11

Chapter 4 and 5Organizing And Staffing

The Project

Office And Team

22

Human Resources Issues in Human Resources Issues in PMPM• Identify, document project roles, Identify, document project roles,

responsibilities, and reporting relationshipsresponsibilities, and reporting relationships

• Develop a “Develop a “staffing management planstaffing management plan””– How and when project team members will be How and when project team members will be

acquiredacquired– How to release them from projectsHow to release them from projects– Identification of training needsIdentification of training needs– RewardsRewards– Safety issuesSafety issues

33

Project PersonnelProject Personnel• A project managerA project manager

• An assistant project manager An assistant project manager

• A project (home) office (PMO)A project (home) office (PMO)

• A project teamA project team

44

Human Resource tools and Human Resource tools and techniquestechniques

• Hierarchical-type organizational Hierarchical-type organizational ChartChart

• Resource Breakdown Structure (RBS)Resource Breakdown Structure (RBS)– Helpful in tracking costHelpful in tracking cost– It is used to breakdown the project by It is used to breakdown the project by

type of resourcestype of resources•Ex: welders Ex: welders welding equipment welding equipment for for

metal sheetsmetal sheets

55

• Matrix Based chartsMatrix Based charts– Responsibility Assignment MatrixResponsibility Assignment Matrix

66

DefinitionsDefinitions

• AuthorityAuthority is the right of an individual is the right of an individual to make the necessary decisions to make the necessary decisions required to achieve his objectives or required to achieve his objectives or responsibilities.responsibilities.

• ResponsibilityResponsibility is the assignment for is the assignment for completion of a specific event or completion of a specific event or activity.activity.

• AccountabilityAccountability is the acceptance of is the acceptance of success or failure.success or failure.

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Responsibility Assignment Matrix

Raw Material Procurement

Prepare bill of materials

Contact vendors

Visit vendors

Prepare purchase orders

Authorize expenditures

Place purchase orders

Inspect raw materials

Quality control testing

Update inventory file

Prepare inventory report

Withdraw Materials

Project Manager

Project Office

Team

Mem

berD

epartment

Manager

Project Sponsor

LEGEND

General Management responsibilitySpecialized ResponsibilityMust be consultedMay be consultedMust be notifiedMust approve

88

Staffing QuestionsStaffing Questions• Who should be a member of the project team?Who should be a member of the project team?

– InternalInternal– ExternalExternal– ContractedContracted

• Who should be a member of the project office?Who should be a member of the project office?• What problems can occur during recruiting What problems can occur during recruiting

activities?activities?• What can happen downstream to cause the loss What can happen downstream to cause the loss

of key team members?of key team members?

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Project Manager Project Manager SelectionSelection• A project manager is given a license to A project manager is given a license to

cut across several organizational lines. cut across several organizational lines. • A leaderA leader

• General management has selected and General management has selected and appointed him.appointed him.

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Project ManagerProject ManagerResponsibilitiesResponsibilities• To “negotiate” To “negotiate”

• To resolve all conflicts, if possibleTo resolve all conflicts, if possible

• To produce the end-itemTo produce the end-item

• To make all required decisionsTo make all required decisions

• To meet contractual profit objectivesTo meet contractual profit objectives

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““Accidental” Project Accidental” Project ManagersManagers

• Neither well defined nor well-Neither well defined nor well-understood career pathunderstood career path

• Responsibilities by happenstanceResponsibilities by happenstance

• No formal procedure for selecting No formal procedure for selecting and training project managersand training project managers

• Loosely defined bosses Loosely defined bosses

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What Information was PM never given What Information was PM never given that could have made the job easier?that could have made the job easier?

• Understand the context of project Understand the context of project managementmanagement

• Recognize project team conflict as Recognize project team conflict as progressprogress

• Understand who the real stakeholders are Understand who the real stakeholders are

• Accept the political nature of Accept the political nature of organizations and use it to your organizations and use it to your advantageadvantage

1313

Lead from the front; the view is Lead from the front; the view is better!better!

1414

• Understand what “success” meansUnderstand what “success” means

• Build and maintain a cohesive teamBuild and maintain a cohesive team

• Enthusiasm and Despair are both Enthusiasm and Despair are both infectiousinfectious

• One look forward is worth two looks One look forward is worth two looks backback

• Remember what you are trying to doRemember what you are trying to do

• Use time carefully or it will use youUse time carefully or it will use you

• Above all, plan, plan, planAbove all, plan, plan, plan

1515

Communications Communications DefinedDefined• Effective project communication is Effective project communication is

needed to ensure that we get the right needed to ensure that we get the right information to the right person at the information to the right person at the right time using the right media and the right time using the right media and the right format and in a cost-effective right format and in a cost-effective manner.manner.

1616

PM Communications PM Communications ResponsibilityResponsibility• The project manager must know:The project manager must know:

– What kind of message to sendWhat kind of message to send– To whom to send the messageTo whom to send the message– How to translate the message into a How to translate the message into a

language that all can understandlanguage that all can understand

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“ “ Teamwork is a lot of people doing what I Teamwork is a lot of people doing what I say.”say.”

Anonymous BossAnonymous Boss

1818

Acquiring Project TeamAcquiring Project Team

• Process of obtaining the human Process of obtaining the human resources needed to complete the resources needed to complete the projectproject– AvailabilityAvailability– AbilityAbility– ExperienceExperience– InterestsInterests– Cost Cost

1919

Team SkillsTeam Skills• Team members committed to the programTeam members committed to the program

• Good interpersonal relations and team Good interpersonal relations and team spiritspirit

• The necessary expertise and resourcesThe necessary expertise and resources

• Clearly understood goals and program Clearly understood goals and program objectivesobjectives

• Involved and supportive Involved and supportive

• Open communication among team Open communication among team members and support organizationsmembers and support organizations

2020

Tools to acquire project Tools to acquire project teamteam

• Pre-assignmentPre-assignment

• Negotiation withNegotiation with– Functional managersFunctional managers– Other project teamsOther project teams

• Consultants, subcontracting (in case Consultants, subcontracting (in case of lack of expertise)of lack of expertise)

• Virtual teamsVirtual teams

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Virtual TeamsVirtual Teams

• Teams of people from the same company Teams of people from the same company live in widespread geographic areaslive in widespread geographic areas

• Add special expertise to a project teamAdd special expertise to a project team• Incorporate employees who work from Incorporate employees who work from

home officeshome offices• Teams with different shifts or work hoursTeams with different shifts or work hours• Reduce cost of travelingReduce cost of traveling• Requires technologyRequires technology

2222

Tools for managing project Tools for managing project teamsteams

• Observation and conversationObservation and conversation– Progress towards project deliverableProgress towards project deliverable– AccomplishmentsAccomplishments– Interpersonal issuesInterpersonal issues

• Project performance appraisalsProject performance appraisals– 360-degree feedback regarding performance360-degree feedback regarding performance

• From superiors, peers and subordinatesFrom superiors, peers and subordinates

• Conflict management (scarce resources, Conflict management (scarce resources, scheduling priorities, work styles)scheduling priorities, work styles)

2323

Projects progress quickly until Projects progress quickly until they become 90% complete: they become 90% complete:

then they remain 90% complete then they remain 90% complete forever.forever.

2424

Documentation Documentation • Individually oriented media: These Individually oriented media: These

include letters, memos, and reports.include letters, memos, and reports.

• Legally oriented media: These include Legally oriented media: These include contracts, agreements, proposals, contracts, agreements, proposals, policies, directives, guidelines, and policies, directives, guidelines, and procedures.procedures.

• Organizationally oriented media: These Organizationally oriented media: These include manuals, forms, and brochures.include manuals, forms, and brochures.

2525

Lessons Learned Lessons Learned documentation documentation • Documentation of knowledge learned Documentation of knowledge learned

during the implementation of a projectduring the implementation of a project– Procedures, documents, drawings, plans,..Procedures, documents, drawings, plans,..– Skills Skills – MistakesMistakes– IssuesIssues– Task descriptions, memos, meeting Task descriptions, memos, meeting

minutes, etc.minutes, etc.

2626

Conflict Resolution Conflict Resolution SkillsSkills• Understand interaction of the Understand interaction of the

organizational and behavioral organizational and behavioral elements in order to build an elements in order to build an environment conducive to their environment conducive to their team’s motivational needs. team’s motivational needs.

• Communicate effectively with all Communicate effectively with all organizational levels regarding both organizational levels regarding both project objectives and decisions. project objectives and decisions.

2727

Conflict Resolution Conflict Resolution Skills Skills (Continued)(Continued)

• Recognize the determinants of conflict Recognize the determinants of conflict and their timing in the project life cycle. and their timing in the project life cycle.

2828

MeetingsMeetings• Meetings can be classified Meetings can be classified

according to their frequency of according to their frequency of occurrence:occurrence:– The daily meeting where people work together The daily meeting where people work together

on the same project with a common objective on the same project with a common objective and reach decisions informally by general and reach decisions informally by general agreement.agreement.

– The weekly or monthly project meeting where The weekly or monthly project meeting where members work on different but parallel members work on different but parallel projects and where there is a certain projects and where there is a certain competitive element and greater likelihood competitive element and greater likelihood that the chairmen will make the final decision that the chairmen will make the final decision by himself/herself.by himself/herself.

2929

Meetings Meetings (Continued)(Continued)

– The irregular, occasional, or “special The irregular, occasional, or “special project” meeting, composed of people project” meeting, composed of people whose normal work does not bring them whose normal work does not bring them into contact and whose work has little or into contact and whose work has little or no relationship to the others.no relationship to the others.

3030

How to Train Project How to Train Project ManagersManagers

• Experiential learning (60%)Experiential learning (60%)

• Formal education and courses (20%)Formal education and courses (20%)

• Professional activities, seminars Professional activities, seminars (10%)(10%)

• Readings (10%)Readings (10%)

3131

Special Special RequirementsRequirements• Part-time versus full-time assignmentsPart-time versus full-time assignments

• Several projects assigned to one Several projects assigned to one project managerproject manager

• Projects assigned to functional Projects assigned to functional managersmanagers

• The project manager’s role retained by The project manager’s role retained by the general managerthe general manager

3232

RisksRisks

• The greater the project manager’s The greater the project manager’s technical expertise, the higher the technical expertise, the higher the propensity that he will overly involve propensity that he will overly involve himself in the technical details of the himself in the technical details of the project.project.

3333

Risks Risks (Continued)(Continued)

• The lower the project manager’s The lower the project manager’s technical expertise, the more likely it is technical expertise, the more likely it is that he will overstress the non-that he will overstress the non-technical project functions technical project functions (administrative functions).(administrative functions).

3434

Special ProblemsSpecial Problems• Personnel connected with Personnel connected with project formsproject forms

of organization suffer more anxieties of organization suffer more anxieties about possible loss of employment than about possible loss of employment than members of functional organizations.members of functional organizations.

• Individuals temporarily assigned to Individuals temporarily assigned to matrix organizationsmatrix organizations are more are more frustrated by authority ambiguity than frustrated by authority ambiguity than permanent members of functional permanent members of functional organizations.organizations.

3535

Special Problems Special Problems (Continued)(Continued)

• Personnel connected with Personnel connected with project formsproject forms of organization of organization worry more about being set back worry more about being set back in their careers than members of in their careers than members of functional organizations.functional organizations.