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Chapter 9:Chapter 9:Project Human Resource Project Human Resource ManagementManagement
Today…Today…
Human Resource ManagementHuman Resource Management
Communications ManagementCommunications Management
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The Importance of Human The Importance of Human Resource ManagementResource Management
• People determine the success and People determine the success and failure of organizations and projectsfailure of organizations and projects– People are our most important assetPeople are our most important asset– Consider the effort Southwest Airlines Consider the effort Southwest Airlines
has put into its employees, or that has put into its employees, or that Google has put into its employeesGoogle has put into its employees
• One of the toughest challenges PM’s One of the toughest challenges PM’s faceface
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What is Project Human What is Project Human Resource Management?Resource Management?
• Project human resource management includes Project human resource management includes the processes required to make the most the processes required to make the most effective use of the people involved with a effective use of the people involved with a project. Processes (PMBOK version 5) includeproject. Processes (PMBOK version 5) include– Plan HR managementPlan HR management– Acquire project teamAcquire project team– Develop Project teamDevelop Project team– Manage Project teamManage Project team
• In what stage do these processes get In what stage do these processes get initiated?initiated?
Processes and Process Processes and Process GroupsGroups
• Go to the following website:Go to the following website:
• http://www.thecourse.us/Students/PMBOK4Overview.htm
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HR Management HR Management Processes—5Processes—5thth Ed. Ed.
• Plan HR ManagementPlan HR Management• Acquire Project TeamAcquire Project Team• Develop Project TeamDevelop Project Team• Manage Project TeamManage Project Team
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Is ITPM still a discipline in Is ITPM still a discipline in strong demand?strong demand?
• YES! YES!YES! YES!– YES to PM, especially PMP PM’s are in YES to PM, especially PMP PM’s are in
heavy demandheavy demand– YES to IT types—also in DemandYES to IT types—also in Demand
• Tens of thousands of IT Tens of thousands of IT professionals are now PMPs—professionals are now PMPs—certified by PMI; even so, many certified by PMI; even so, many thousands more are neededthousands more are needed
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• With almost 6 billion mobile-cellular subscriptions, With almost 6 billion mobile-cellular subscriptions, global penetration of cell phones is 87 percent, global penetration of cell phones is 87 percent, with 79 percent in the developing worldwith 79 percent in the developing world
• Fortune magazine lists IT as the number one “hot Fortune magazine lists IT as the number one “hot career for 2012 and beyond” in the United States. career for 2012 and beyond” in the United States. Openings for software application developers are Openings for software application developers are projected to increase by 34 percent by 2018, while projected to increase by 34 percent by 2018, while companies will hire 20 percent more computer companies will hire 20 percent more computer systems analystssystems analysts
• The 2011 average salary for project management The 2011 average salary for project management professionals was $105,000 per year in the United professionals was $105,000 per year in the United States, not including bonusesStates, not including bonuses
More Digital Planet Report More Digital Planet Report Findings Findings
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What skills/competencies are What skills/competencies are important?important?• Writing skillsWriting skills
– You will be writing between 100 and 500 You will be writing between 100 and 500 pages of material a yearpages of material a year
– Your writing, like your programming, must Your writing, like your programming, must be completely without defectsbe completely without defects
• Negotiation skillsNegotiation skills• Presentation skillsPresentation skills• THESE ARE ALL COMMUNICATION SKILLSTHESE ARE ALL COMMUNICATION SKILLS
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Name some of the Name some of the motivation gurusmotivation gurus
MaslovMaslov – Hierarchy of needs – Hierarchy of needs– HertzbergHertzberg – Motivation/Hygiene theory – Motivation/Hygiene theory– McClellandMcClelland’s Acquired-Needs theory’s Acquired-Needs theory– McGregorMcGregor’s theory x and theory y’s theory x and theory y– Thamhain and Wilemon’s Thamhain and Wilemon’s Influence Influence
and Powerand Power– CoveyCovey’s Seven Habits’s Seven Habits
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• Specific needs are acquired or learned Specific needs are acquired or learned over time and shaped by life experiences, over time and shaped by life experiences, including:including:– AchievementAchievement: Achievers like challenging projects : Achievers like challenging projects
with achievable goals and lots of feedbackwith achievable goals and lots of feedback– AffiliationAffiliation: People with high Aff desire harmonious : People with high Aff desire harmonious
relationships and need to feel accepted by others, so relationships and need to feel accepted by others, so managers should try to create a cooperative work managers should try to create a cooperative work environment for themenvironment for them
– PowerPower: People with a need for power desire either : People with a need for power desire either personal power (not good) or institutional power personal power (not good) or institutional power (good for the organization). Provide institutional (good for the organization). Provide institutional power seekers with management opportunitiespower seekers with management opportunities
McClelland’s Acquired-Needs TheoryMcClelland’s Acquired-Needs Theory
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Let’s Review: Covey’s Let’s Review: Covey’s Effectiveness HabitsEffectiveness Habits
• Be proactiveBe proactive• Begin with the end in mindBegin with the end in mind• Put first things firstPut first things first• Think win/winThink win/win• Seek first to understand, then to be Seek first to understand, then to be
understoodunderstood• SynergizeSynergize• Sharpen the sawSharpen the saw
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The four dimensions of The four dimensions of psychological type coming psychological type coming from MBTIfrom MBTI
• Extrovert/IntrovertExtrovert/Introvert• Sensation/IntuitionSensation/Intuition• Thinking/feelingThinking/feeling• Judgment/PerceptionJudgment/Perception
• Project managers can benefit from Project managers can benefit from knowing their team members’ MBTI knowing their team members’ MBTI profilesprofiles
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QuestionsQuestions
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High-Performing TeamsHigh-Performing Teams•SynergySynergy
– 1 + 1 + 1 =1 + 1 + 1 =10 (positive synergy)10 (positive synergy)– 1 + 1 + 1 =1 + 1 + 1 =2 (negative synergy)2 (negative synergy)
•Characteristics of High-performing TeamsCharacteristics of High-performing Teams1.1. Share a sense of common purpose/visionShare a sense of common purpose/vision
2.2. Make effective use of individual talents and expertiseMake effective use of individual talents and expertise
3.3. Have balanced and shared rolesHave balanced and shared roles
4.4. Maintain a problem solving focusMaintain a problem solving focus
5.5. Accept differences of opinion Accept differences of opinion
High-Performing TeamsHigh-Performing Teams
1.1. Encourage risk taking and creativityEncourage risk taking and creativity
2.2. Sets high personal performance Sets high personal performance standardsstandards
3.3. Identify with the teamIdentify with the team
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Conditions Favoring Development of Conditions Favoring Development of High Performance Project TeamsHigh Performance Project Teams
• Ten or fewer team Ten or fewer team membersmembers
• Voluntary team Voluntary team membershipmembership
• Continuous service on Continuous service on the teamthe team
• Full-time assignment to Full-time assignment to the teamthe team
• An organization culture An organization culture of cooperation and of cooperation and trusttrust
• Members report only to Members report only to the project managerthe project manager
• All relevant functional All relevant functional areas are represented areas are represented on the teamon the team
• The project has a The project has a compelling objectivecompelling objective
• Members are in Members are in speaking distance of speaking distance of each othereach other
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Keys to Managing PeopleKeys to Managing People
• Psychologists and management Psychologists and management theorists have devoted much research theorists have devoted much research and thought to the field of managing and thought to the field of managing people at workpeople at work
• Important areas related to project Important areas related to project management includemanagement include– motivationmotivation– influence and powerinfluence and power– effectivenesseffectiveness
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Creating a High-Performance Project TeamCreating a High-Performance Project Team
FIGURE 11.3
11–19
Establishing a Team IdentityEstablishing a Team Identity
Effective Use Effective Use of Meetingsof Meetings
Effective Use Effective Use of Meetingsof Meetings
Co-location of Co-location of team membersteam members
Co-location of Co-location of team membersteam members
Creation of project Creation of project team nameteam name
Creation of project Creation of project team nameteam name
Team ritualsTeam ritualsTeam ritualsTeam rituals
11–20
Requirements for an Effective Shared VisionRequirements for an Effective Shared Vision
FIGURE 11.4
11–21
Managing Project Reward Managing Project Reward SystemsSystems
• Group RewardsGroup Rewards– Who gets what as an individual reward?Who gets what as an individual reward?
– How to make the reward have lasting significance?How to make the reward have lasting significance?
– How to recognize individual performance?How to recognize individual performance?
• Letters of commendationLetters of commendation
• Public recognition for outstanding workPublic recognition for outstanding work
• Desirable job assignmentsDesirable job assignments
• Increased personal flexibilityIncreased personal flexibility
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Managing Conflict within Managing Conflict within the Project Teamthe Project Team
• Encouraging Functional ConflictEncouraging Functional Conflict– Encourage dissent by asking tough Encourage dissent by asking tough
questions.questions.– Bring in people with different points of Bring in people with different points of
view.view.– Designate someone to be a devil’s Designate someone to be a devil’s
advocate.advocate.– Ask the team to consider an Ask the team to consider an
unthinkable alternativeunthinkable alternative
• Managing Dysfunctional ConflictManaging Dysfunctional Conflict– Mediate the conflict.Mediate the conflict.– Arbitrate the conflict.Arbitrate the conflict.– Control the conflict.Control the conflict.– Accept the conflict.Accept the conflict.– Eliminate the conflict.Eliminate the conflict.
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MotivationMotivation
• Abraham Maslow Abraham Maslow developed a hierarchy developed a hierarchy of needs to illustrate his theory that of needs to illustrate his theory that people’s behaviors are guided by a people’s behaviors are guided by a sequence of needssequence of needs
• Maslow argued that humans possess Maslow argued that humans possess unique qualities that enable them to unique qualities that enable them to make independent choices, thus giving make independent choices, thus giving them control of their destinythem control of their destiny
• He rejected Sigmund FreudHe rejected Sigmund Freud
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Figure 9-1. Maslow’s Figure 9-1. Maslow’s Hierarchy of NeedsHierarchy of Needs
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Herzberg’s Motivational Herzberg’s Motivational and Hygiene Factorsand Hygiene Factors
• Frederick Herzberg Frederick Herzberg wrote several famous wrote several famous books and articles about worker books and articles about worker motivation. He distinguished betweenmotivation. He distinguished between– motivational factorsmotivational factors: achievement, : achievement,
recognition, the work itself, responsibility, recognition, the work itself, responsibility, advancement, and growth, which produce job advancement, and growth, which produce job satisfactionsatisfaction
– hygiene factorshygiene factors: cause dissatisfaction if not : cause dissatisfaction if not present, but do not motivate workers to do present, but do not motivate workers to do more. Examples include larger salaries, more. Examples include larger salaries, health care and pension plans, and a more health care and pension plans, and a more attractive work environmentattractive work environment
Motivational FactorsMotivational Factors
• AchievementAchievement• RecognitionRecognition• The work itselfThe work itself• ResponsibilityResponsibility• AdvancementAdvancement• GrowthGrowth• All of which produce job satisfactionAll of which produce job satisfaction
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Hygiene FactorsHygiene Factors
• larger salaries, health care and pension larger salaries, health care and pension plans, and a more attractive work plans, and a more attractive work environmentenvironment
• These produce dissatisfaction if not These produce dissatisfaction if not presentpresent
• Do not motivate workersDo not motivate workers• NOW, lets cast this into Maslov’s NOW, lets cast this into Maslov’s
HierarchyHierarchy28
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Maslow’s Hierarchy of Maslow’s Hierarchy of NeedsNeeds
People are at different levels on this chart
Thamhain and Wilemon’s Thamhain and Wilemon’s VIEWVIEW
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People are at different levels of the hierarchy depending on their life experiencesThese needs are acquired or learnedThey address a somewhat different question—how to have influence and power over stakeholders--
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Thamhain and Wilemon’s Ways to Thamhain and Wilemon’s Ways to Have Influence on ProjectsHave Influence on Projects
1. 1. AuthorityAuthority: the legitimate hierarchical right to : the legitimate hierarchical right to issue ordersissue orders
2. 2. AssignmentAssignment: the project manager's perceived : the project manager's perceived ability to influence a worker's later work ability to influence a worker's later work assignmentsassignments
3. 3. BudgetBudget: the project manager's perceived ability : the project manager's perceived ability to authorize others' use of discretionary fundsto authorize others' use of discretionary funds
4. 4. PromotionPromotion: the ability to improve a worker's : the ability to improve a worker's positionposition
5. 5. MoneyMoney: the ability to increase a worker's pay : the ability to increase a worker's pay and benefitsand benefits
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Thamhain and Wilemon’s Ways Thamhain and Wilemon’s Ways to Have Influence on Projectsto Have Influence on Projects
6. 6. PenaltyPenalty: the project manager's perceived : the project manager's perceived ability to dispense or cause punishmentability to dispense or cause punishment
7. 7. Work challengeWork challenge: the ability to assign work that : the ability to assign work that capitalizes on a worker's enjoyment of doing a capitalizes on a worker's enjoyment of doing a particular taskparticular task
8. 8. ExpertiseExpertise: the project manager's perceived : the project manager's perceived special knowledge that others deem importantspecial knowledge that others deem important
9. 9. FriendshipFriendship: the ability to establish friendly : the ability to establish friendly personal relationships between the project personal relationships between the project manager and othersmanager and others
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Ways to Influence that Ways to Influence that Help and Hurt ProjectsHelp and Hurt Projects
• Projects are more likely to succeed when Projects are more likely to succeed when project managers influence withproject managers influence with– expertiseexpertise– work challengework challenge
• Projects are more likely to fail when Projects are more likely to fail when project managers rely too heavily onproject managers rely too heavily on– authorityauthority– moneymoney– penaltypenalty
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PowerPower
• Power is the potential ability to influence Power is the potential ability to influence behavior to get people to do things they behavior to get people to do things they would not otherwise dowould not otherwise do
• Types of power includeTypes of power include– CoerciveCoercive– LegitimateLegitimate– ExpertExpert– RewardReward– ReferentReferent
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Improving Effectiveness - Improving Effectiveness - Covey’s 7 HabitsCovey’s 7 Habits
• Project managers can apply Covey’s 7 Project managers can apply Covey’s 7 habits to improve effectiveness on projectshabits to improve effectiveness on projects– Be proactiveBe proactive– Begin with the end in mindBegin with the end in mind– Put first things firstPut first things first– Think win/winThink win/win– Seek first to understand, then to be understoodSeek first to understand, then to be understood– SynergizeSynergize– Sharpen the sawSharpen the saw
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Empathic Listening and Empathic Listening and RapportRapport
• Good project managers are empathic Good project managers are empathic listeners; they listen with the intent to listeners; they listen with the intent to understandunderstand
• Before you can communicate with others, Before you can communicate with others, you have to have rapportyou have to have rapport
• IT professionals often need to develop IT professionals often need to develop empathic listening and other people empathic listening and other people competencies to improve relationships competencies to improve relationships with users and other stakeholderswith users and other stakeholders
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Improving Relationships Improving Relationships Between Users and Between Users and DevelopersDevelopers
• Some organizations require business people, not Some organizations require business people, not IT people, to take the lead in determining and IT people, to take the lead in determining and justifying investments in new computer systemsjustifying investments in new computer systems
• CIOs push their staff to recognize that the needs CIOs push their staff to recognize that the needs of the business must drive all technology of the business must drive all technology decisionsdecisions
• Some companies reshape their IT Some companies reshape their IT units to look and perform like units to look and perform like consulting firmsconsulting firms
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Organizational PlanningOrganizational Planning
• Organizational planning involves Organizational planning involves identifying, documenting, and assigning identifying, documenting, and assigning project roles, responsibilities, and project roles, responsibilities, and reporting relationshipsreporting relationships
• Outputs and processes includeOutputs and processes include– project organizational chartsproject organizational charts– work definition and assignment processwork definition and assignment process– responsibility assignment matricesresponsibility assignment matrices– resource histogramsresource histograms
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Figure 9-2. Sample Figure 9-2. Sample Organizational Chart for a Large Organizational Chart for a Large IT ProjectIT Project
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Figure 9-3. Work Definition Figure 9-3. Work Definition and Assignment Processand Assignment Process
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Figure 9-4. Sample Figure 9-4. Sample Responsibility Assignment Responsibility Assignment Matrix (RAM)Matrix (RAM)
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Figure 9-5. RAM Showing Figure 9-5. RAM Showing Stakeholder RolesStakeholder Roles
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Figure 9-6. Sample Resource Figure 9-6. Sample Resource Histogram for a Large IT Histogram for a Large IT ProjectProject
0
2
4
6
8
10
12
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Java programmers Business analysts Technical writers
Managers Administrative staff Database analysts
Testing specialists
Num
ber
of P
eopl
e
Excel file
Figure 9-6. Sample Resource Figure 9-6. Sample Resource HistogramHistogram
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Issues in Project Staff Issues in Project Staff Acquisition and Team Acquisition and Team DevelopmentDevelopment• Staffing plans and good hiring Staffing plans and good hiring
procedures are important in staff procedures are important in staff acquisition, as are incentives for acquisition, as are incentives for recruiting and retentionrecruiting and retention
• Some companies give their employees Some companies give their employees one dollar for every hour a new person one dollar for every hour a new person they helped hire worksthey helped hire works
• Some organizations allow people to work Some organizations allow people to work from home as an incentivefrom home as an incentive
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Resource Loading and Resource Loading and LevelingLeveling
• Resource loading Resource loading refers to the amount refers to the amount of individual resources an existing of individual resources an existing project schedule requires during specific project schedule requires during specific time periodstime periods
• Resource histograms show resource Resource histograms show resource loadingloading
• Over-allocationOver-allocation means more resources means more resources than are available are assigned to than are available are assigned to perform work at a given timeperform work at a given time
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Figure 9-7. Sample Histogram Figure 9-7. Sample Histogram Showing an Over-allocated Showing an Over-allocated IndividualIndividual
Project 98 file
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Resource LevelingResource Leveling
• Resource leveling is a technique for Resource leveling is a technique for resolving resource conflicts by resolving resource conflicts by delaying tasksdelaying tasks
• The main purpose of resource The main purpose of resource leveling is to create a smoother leveling is to create a smoother distribution of resource usage and distribution of resource usage and reduce over-allocationreduce over-allocation
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Figure 9-8. Resource Leveling Figure 9-8. Resource Leveling ExampleExample
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Team DevelopmentTeam Development
• It takes teamwork to successfully It takes teamwork to successfully complete most projectscomplete most projects
• Training can help people understand Training can help people understand themselves, each other, and how to themselves, each other, and how to work better in teamswork better in teams
• Team building activities includeTeam building activities include– physical challengesphysical challenges– psychological preference indicator toolspsychological preference indicator tools
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Meyers-Briggs Type Indicator Meyers-Briggs Type Indicator (MBTI)(MBTI)
• MBTI is a popular tool for determining MBTI is a popular tool for determining personality preferences and helping personality preferences and helping teammates understand each other (teammates understand each other (www.keirsey.com))
• Four dimensions include:Four dimensions include:– Extrovert/Introvert (E/I)Extrovert/Introvert (E/I)– Sensation/Intuition (S/N)Sensation/Intuition (S/N)– Thinking/Feeling (T/F)Thinking/Feeling (T/F)– Judgment/Perception (J/P)Judgment/Perception (J/P)
• Most IT professionals are NTs or rationalsMost IT professionals are NTs or rationals• Vary most from general population in not Vary most from general population in not
being extroverted or sensingbeing extroverted or sensing
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Reward and Recognition Reward and Recognition SystemsSystems
• Team-based reward and recognition Team-based reward and recognition systems can promote teamworksystems can promote teamwork
• Focus on rewarding teams for achieving Focus on rewarding teams for achieving specific goalsspecific goals
• Allow time for team members to mentor Allow time for team members to mentor and help each other to meet project and help each other to meet project goals and develop human resourcesgoals and develop human resources
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General Advice on TeamsGeneral Advice on Teams• Focus on meeting project objectives and Focus on meeting project objectives and
producing positive resultsproducing positive results• Fix the problem instead of blaming peopleFix the problem instead of blaming people• Establish regular, effective meetingsEstablish regular, effective meetings• Nurture team members and encourage Nurture team members and encourage
them to help each otherthem to help each other• Acknowledge individual and group Acknowledge individual and group
accomplishmentsaccomplishments
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Using Software to Assist in Using Software to Assist in Human Resource Human Resource ManagementManagement
• Software can help in producing RAMS Software can help in producing RAMS and resource histograms and resource histograms
• Project management software includes Project management software includes several features related to human several features related to human resource management such as resource management such as – viewing resource usage informationviewing resource usage information– identifying under and over-allocated identifying under and over-allocated
resourcesresources– leveling resourcesleveling resources
The Bottom Line for HR The Bottom Line for HR ManagementManagement
• Respect your teamRespect your team– Treat them with dignity and Treat them with dignity and
professionalismprofessionalism
• Build rapport with your teamBuild rapport with your team• Motivate them using their ‘hot buttons’Motivate them using their ‘hot buttons’• Articulate the goal and the reality and Articulate the goal and the reality and
use the resulting tension to pull use the resulting tension to pull performance upperformance up
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Chapter 10:Chapter 10:Project Communications Project Communications ManagementManagement
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Importance of Good Importance of Good CommunicationsCommunications
• The greatest threat to many projects is a The greatest threat to many projects is a failure to communicatefailure to communicate
• Our culture does not portray IT Our culture does not portray IT professionals as being good professionals as being good communicatorscommunicators
• Research shows that IT professionals Research shows that IT professionals must be able to communicate effectively must be able to communicate effectively to succeed in their positionsto succeed in their positions
• Strong verbal skills are a key factor in Strong verbal skills are a key factor in career advancement for IT professionalscareer advancement for IT professionals
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Project Communications Project Communications Management ProcessesManagement Processes
• Communications planningCommunications planning: determining : determining the information and communications the information and communications needs of the stakeholdersneeds of the stakeholders
• Information distributionInformation distribution: making needed : making needed information available in a timely mannerinformation available in a timely manner
• Performance reportingPerformance reporting: collecting and : collecting and disseminating performance informationdisseminating performance information
• Administrative closureAdministrative closure: generating, : generating, gathering, and disseminating information gathering, and disseminating information to formalize phase or project completionto formalize phase or project completion
Project Communications Project Communications Management Processes—Management Processes—55thth edition edition• Plan CommunicationsPlan Communications• Manage CommunicationsManage Communications• Control CommunicationsControl Communications
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Processes and Process Processes and Process GroupsGroups
• Go to the following website:Go to the following website:
• http://www.thecourse.us/Students/PMBOK4Overview.htm
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Communications PlanningCommunications Planning
• Every project should include some Every project should include some type of communications type of communications management plan, a document management plan, a document that guides project that guides project communicationscommunications
• Creating a stakeholder analysis for Creating a stakeholder analysis for project communications also aids in project communications also aids in communications planningcommunications planning
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Communications Communications Management Plan Management Plan ContentsContents
• A description of a collection and filing structure A description of a collection and filing structure for gathering and storing various types of for gathering and storing various types of informationinformation
• A distribution structure describing what A distribution structure describing what information goes to whom, when, and howinformation goes to whom, when, and how
• A format for communicating key project A format for communicating key project informationinformation
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Communications Communications Management Plan Management Plan Contents, continuedContents, continued
• A project schedule for producing the A project schedule for producing the informationinformation
• Access methods for obtaining the informationAccess methods for obtaining the information• A method for updating the communications A method for updating the communications
management plans as the project progresses management plans as the project progresses and developsand develops
• A stakeholder communications analysisA stakeholder communications analysis
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Table 10-1. Sample Stake holder Table 10-1. Sample Stake holder Analysis for Project CommunicationsAnalysis for Project Communications
Stakeholders Document Name DocumentFormat
Contact Person Due
CustomerManagement
Monthly StatusReport
Hard copy Gail Feldman,Tony Silva
First of month
CustomerBusiness Staff
Monthly StatusReport
Hard copy Julie Grant,
Jeff Martin
First of month
CustomerTechnical Staff
Monthly StatusReport
E-mail Evan Dodge,
Nancy Michaels
First of month
InternalManagement
Monthly StatusReport
Hard copy Bob Thomson First of month
InternalBusiness andTechnical Staff
Monthly StatusReport
Intranet Angie Liu First of month
TrainingSubcontractor
Training Plan Hard Copy Jonathan Kraus 11/1/1999
SoftwareSubcontractor
SoftwareImplementationPlan
E-mail Barbara Gates 6/1/2000
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Information DistributionInformation Distribution
• Getting the right information to the Getting the right information to the right people at the right time and in right people at the right time and in a useful format is just as important a useful format is just as important as developing the information in the as developing the information in the first placefirst place
• Important considerations includeImportant considerations include– using technology to enhance using technology to enhance
information distributioninformation distribution– formal and informal methods for formal and informal methods for
distributing informationdistributing information
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What Went Wrong?What Went Wrong?A well publicized example of misuse of e-mail comes from the 1998 Justice Department's high profile, antitrust suit against Microsoft. E-mail emerged as a star witness in the case. Many executives sent messages that should never have been put in writing. The court used e-mail as evidence, even though the senders of the notes said the information was being interpreted out of context. Some companies, such as Amazon.com, have established policies to encourage employees to watch their use of e-mail and delete it often. Their "Sweep and Clean" program instructed employees to purge e-mails that were no longer required for business or legal purposes. They even offered free café lattes to employees who complied immediately. Harmon, Amy, "E-mail comes back to haunt companies," November 29, 1998
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Figure 10-1. The Impact of the Figure 10-1. The Impact of the Number of People on Number of People on Communications ChannelsCommunications Channels
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Performance ReportingPerformance Reporting
• Performance reporting keeps stakeholders Performance reporting keeps stakeholders informed about how resources are being informed about how resources are being used to achieve project objectivesused to achieve project objectives– Status reports Status reports describe where the project describe where the project
stands at a specific point in timestands at a specific point in time– Progress reports Progress reports describe what the project describe what the project
team has accomplished during a certain period team has accomplished during a certain period of timeof time
– Project forecasting Project forecasting predicts future project predicts future project status and progress based on past information status and progress based on past information and trendsand trends
– Status review meetings Status review meetings often include often include performance reportingperformance reporting
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Suggestions for Improving Suggestions for Improving Project CommunicationsProject Communications
• Resolve conflicts effectivelyResolve conflicts effectively• Develop better communication skillsDevelop better communication skills• Run effective meetingsRun effective meetings• Use templates for project Use templates for project
communicationscommunications
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Conflict Handling Modes, in Conflict Handling Modes, in Preference OrderPreference Order
• Confrontation or problem-solving: Confrontation or problem-solving: directly face a conflictdirectly face a conflict
• CompromiseCompromise: use a give-and-take : use a give-and-take approachapproach
• SmoothingSmoothing: de-emphasize areas of : de-emphasize areas of differences and emphasize areas of differences and emphasize areas of agreementagreement
• ForcingForcing: the win-lose approach: the win-lose approach• WithdrawalWithdrawal: retreat or withdraw from an : retreat or withdraw from an
actual or potential disagreementactual or potential disagreement
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Table 10-3. Sample Table 10-3. Sample Template for a Monthly Template for a Monthly Progress ReportProgress Report
I. Accomplishments for Month of February (or appropriate month):
Describe most important accomplishments. Relate to project's Gantt chart
Describe other important accomplishments, one bullet for each. If any issues were resolved from the previous month, list them as accomplishments.
II. Plans for March (or following month):
Describe most important items to be accomplished in the next month. Again relate to the project's Gantt chart.
Describe other important items to accomplish, one bullet for each
III. Issues: Briefly list important issues that surfaced or are still important. Managers hate surprises and want to help the project succeed, so be sure to list issues.
IV. Project Changes (Date and Description): List any approved or requested changes to the project. Include the date of the change and a brief description.
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Table 10-5. Sample Template for Table 10-5. Sample Template for a Letter of Agreement for a a Letter of Agreement for a Class ProjectClass Project
I. Project Description: Describe the project's objective, scope, assumptions, costinformation, and schedule information, as shown in Figure 9-2. Be sure to includeimportant dates that the project's sponsor needs to be aware of
II. Organizational Goals and Expectations: Have the main sponsor from theorganization briefly state their goals and expectations for the project.
III. Student Goals and Expectations: Students on the project team should brieflystate their goals and expectations for the project.
IV. Meeting Information. It is a good idea for the project's sponsor and all studentson the project team to agree on at least one hour per week where all parties can meetto work on this project. The meeting place should be a convenient location withoutdistractions. Virtual meetings may be an option for some people and projects.
V. Contact Information and Communications Plan: List the sponsor's andstudents' names, phone numbers, e-mails, and important procedures forcommunications. It is a good idea to set up a web site for all project information.
VI. Signatures: Have the main sponsor and students on the project team sign theletter of agreement. Designate which student is the project manager. This studentshould be the main contact for all project information.
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Figure 10-3. Gantt Chart Template for a Figure 10-3. Gantt Chart Template for a Class ProjectClass Project
Project 98 file
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Table 10-6. Guidance for Table 10-6. Guidance for Student’s Lessons Learned Student’s Lessons Learned ReportReportEvery two weeks or after a major event in your group project, write a brief journal entry describing what happened and how you felt about it. At the end of the term, write a 2-3 page paper describing your lessons learned based on your group project. Answer the following questions:
•What were your roles and responsibilities on the team? How were they decided?•What did you like/dislike about the project?•What did you learn about project management and yourself by doing the project?•What did you learn about teamwork and yourself by doing the project?•What would you have done differently? What will you remember to do on the next project you work on after this experience?
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Developing a Communications Developing a Communications InfrastructureInfrastructure
• A communications infrastructure is a set of tools, A communications infrastructure is a set of tools, techniques, and principles that provide a foundation for techniques, and principles that provide a foundation for the effective transfer of informationthe effective transfer of information– Tools include e-mail, project management software, Tools include e-mail, project management software,
groupware, fax machines, telephones, groupware, fax machines, telephones, teleconferencing systems, document management teleconferencing systems, document management systems, and word processorssystems, and word processors
– Techniques include reporting guidelines and Techniques include reporting guidelines and templates, meeting ground rules and procedures, templates, meeting ground rules and procedures, decision-making processes, problem-solving decision-making processes, problem-solving approaches, and conflict resolution and negotiation approaches, and conflict resolution and negotiation techniquestechniques
– Principles include using open dialog and an agreed Principles include using open dialog and an agreed upon work ethicupon work ethic
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Using Software to Assist in Using Software to Assist in Project CommunicationsProject Communications
• There are many software tools to aid in There are many software tools to aid in project communicationsproject communications
• The “What Went Right?” example on pg. The “What Went Right?” example on pg. 264 describes several new web-based 264 describes several new web-based and wireless communications toolsand wireless communications tools
• Microsoft Project includes several Microsoft Project includes several features to enhance communicationsfeatures to enhance communications
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Figure 10-4. MS Project Information Saved as HTML Figure 10-4. MS Project Information Saved as HTML FileFile
Project 98 file
