bsbpmg405a apply human resource management approaches 1 apply human resource management approaches...

BSBPMG405A Apply Human Resource Management Approaches1

Apply Human ResourceManagement Approaches

Introduction to Human Resources

Certificate IV in Project Management 17871Qualification Code BSB41507

Unit Code BSBPMG405A


Project Human Resource Management• processes that organise, manage and lead the project team

Project Team• comprised of the people assigned roles and responsibilities for

completing the project• the composition of the project team changes during the different

phases of the project

Project Management Team• a subset of the Project Team, assists the Project Manager• responsible for project management and leadership activities

Project Human Resource Management

Adapated from PMBOK 4th Edition


Managing the Project Team

• Influencing the project teamBeing aware of human resource factors that may impact the

projectManaging – team environment, location, politics, cultural

issues, organisational factors

• Professional and ethical behaviourAll team members should follow ethical behavioursOften need to document expected values and behaviours

• HR legal frameworks and regulatory complianceBeing aware of and complying with HR laws, regulations,

policies and proceduresAdapated from PMBOK 4th Edition


Human Resource Management

LEGAL ENVIRONMENT


HRM Legal Frameworks in Australia

• As soon as you are responsible for the management of people, you need to ensure that you are aware of and comply with all relevant Human Resource Management legal frameworks

• There are various national, state, industry and organisation specific regulations including –

Federal LegislationFederal Regulations and GuidelinesState LegislationState Regulations and GuidelinesIndustry Specific Regulations and GuidelinesOrganisational Policies and Procedures


HRM Legal Frameworks in Australia

• As a people manager you can be held personally liable for breaches of legislation, regulations, guidelines and organisational policies and procedures.

• It is common knowledge that you can be convicted for not complying with HRM legislation and regulations, but recent cases have set precedents for court action where organisational policies and procedures have not been correctly followed.

• If your organisation has documented HRM policies and procedures that are not being followed, then legal action can be taken against the organisation and people leaders who have not implemented the policies and procedures correctly.


Fair Work Act 2009

• On 1 July 2009 Fair Work Australia began operations as part of a new national workplace relations system underpinned by the Fair Work Act 2009.

• Some of the significant changes in major areas such as -Agreement making Assistance for the low-paid Dismissal Dispute resolution General protections Good faith bargaining Industrial action—no formal start of bargaining Minimum wage setting National Employment Standards

• Visit www.fwa.gov.au for further information


Federal Discrimination Legislation

• The federal Parliament has passed a number of laws which aim to protect people from discrimination in public life and from breaches of their human rights -

Age Discrimination Act 2004 Disability Discrimination Act 1992 Human Rights and Equal Opportunity Commission Act 1986 Race Discrimination Act 1975 Sex Discrimination Act 1984

• The Australian Human Rights Commission administers these laws. They have the authority to investigate and conciliate complaints of discrimination and human rights breaches

• Visit www.hreoc.gov.au for further information


Age Discrimination

• The Age Discrimination Act 2004 helps to ensure that people are not treated less favourably on the ground of age in various areas of public life including:

employment provision of goods and services education administration of Commonwealth laws and programs

• The Act also provides for positive discrimination – that is, actions which assist people of a particular age who experience a disadvantage because of their age


Disability Discrimination

• The Disability Discrimination Act 1992 has as its major objectives to

eliminate discrimination against people with disabilities promote community acceptance of the principle that people

with disabilities have the same fundamental rights as all members of the community, and

ensure as far as practicable that people with disabilities have the same rights to equality before the law as other people in the community.


Race Discrimination

• The Racial Discrimination Act 1975 gives effect to Australia's obligations under the International Convention on the elimination of all forms of racial discrimination.

• Its major objectives are to - promote equality before the law for all persons, regardless of

their race, colour or national or ethnic origin, and make discrimination against people on the basis of their

race, colour, descent or national or ethnic origin unlawful.


Sex Discrimination

• The Sex Discrimination Act 1984 gives effect to Australia's obligations under the Convention on the Elimination of All Forms of Discrimination Against Women and certain aspects of the International Labour Organisation (ILO) Convention 156

• Its major objectives are to -promote equality between men and women eliminate discrimination on the basis of sex, marital status or

pregnancy and, with respect to dismissals, family responsibilities, and

eliminate sexual harassment at work, in educational institutions, in the provision of goods and services, in the provision of accommodation and the delivery of Commonwealth programs.


Other Federal Legislation

• Affirmative Action (Equal Employment Opportunity for Women) Act 1986

• Racial Hatred Act 1995

• Equal Opportunity for Women in the Workplace Act 1999

• Occupational Health and Safety (Commonwealth Employment) Act 1991

• Workplace Relations Act 1996

• Workplace Relations Regulations 1996

• Privacy Act 1988


State Based Legislation - NSW

• www.legislation.nsw.gov.au is the official NSW Government website for online publication of legislation and is provided and maintained by the Parliamentary Counsel’s Office

• Major NSW Human Resource legislation includes - Occupational Health and Safety Act 2000 Workers Compensation Act 1987


Occupational Health and Safety

• The objectives of the Occupational Health and Safety Act 2000 (NSW) are to -

secure and promote the health, safety and welfare of people at work protect people against workplace health and safety risks provide for consultation and cooperation between employers and

workers in achieving the objects of the Act ensure that risks are identified, assessed and eliminated or

controlled, develop and promote community awareness of occupational health

and safety issues, provide a legislative framework that allows for progressively higher

standards of occupational health and safety to take account new technologies and work practices

protect people against risks arising from the use of plant (ie. machinery, equipment or appliances).

Source - www.workcover.nsw.gov.au


Workers Compensation

• Workers compensation provides protection to workers and their employers in the event of a work related injury or disease.

• Through the workers compensation system injured workers may have an entitlement to weekly payments, lump sums for permanent impairment (and pain and suffering where applicable), payment of medical bills, provision of legal assistance to pursue a claim and intensive rehabilitation assistance

• All employers must have a workers compensation policy to insure themselves against compensation claims for workplace injuries if they pay more than $7,500 in wages, employ an apprentice or trainee, or are part of a group for premium purposes

• The NSW workers compensation system operates under the Workers Compensation Act 1987 and the Workplace Injury Management and Workers Compensation Act 1998



Workers Compensation in NSW

• The New South Wales workers compensation system comprises four elements -1. New South Wales WorkCover Scheme – which provides workers

compensation insurance through contracted Scheme Agents to employers operating in New South Wales.

2. SICorp (through the Treasury Managed Fund) – manages workers compensation, administration and financial liability for most public sector employers except those who are self-insurers.

3. Self-insurers – organisations with enough capital to underwrite, pay and manage their own claims. There are strict criteria that employers must meet prior to WorkCover granting a self-insurers licence.

4. Specialised insurers – underwrite workers compensation insurance risk for a specific industry or class of business or employers.



Bullying and Harassment

• Falls more under regulations or guidelines• Not specifically defined in legislation but normally falls

under Anti Discrimination• Bullying may not be unlawful under federal and state

anti-discrimination legislation• Can be hard to take action unless the harassment also

involves some form of obvious discrimination covered by law

• Often included in organisational HR policies and procedures

* Sourced from www.hreoc.gov.au


Bullying and Harassment

• Definition of workplace bullying is "the repeated less favourable treatment of a person by another or others in the workplace, which may be considered unreasonable and inappropriate workplace practice. It includes behaviour that intimidates, offends, degrades or humiliates a worker." (Source ACTUQ/QCCI/Qld Govt Dept of Workplace Health and Safety)

• Bullying behaviour may include - physical or verbal abuse yelling, screaming or offensive language excluding or isolating employees psychological harassment intimidation assigning meaningless tasks unrelated to the job giving employees impossible jobs deliberately changed work rosters to inconvenience particular employees undermining work performance by deliberately withholding information vital for

effective work performance * Sourced from www.hreoc.gov.au


Legislation Exercise

Fill in the blanks:

1. The ______________________________ Act provides the National Employment Standards.

2. _________________ means treating someone unfairly or unfavourably because of a personal characteristic such as their sex or race.

3. The _____________________________ Act promotes equality before the law for all persons, regardless of their race, colour or national or ethnic origin.

4. The ______________________________ Act protects people against risks arising from the use of plant (i.e. machinery, equipment or appliances).

5. ____________________________ provides protection to workers and their employers in the event of a work related injury or disease.

* Sourced from www.hreoc.gov.au


Organisational Policies and Procedures

• Most medium and large organisations have specifically documented Human Resource Management Policies and Procedures

• These must comply with relevant legislation and be followed by all people leaders in order to avoid legal action

• Why have them?Protect workers rights and safetyAvoid legal actionAssign some of the responsibility to people leaders


Common HR Policies and Procedures

• Equal Employment Opportunity

• Occupational Health and Safety

• Recruitment and Termination

• People Management

• Poor Performance Management

• Employee complaint procedures

• There may be others….it is your job to find them and follow them!


Human Resource Management

PERFORMANCE MANAGEMENT


Performance Management Lifecyle

EmployeeSeparation

Coaching &Mentoring

Career Planning

Remuneration& Recognition

Learning &Development

PerformanceObjectives &

Reviews

Induction &Probation

Recruitment &Selection

Employee PerformanceManagement


Before Recruitment & Selection

• Before you start recruitment and selection –Determine and agree the project scopeDefine the Work Breakdown StructureDefine the project team structureDetermine the vacanciesDevelop detailed position descriptionsUnderstand organisational policies & procedures

for recruitmentCheck preferred supplier list for recruitment

agencies


Position Descriptions

• Used to define and document the detailed responsibilities of particular roles

• Project roles often have a base or standard position description with a specific roles and responsibilities statement being tailored and produced for each project

Position Description

Role – Project ManagerDuties …..Preferred Experience….Mandatory Skills….Desirable Skills…..Qualifications….

Project 1

Role – Project Manager

Detailed deliverables

Detailed roles & responsibilities

Project 2




Project 3






• Basic Inclusions –Job TitleDepartmentReporting Line – up and downPurposeTeam SizeBudgetary AuthorityOther Authority LevelsSkills & ExperienceQualifications



• Other Common Inclusions –Salary RangeType of employment – contract, permanent, fixed termDetailed roles and responsibilitiesConditions and benefitsOrganisation overviewAccountabilitiesKey capabilities or competenciesMandatory knowledge, skills and experienceDesirable knowledge, skills and experiencePolicies and procedures to be followed


Steps for Recruitment & Selection

• Step 1: Identify the Vacancy

• Step 2: Review or Create Position Description

• Step 3: Obtain Approval if Required

• Step 4: Determine recruitment strategyResource poolInternal transfer or promotionExternal marketAdvertising methodRecruitment partner


• Step 5: Prepare Recruitment and Selection Materials

Selection criteriaInterview questionsReference questionsSkills testRecruitment Panel if required

• Step 6: Review Applicants and Prepare Short List

Remember HR Legislation & Regulations!!




• Step 7: Conduct Interviews and Selection Activities

• Step 8: Select Preferred Candidate and Commence Negotiations

• Step 9: Execute Employment Contract

• Step 10: Arrange Appointment and Organise Induction Process


Induction & Probation

• Company and Team based induction• Can be formal or informal• Cover policies and methodologies• Responsibility of direct line manager• Probation needs to be specified in employment contract• Need to monitor initial performance carefully• Can terminate at end of probationary period based on

poor performance


Performance Objectives & Reviews

• Objectives cascade from overarching business planning and strategy

• Individual objectives normally set annually and reviewed mid year

• Project objectives determined during scoping and flow through to project team members

• Need to link back to position description including roles and responsibilities

• Make SMART


Performance Objectives & Reviews

• Performance rated against agreed objectives

• Normally mid year and annual reviews

• Out of cycle reviews or projects

• Linked to remuneration and recognition

• Normally have a specific process for poor performance management


Learning & Development

• Not just about training courses

• Can also include self study, secondments, mentoring, coaching and on the job training

• Based on current role and future role requirements

• Agreed with direct manager and then the employees responsibility to implement


Remuneration & Recognition

• Links to performance review outcomes

• Can include –Salary increasesBonus paymentsFlexible working conditionsAwardsScholarships etc


Career Planning

• Normally available for high performers

• Planning for future roles including required skills and experience

• May involve secondments, additional training, mentoring and coaching


Coaching & Mentoring

• Can be incorporated into –Learning & DevelopmentRemuneration & Recognition

• Informal - organised by employee

• Formal – organised by company

• Mentors and mentorees need time allocated to the activity


Employee Separation

• Can be the result of –Poor performanceMajor breaches of policy and dishonestyResignation

• Normally involves a separation interview for resignations to identify underlying issues


Project Management Roles

PM ROLES & RESPONSIBILITIES


Project Roles

• There are many roles required on a project to ensure that all work items are completed

• Having the right roles and the right people in them gives the Project a better chance of achieving the project objectives and success criteria

Right Roles Right People Right Results


Project Management Roles (AIPM)

• There is a natural hierarchy of roles within the project management profession

• The AIPM’s competency framework has four levels -

Project Practitioner

Project Manager

Project Director

Executive Project Director

Source – AIPM Professional Competency Standards for Project Management, June 2008, Version 1


Project Management Roles (PMI)

• The PMI has a different hierarchy of project management roles –

Project Manager

Program Manager

Portfolio Manager

• The PMI also includes a project support function known as the Project Management Office

Source – PMBOK, 4th Edition


Project Management Definition

• Project ManagementThe application of the 9 defined project management

knowledge areas, skills, tools and techniques to deliver project requirements.

Project management typically includes identifying requirements, addressing stakeholder expectations to ensure the project is planned and executed correctly, balancing competing project constraints such as time, cost, quality and scope, and reducing the impact of risks and issues.

Source – Adapted from PMBOK, 4th Edition


Program Management Definition

• Program ManagementGrouping related projects in order to manage and co-

ordinate the outcomes and enhance the achievement of benefits.

Program management is the centralised and co-ordinated management of a set of related projects in order to achieve broad strategic objectives and benefits.

Program management focuses on the project interdependencies and determines the optimal approach to managing the projects in order to maximise the benefits.



Portfolio Management Definition

• Portfolio ManagementGrouping of a collection of projects or programs together so

they can be managed as a whole in order to achieve strategic business objectives.

Portfolio management refers to the centralised management of a collection of related projects and programs. This includes identifying, prioritising, authorising, managing and controlling projects and programs within the portfolio so that they align with the strategic business objectives.

The focus is on prioritisation of resource allocation so that the portfolio objectives are aligned to organisational strategies.



Project Management Office (PMO)

• Primary function of a PMO is to support project managers -

Managing shared resources

Specifying and developing the project management methodology, best practice, standards and tools

Coaching, mentoring, training and career management

Project assurance and compliance with methodologies and standards

Co-ordinating communication across projects and within the project management community

Assistance with project establishment and approval processes

Project reviews and health checks to ensure projects are running according to plans and expected outcomes



Project Managers vs PMOs

– Focuses on the specified project objectives

– Controls the assigned project resources to best meet project objectives

– Manages the constraints of the individual project (scope, time, cost, quality, risk etc)

– Manages major program scope changes to optimise achievement of broader business objectives

– Optimises the use of shared organisational resources across all projects in their jurisdiction

– Manages methodologies, standards, overall risks and interdependencies in their jurisdiction

Project Manager PMO




Human Resource Management Processes – Part 1




Project HR Management Processes – Part 1

PMBOK Project HR Management Processes -9.1 Develop Human Resource Plan

9.2 Acquire Project Team

9.3 Develop Project Team

9.4 Manage Project Team

Related processes from Project Integration Management –

4.2 Develop Project Management Plan

PMBOK 4th Edition


Project Manager’s Interpersonal Skills

What characteristics and personality traits would be desirable when selecting a Project Manager?

Source – PMBOK, 4th Edition, Appendix G Interpersonal Skills



• In addition to the ability to apply the 9 key knowledge areas, Project Managers require important interpersonal skills to assist in the effective management of projects, specifically in the achievement of project objectives and success criteria –

1. Leadership

2. Team Building

3. Motivation

4. Communication

5. Influencing

6. Decision Making

7. Political and Cultural Awareness

8. NegotiationSource – PMBOK, 4th Edition, Appendix G Interpersonal Skills



• This is the process of defining and documenting the actions necessary to prepare and integrate all subsidiary plans for each of the 8 key knowledge areas of project management.

• The planning processes for all project management key knowledge areas are normally performed at the same time this process, or expanded upon shortly afterwards

• The Human Resource Management Plan (9.1) for a project is developed concurrently with the development of the Project Management Plan (4.2)

Adapted from PMBOK 4th Edition

Initiation Planning Execution Close

Monitor

Control


9.1 Develop Human Resource Plan

• The process of identifying and documenting project roles, responsibilities, required skills and reporting relationships.

• The output is a Staffing Management Plan or a Human Resource Plan.

• HR planning determines and identifies the people and skills required for project success.

• Factors that influence HR planning include – competition for resources, scarce skills sets, project prioritisation

• Occurs during PlanningInitiation Planning Execution Close

Monitor

Control




• Inputs to Develop Human Resource Plan -

Work Breakdown Structure

Project Schedule including resources

Activity resource requirements (from Time 6.3)– Required people and competencies

Enterprise Environmental Factors– Organisation culture and structure– Existing human resources– Labour market conditions– Industrial Relations frameworks– HR legislation and regulations– Competency frameworks

Organisational Process Assets– HR policies and procedures– Templates for organisation charts and position descriptions– Competency frameworks– Lessons learned from previous projects




• Tools and techniques to Develop Human Resource Plan


OrganisationalCharts Workforce

PlanningPositionDescriptions

SubjectMatter

Experts

ResponsibilityAssignment

Matrix

Networking



Organisational Charts –traditional hierarchical organisational charts can be very

effective to show team members where the project fits within the overall organisational structure AND to depict the structure and reporting lines for the project

Project organisational charts are also known as Resource Breakdown Structures

Responsibility Assignment Matrix (RAM) -A matrix based organisational chart which is used to illustrate

responsibilities for deliverables and activities

It assigns project team members to deliverables and activities and also indicates their role for each deliverable



• Project Organisational Charts are designed to show project positions in relation to each other in the hierarchy

• Functional Organisational Charts can also be useful to show how the project team resources fit into other structures within the organisation

• It is common for a project team member to have a “project” reporting line and a “functional” reporting line or Line Manager

Project Organisational Charts


Example Project Organisational Chart


Project Org Chart – Samples

ProjectManager

TeamLeader 1

TeamLeader 2

TeamLeader 3

TeamMember 1

TeamMember 2

ProjectDirector

ProjectManager 1

ProjectManager 2

ProjectManager 3

TeamLeader 1

TeamLeader 2

TeamMember 2

TeamMember 2


Responsibility Assignment Matrix

• Definition of a Responsibility Assignment Matrix (RAM) –

– A structured table that relates the project organisation chart/structure to the work breakdown structure to help ensure that all components of the project scope have been assigned to a project team or team member

– It relates the activities and deliverables in the work break down structure to project team members and other people who have delivery responsibilities on the project.

– It helps to ensure project execution by assigning all components of the project’s scope to someone who is responsible for getting it done.



Different Types of RAMs

A

R

S

IC

A

P

R

IS

A

R

C

I

esponsible

ccountable

nformed

onsulted

nformed

esponsible

nformed

ign off onsulted

ccountable ccountable

ign off

esponsible

articipates


Example RACI Format

RACI Chart Team Members

Deliverable/

Activity

Project

Sponsor

Project

Manager

Team

Member 1

Team

Member 2

Team

Member 3

Project Charter R A I C I

Communication

PlanC R, A I I I

Human Resource

PlanI R A C C

Deliverable 1 I R I C A

Deliverable 2 C R C A I

Deliverable 3 I C R, A C C

R = Responsible, A = Accountable, C = Consult, I = Inform


Example RASIC Format

RACI Chart Team Members

Deliverable/

Activity

Project

Sponsor

Project

Manager

Team

Member 1

Team

Member 2

Team

Member 3

Project Charter R,S A I C I

Communication

PlanS R A C C

Human Resource

PlanI S R A C

Deliverable 1 I R I C A

Deliverable 2 C R C A I

Deliverable 3 I R, S A C C

R = Review, A = Accountable, S = Sign Off, I = Inform, C = Consult/Contribute



Position Descriptions –

Text document that details the roles and responsibilities of each team member or position

Project roles often have a base or standard position description with a specific roles and responsibilities statement being tailored and produced for each project


Position Description

Role – Project ManagerDuties …..Preferred Experience….Mandatory Skills….Desirable Skills…..Qualifications….

Project 1




Project 2




Project 3






Workforce Planning -Occurs prior to recruitment or resource acquisition

Typically associated with broad based planning of human resources in order to achieve an organisation’s strategic and business goals, can also be applied to projects

Aligns the human resource requirements in order to meet the objectives of the project based on the definition of the resources required for each activity in the schedule

People may be unsuitable in terms of skills and experience, in this case they can be retrained or retrenched and new people recruited

Project Managers do not always get to specify and select all of their people which can leave major capability gaps and increase risk on the project Adapted from PMBOK 4th Edition



Subject Matter Experts –Assistance in planning and selecting the people for a project

can be sought from the internal HR department, the Project Management Office and also external recruitment providers

There may be policies and procedures that make it necessary to involve the internal HR department in the process

Networking -Formal and informal interaction with the organisation and

project management community

Can be very useful at the beginning of a project in order to understand what resources are coming available and also for professional development of team members during the project




• Outputs of this process include – Human Resource Plan

– Roles and responsibilities– Authority levels– Competencies– Position Descriptions

Project organisation charts

Staffing Management Plan– Staff acquisition approaches– Resource calendars– Staff on boarding and release plan– Training needs– Performance management– Recognition and reward framework– Compliance with regulations and policies– Occupational Health and Safety



Human Resource or Staffing Management Plan

• The Human Resource Plan and/or Staffing Management Plan are the critical outputs of this process, they are often combined into the one deliverable

• Common inclusions in the Human Resource Plan –– Roles and responsibilities– Authority levels– Competencies– Position Descriptions– Staff acquisition approaches– Resource calendars– Staff on boarding and release plan– Training needs– Performance management– Recognition and reward framework– Compliance with regulations and policies– Occupational Health and Safety



Monitor

Control



• The process of confirming human resource availability and selecting the team members necessary to complete the project activities

• The Project Manager may not have direct control over resource selection due to industrial agreements, Project Sponsor preferences and internal HR policies

• Project Managers need to negotiate and influence in order to obtain the best team possible for the project

• Inappropriate team members will decrease the ability to meet project objectives and success measures

• Failure to find the optimal human resources may result in re-planning and change requests

• Undertaken during Execution Initiation Planning Execution Close

Monitor

Control




• The inputs into Acquire Project Team are – Project Management Plan

Human Resource Management Plan

Resource Calendars and Availability

Work Breakdown Structure


Skills and competencies

Enterprise Environmental Factors– HR legislation and regulations

– Industry HR agreements

– Labour market conditions

Organisational Process Assets– Internal HR policies and procedures


Monitor

Control




• Tools and techniques to Acquire Project Team include -


Pre-assignment ExternalRecruitmentNegotiation

InternalAcquisition

Resource Pools

VirtualTeams

Contractors &Consultants



Pre-assignment –Occurs when project team members are selected in advance

due to specialist skills and reserved for the project

Can create issues if there are dependencies on these staff completing previously assigned projects before moving to the new project

Resource Pools -Mature project management organisations will often have a

list of all project based resources that can be assigned to projects

These are normally centrally managed by the PMO or HR department and keep track of availability, competencies, costs and personal preferences




Negotiation –The Project Manager may need to negotiate for specific,

critical resources with other lower priority projects or with their functional/line manager

May also be required as part of External Recruitment activities and governed by organisational policies

Internal Acquisition -Project team members are obtained from within the

organisation

Can be undertaken in an informal manner, where staff are simply approached to assess interest

Can require a more formal internal recruitment approach depending on internal policies




External Recruitment –Sometimes undertaken simultaneously with internal

recruitment acquisition activitiesLooking at the external market for project resources using

direct recruitment or via recruitment agenciesOften governed by internal policies and preferred supplier

agreements

Contractors and Consultants -Can be faster than going to the broad external marketApproach specialist providers and preferred suppliers for

contract resourcesMay also require specialist consultants with niche skills for

short engagementsAdapted from PMBOK 4th Edition



Virtual Teams and Flexible Arrangements –There are many possibilities available for resource

acquisition and also alternative working arrangements

Can form virtual project teams from widespread geographic locations via electronic communication and collaboration tools

Specialist expertise may not always be available locally or full time

Considers team members who –– Work from home

– Work part time

– Have disabilities




Issues or problems with acquiring resource exercise

Personality Types exercise




• Outputs of this process include – Project staff assignments

– Project directory

– Letters confirming engagement

Project Organisation Chart updates

Resource Calendars

Project Management Plan updates

Human Resource Management Plan updates

Staffing Management Plan updates

Project Schedule updates

Project Budget updates

Change RequestsAdapted from PMBOK 4th Edition



Human Resource Management Processes – Part 2




Project HR Management Processes – Part 2

PMBOK Project HR Management Processes -9.1 Develop Human Resource Plan




Related processes from Project Integration Management –


PMBOK 4th Edition



• The process of improving the competencies, team interaction and the overall team environment to enhance project performance

• Includes teamwork and developing effective project teams to improve project success

• Project Manager’s need to motivate, develop, support, recognise and reward team members

• Other critical factors for good teamwork include communication, trust and conflict resolution

• Occurs during ExecutionInitiation Planning Execution Close

Monitor

Control



Objectives of Developing a Project Team

• Improve the knowledge and skills of team members –Increases their ability to complete project deliverablesLowers cost, reduces timeframes, improves quality and

reduces risk

• Create a high performing teamImproves trust among team membersIncreases morale, reduces conflict and improves team work

• Create a dynamic and cohesive team cultureImproves productivity and co-operationBased on values and behavioursCan be achieved via a Team Charter


Monitor

Control




• Inputs to Develop Project Team -

Project Staff Assignments

Project Management Plan

Resource Calendars

Organisational Process Assets– HR policies and procedures– Templates for organisation charts and position descriptions– Competency frameworks– Lessons learned from previous projects– People and performance management procedures– Change management methodologies




• Tools and techniques for Develop Project Team


InterpersonalSkills Development

ActivitiesTraining

Team BuildingActivities

TeamCharter

Co-location

Recognition& Rewards

CollaborationTools

ConflictResolutionFramework



• In addition to the ability to apply the 9 key knowledge areas, Project Managers require important interpersonal skills to assist in the effective management of projects, specifically in the achievement of project objectives and success criteria –

1. Leadership

2. Team Building

3. Motivation

4. Communication

5. Influencing

6. Decision Making

7. Political and Cultural Awareness

8. NegotiationSource – PMBOK, 4th Edition, Appendix G Interpersonal Skills


Good Leaders

• Provide clear direction and goals

• Motivate the team to achievement the goals

• Monitor performance

• Recognise and reward high performance

• Are charismatic and inspire people

• Are flexible and adjust their style for the team and the individuals

• Resolve conflict

• Provide room for development and learning


Conflict Resolution

• When you manage a team there will be lots of opportunity to exercise conflict resolution and negotiation skills

• Most of the conflict occurs in the “storming” phase

• It is natural and can be positive if resolved well

• Be open, focus on the issues and not the people

• Concentrate on the present and not the past


Communication

• Encourage clear and open communication between team members

• Practice “active listening” to increase effectiveness of communication

• Build rapport and spend some time getting to know each team member

• Establish a common language or glossary

• Set up rules on how the team wants to work together in a Team Charter



Training –

One of the primary ways to enhance skills for team members and to address skill gaps for current positions

Can be on-the-job style training or external courses, which are considerably more expensive

Development Activities -

Alternative ways to fill skill gaps or to obtain new skills, includes mentoring and coaching, self study, secondments etc

Often overlooked in development plans as most team members tend to look for external training opportunities (which are much more costly)




Team-Building Activities –Can vary from a short kick off meeting for a project to off-site,

to regular team drinks, to externally facilitated workshopsCritical in the early stages of team formation to ensure that

the team can become productive and needs to continue throughout the project

Often includes setting of Ground Rules and common objectives, as well as mechanisms to discuss issues and to resolve conflict

Team Charter or Ground Rules -Formal document developed at the inception of the project

team that defines behaviours and expectations for team members – decreases misunderstandings and increases productivity

Needs to be consistent with the organisational cultureAdapted from PMBOK 4th Edition



Co-location –

Where possible it is a good idea to place all of the active project team members in the same work place

Greatly enhances team work but may not be possible due to distributed workforce, space limitations and virtual teaming

Collaboration Tools -

Essential communication mechanisms and repository for all project deliverables, procedures and documentation

Especially important where the team members cannot be co-located

Includes tools such as SharePoint, Intranet etc




Reward & Recognition –Involves recognising and rewarding desirable behaviours

and results to encourage all team members to perform at a high level

Often restricted by organisational performance management policies and procedures

It is critical that poor performance is also addressed

Conflict Resolution Framework –Often set up for a project team as part of the Ground Rules

and Team Charter – provides depersonalised framework to discuss conflict

May also have organisational procedures such as employee grievance processes for severe issues




• Outputs of this process include –Team Performance Assessments

– Formal and informal assessment of project team and individual performance

– Often governed by organisational performance management policies and procedures

– Enables identification of training and development requirements, or assistance that may be required to improve effectiveness

Change Management Activities– Improves the team’s ability to perform at a high level– Assesses resistance factors and provides an environment where

concerns can be addressed– Assists in identification of optimal team building activities



Team Formation Cycle

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

• Psychologist Bruce Tuckman first came up with “forming, storming, norming and performing” back in 1965 to describe the path that most teams follow.

• Tuckman's model explains that as the team develops maturity and ability, relationships establish, and the leader changes leadership style.

• Beginning with a directing style, moving through coaching, then participating, finishing delegating and almost detached. At this point the team may produce a successor leader and the previous leader can move on.

• Added adjourning phase in 1975.

Tuckman’s Ladder of Team Development


Forming

• Team meets and learns about the project

• Roles and responsibilities are assigned

• Team members are positive and polite

• There is some anxiety and excitement

• Normally a very short phase of several weeks


Storming

• The honeymoon is over

• Team refines it’s approach & methodology

• Members learn each others terminology

• Commence work on deliverables

• The project goal will be questioned

• Conflict, misunderstandings and challenges will arise


Norming

• Team members adjust work habits and behaviours to work better together

• Trust and respect should be evident

• Start asking for help and providing constructive feedback

• Commitment to the project goal should be improving

• Often long overlap with Storming phase


Performing

• Team functions as a well organised and cohesive unit

• Issues are resolved smoothly and co-operatively

• Good progress towards the shared vision of the project goal

• More delegation is possible

• Team culture is strong


Adjourning or Mourning

• Project work is completed and the team moves on

• Breaking up a team can be very stressful for the members

• Particularly difficult for those with strong interpersonal relationships and a dislike of change



• The process of tracking team member performance, providing feedback, resolving issues and managing changes to improve team performance

• As a result of managing the project team, change requests are submitted, the human resource plan is updated, issues are resolved, input is provided to performance reviews and lesson’s learned are complied

• Team management requires a variety of skills including – communication, conflict management, negotiation and leadership

• Undertaken during ExecutionInitiation Planning Execution Close

Monitor

Control




• The inputs into Manage Project Team are –Project Staff Assignments

Project Management Plan

Team Performance Assessments

Performance Reports – Status Reports

Organisational Process Assets

– Performance Management Policies and Procedures

– Reward and Recognition schemes

– Bonus and Remuneration Schemes

– Awards and Certificates Initiation Planning Execution Close

Monitor

Control




• Tools and techniques to Manage Project Team include -


Observation &Conversation

Issue Log

ConflictManagement

InterpersonalSkills

PerformanceAppraisals Performance

Questionnaires

PerformanceData



Observation & Conversation –

Used to stay in touch with the work and attitudes of project team members

Project management team monitors progress towards project deliverables, major accomplishments and interpersonal issues

Performance Appraisals -

Governed by the organisation’s employee performance management policies and procedures

May be informal or formal, may have different approaches for contractors versus permanent employees

May be done by the Project manager during the project or by line management after the project is completed




Performance Questionnaires –

Often used to gather data from team mates, supervisors and major stakeholders on performance objectives and behaviour of team members

Mixture of subjective and objective performance ratings

Performance Data -

Taken from status reports and other performance gathering mechanisms such as time sheets, actual costs etc

Aims to be objective source of performance rating




Issue Log –

A log of issues that arose throughout the project

Helps to assign responsibility for resolution to individuals and then to monitor their performance in resolving the issues

Interpersonal Skills -

Project managers need to use a variety of technical, people and management skills to effectively manage the project team

Primary skills include – Communication, Leadership, Influencing and Effective Decision Making




Conflict Management –

Successful conflict management processes improve productivity of the project team and increase the chance of overall project success

The Project Manager is primarily responsible for setting up and running these processes

Preferably conflict is addressed early, in private and using a collaborative approach

Different conflict responses or resolution styles will be appropriate for different circumstances, team members or stages of the project




• Outputs of this process include –Project Organisation Chart updates

Resource Calendars updates

Project Management Plan updates

Human Resource Management Plan updates

Staffing Management Plan updates

Project Schedule updates

Project Budget updates

Lessons learnt updates

Change RequestsAdapted from PMBOK 4th Edition


Team Assignment Criteria

Team AssignmentComponents

Marks Basic Competency Higher Competency

Work Breakdown Structure including Human Resource assignments

5 Basic WBS presented in Excel or a tableHigh level deliverables and activities assigned to teams or generic positions

Detailed WBS in MS ProjectPhases broken down into detailed deliverables and activities with specific people assigned to each deliverable and activity

Roles and responsibilities 7 Basic roles and responsibilities listed for each role within the projectBasic Responsibility Assignment Matrix

Detailed roles and responsibilities provided for each role/person within the project including delegated authority and decision making authorityComprehensive Responsibility Assignment Matrix

Team Work and performance management

8 Team and individual performance objectivesPerformance management procedures

Project Team Code of ConductConflict resolution processPerformance management procedures including templates for objective setting and performance reviews

Total 20 13 to 16 17 to 20

bsbpmg405a apply human resource management approaches 1 apply human resource management approaches...

Documents