools & Techniques
– Templates – reuse a similar project’s role and responsibility
definitions
– Human Resource Management Practices – corporate
policies, guidelines, and practices
– Organizational Theory – how organizations are structured
(functional, projectized,matrix)
– Stakeholder Analysis – needs of stakeholders are ensured

21. – Human Resource Management
Organizational Planning
• Outputs (continued)
– Role and Responsibility Assignments
• Utilizes a Responsibility Assignment Matrix (RAM) to define
responsibility for each item in the Work Breakdown Structure/task
or activity list
• Roles and responsibilities
– Project Manger – plan, estimate and schedule of project
– Team – help prepare the WBS, Network Diagrams, and
estimate time for tasks, complete tasks
– Senior Management – approve Overall project plan, budget
and schedule and to approve any changes that are made to
those figures
– The person experiencing the problem must try to solve it
themselves as long as means are in their control

22. Organizational Planning
• Outputs (continued)
– Staffing Management Plan
• when and how personnel are included and removed from the
project team.
• Resource leveling, reduce transition periods, eliminate “dead time”
between assignments, sensitivity to morale
– Organizational Chart
• Organization chart can display the project reporting relationships.
• An Organizational Breakdown Structure (OBS) is a specific type of
organization chart that shows which organizational units are
responsible for which work items.
– Supporting Detail
• Organizational impact,Job descriptions,Training needs
– Human Resource Management

23. – Human Resource Management
Staff Acquisition
– Ensure labor and human resources are available for project work
– Involve getting the human resources needed (individuals or groups)
and assigned to or working on the project.
• Inputs
– Staffing Management Plan
– Staffing Pool Description
• Previous experience
• Personal interests
• Personal characteristics
• Availability
– Recruitment Practices

24. – Human Resource Management
. Staff Acquisition
• Tools & Techniques
– Negotiations with functional managers and other teams
(Staff utilization and corporate politics)
– Pre-assignment – result of a competitive proposal, or an
internal initiative
– Procurement – outside services are needed (lacking
internal skills or availability can not be met)

25. Staff Acquisition
• Outputs
– Project staff assigned
– Project Team Directory – contact list
– Human Resource Management

26. – Human Resource Management
Team Development
– Enhancing stakeholders to contribute along with
maintaining the project team’s functionality
– Personal development is the foundation
– Team members often balance responsibilities to a
functional manager and project manager
– Critical to success of project

27. – Human Resource Management
Team Development
• Inputs
– Project Staff
– Project Plan
– Staffing Management Plan
– Performance Reports
– External Feedback
• Periodic measurements of performanc

28. – Human Resource Management
. Team Development
• Tools & Techniques
– Team-building activities
– General Management Skills
– Reward and recognition systems
• Promote desired behavior
• Must be achievable; apply to the project
• Cultural differences recognition
– Co-location – place members in physical location
– Training – enhance skills, knowledge, and capabilities of
project team
• Must be factored in cost analysis of project

29. – Human Resource Management
Team Development
• Outputs
– Performance Improvements
• Individual skills
• Team Behavior
• Identify more efficient methods of work
– Input for performance appraisals

30. Other things for HRM
– Conflict
• Inevitable consequence of organizational interactions
• Can be beneficial
• Resolved by identifying the causes and problem solving by people
that are involved & their immediate manager
• Nature of project
• Limited power of the project manager
• Necessity for obtaining resources from functional managers
– Conflict Sources (in order of frequency)
• 1)Schedules, 2)Project Priorities, 3)Resources,4)Technical opinions,
5)Administrative Procedures,6)Cost,7)Personality
– Human Resource Management

31. – Human Resource Management
. Other things for HRM
• Conflict Avoiding
– Informing the team
– Clearly assigning tasks without ambiguity
– Challenging and interesting work assignments
• Leadership Skills
– Directive, Facilitating, Coaching, Supportive
• Projectized Organization
– Conflict between PM and Functional Managers
– Dual Allegiance of team members
– Complex prioritization of resources
– Loss of developed procedures on project dissolution

32. – Project Communications Management
Project Communications Management
– Processes to ensure timely and proper generation,
collection, dissemination and disposition of project
information
– General communications management
• Communications Planning – determining informational needs, who
needs what and when; 90% of PM’s time is spent on
communicating
• Information Distribution – making information available
• Performance Reporting – collecting and disseminating project
information
• Administrative Closure – formalize project/phase completion
(continued)

33. Project Communications Management
– Communication Methods
• Pick the form of communication that is best for the
situation
– Formal Written – complex problems, all plans, communicating
over long distances
– Formal Verbal – presentations, speeches
– Informal Written – memos, e-mail, notes
– Informal Verbal – meetings, conversations
– Communication Blockers
• Noise, Distance, Improper en-coding, “bad idea”, Hostility,
Language, Culture
– Project Communications Management

34. – Project Communications Management
Communications Planning
– Determining information requirements of stakeholders
– Tightly linked with organizational planning
– There are 5 directions of communication
• Top down
• Bottom up
• The peer
• Internal
• External
– Complex messages need oral, written and non verbal
methods
– Least effective form of communication for complex
situations is verbal and formal

35. – Project Communications Management
. Information Distribution
• Tools & Techniques
– Communication Skills
• used to exchange information. Sender is responsible for clarity;
receiver is responsible for receipt and understanding
– Information retrieval systems
• filing systems, software
– Information distribution systems
• meetings, correspondence, networked databases, video/audio
conferencing
• Outputs
– Project Records
• maintained in an organized fashion

36. – Project Communications Management
. Performance Reporting
– Collecting and disseminating performance indicators to
provide stakeholders information how resources are
achieving project objectives
• Status reporting
• Progress reporting
• Forecasting
• Variance Report (actual results vs. planned)
• Earned Value
• Project scope, schedule, cost and quality, risk and procurement

37. – Project Communications Management
Performance Reporting
• Inputs
– Project Plan
– Work Results – deliverables completed, %
completed, costs incurred
– Other Project records

38. – Project Communications Management
Performance Reporting
• Tools & Techniques
– Performance review meetings(to assess status)
– Variance Analysis (comparing actual results to planned)
– Trend Analysis (to determine future performance)
– Earned Value Analysis
• integrates scope, cost and schedule measures
• calculate 3 keys:
– Budgeted Cost of Work (BCWS)
– Actual Cost of Work Performed (ACWP)
– Earned Value (Budgeted Cost of Work Performed – BCWP)
» Cost Variance (CV) = BCWP – ACWP
» Schedule Variance (SV) = BCWP – BCWS
» Cost Performance Index (CPI) = BCWP/ACWP
– Information Distribution Tools & Techniques

39. – Project Communications Management
Performance Reporting
• Outputs
– Performance Reports – organize and summarize
information gathered and present results
• Bar charts, Gantt charts, S-curves, etc.
– Change Requests – handled as part of change
control

40. Supplement – Professional Responsibility
Understand Project Management Professional Code of
Conduct
– Ethics
– Legal Issues
– Cultural Sensitivity
– Managing conflicts of interest

41. Supplement – Professional Responsibility
Integrity(honesty) and Professionalism
– Understand the legal requirements surrounding the
practice of projects
– Know ethical standards that should govern the behavior of
project managers
– Comprehend the values of the community and the various
project stakeholders
– Practice proper judgment in the pursuit of successful
project work
– Compliance with all organizational rules and policies
• Upon a reasonable and clear factual basis report violations
• Responsibility to disclose circumstances that could be construed as
a conflict of interest or appearance of impropriety

42. Supplement – Professional Responsibility
. Integrity and Professionalism
– Provide accurate and truthful representation to the public
– Maintain and satisfy the scope and objectives of
professional services
– Maintain the confidentiality of sensitive information
– Ensure a conflict of interest does not compromise
legitimate interests of client/customer or interfere with
professional judgment
– Refrain from accepting gifts, inappropriate payments,
compensation for personal gain unless in conformity with
applicable laws or customs

43. Supplement – Professional Responsibility
Contribute to advancing the project management
profession
– Overall understanding of project management principles
– Understand the community and media surrounding
projects
– Knowledge of research strategies available and proper
communication techniques
– Learn to communicate and transfer knowledge effectively
as a coach and mentor and to use available research
strategies
– Respect and recognize intellectual property

44. Supplement – Professional Responsibility
Enhance Individual Competence
– Understand the project manager’s strengths and
weaknesses and learning style – become aware of
instructional processes and tools
– Know the useful competencies for project managers and
possible training
– Be able to perform self-assessment and competencies
development plan
– Ability to apply lessons learned

45. Supplement – Professional Responsibility
. Balance Stakeholder’s Objectives
– Understand the various competing stakeholders’
interests and needs
– Comprehend the conflict resolution techniques
useful in handling differing objectives
– Be able to resolve conflicts in a fair manner
– Exercise negotiation skills based on proper
information

46. Supplement – Professional Responsibility
Interact with team and stakeholders in a
professional and cooperative manner
– Understand cultural diversity, norms and
stakeholders’ communication styles
– Show flexibility towards diversity, tolerance and
self control
– Becoming empathetic to differences

47. Thank you for your
Support