pm+chapter 4 project+hr+&+communication+management beta

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May 11, 2009 Copyrights 2009M @dil @ Kazi


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Bahria UniversityDepartment of Management Sciences Islamabad

Title of Book:

1. Project Management: Managerial ApproachSecond edition

2. Project Management-the Managerial Process (4e)

3. Project Management: Body of Knowledge (BoK)-2003

By: 1. Coral Trisko, Commonwealth of Learning

2. Gray/ Larson

3. Project Management Institute PMI

Faculty: M Adil A Kazi

[email protected]

Batch/ Section: MBA

Semester: SPR-09

Credit Hrs: 3


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Project Human Resource &

Communication Management

Bahria UniversityDepartment of Management Sciences Islamabad


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LEARNING OBJECTIVES

ExamineExamine two of the facilitating project management functionstwo of the facilitating project management functions HumanHuman

ResourceResource andand CommunicationsCommunications Management.Management.

Identify the processes ofIdentify the processes of processes required to make the most effectiveprocesses required to make the most effective

use of the people involved with a projectuse of the people involved with a project

DiscussDiscuss communications planning, information distribution,communications planning, information distribution,

performance reporting and administrative closure.performance reporting and administrative closure.


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Project HR & Communication Management


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What is Project Human Resource Management?

Project human resource management includes the processes required to make themost effective use of the people involved with a project. It includes every person and

stakeholder involved with the project from senior management to support staff.

The key processes involved in project human resource management are:

Organizational planning identifying, assigning, and documenting project roles,

responsibilities and reporting relationships.

Staff acquisition getting the needed people assigned to and working on the project

Team development building individual and group skills to enhance project performance

Manage Project Team Tracking team member performance, providing feedback, resolving

issues, and coordinating changes to enhance project performance.


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Keys to Managing People-

Psychologists and management theorists have devoted much research andthought to the field of managing people at work

Important areas related to project management include:

Motivation (Intrinsic and Extrinsic)

Influence and Power

Effectiveness


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Keys to Managing People-

Psychologists and management theorists have devoted much research andthought to the field of managing people at work


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Maslows Hierarchy of Needs


Abraham Maslow developed a

hierarchy of needs to illustrate his theory

that peoples behaviors are guided by a

Sequence of Needs

Maslow argued that humans possess

unique qualities that enable them to

make independent choices, thus giving

them control of their destiny

MOTIVATION THEORIES


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Herzbergs Motivational and Hygiene FactorsFrederick Herzberg wrote several famous books and articles about worker motivation.

He distinguished between:

Motivational factors: achievement, recognition, the work itself, responsibility, advancement, andgrowth, which produce job satisfaction

Hygiene factors: cause dissatisfaction if not present, but do not motivate workers to do more.Examples include larger salaries, more supervision, and a more attractive work environment


MOTIVATION THEORIES


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MOTIVATION THEORIES


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MOTIVATION THEORIES


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McGregors Theory X and Theory YDouglas McGregor popularized the human relations approach to managementin the 1960s:

Theory X: assumes workers dislike and avoid work, so managers mustuse coercion, threats, and various control schemes to get workers tomeet objectives

Theory Y: assumes individuals consider work as natural as play or restand enjoy the satisfaction of esteem and self-actualization needs

Theory Z: introduced in 1981 by William Ouchi and is based on theJapanese approach to motivating workers, emphasizing trust, quality,collective decision making, and cultural values


MOTIVATION THEORIES


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Influence & Power- Thamhain & Wilemons ways to have Influence on Projects

a. Authority: the legitimate hierarchical right to issue orders

b. Assignment: the project manager's perceived ability to influence a worker's later workassignments

c. Budget: the project manager's perceived ability to authorize others' use of discretionary funds

d. Promotion: the ability to improve a worker's position

e. Money: the ability to increase a worker's pay and benefits

f. Penalty: the project manager's ability to cause punishment

g. Work challenge: the ability to assign work that capitalizes on a worker's enjoyment of doing aparticular task

h. Expertise: the project manager's perceived special knowledge that others deem important

i. Friendship: the ability to establish friendly personal relationships between the project managerand others

MOTIVATION THEORIES


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Ways to Influence that Help and Hurt Projects

Projects are more likely to succeed when project managers influence with:

Expertise

Work challenge

Projects are more likely to fail when project managers rely too heavily on:

Authority

Money

Penalty


MOTIVATION THEORIES


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POWERdefined as the potential ability to influence behavior to get

people to do things they would not other wise do!Projects more likely to succeed when project mangers used work challenge & expertise to

influence people rather than authority, money orpenalty. (Thamhain & Wilemon )

Five main types of power include:

Coercive power using punishment, threats, or other negative approaches to get people to dothings they do not want to do. (Do it, or youre fired!)

Legitimate power getting people to do things based on a position of authority. (Ability to makeindependent decisions - usually granted to project managers by senior management)

Expert power- using ones personal knowledge and expertise to get people to change theirbehaviour. (I know what Im doing Ive done this many times before.)

Reward power using incentives to do things. (e.g., everyone gets a 5% bonus if the projectcomes in on time and on budget!)

Referent power getting people to do things based on an individuals personal charisma. (e.g.,

JFK or martin Luther King)

MOTIVATION THEORIES


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MOTIVATION THEORIES

EFFECTIVENESS-producing or capable of producing a decided, decisive

or desired effect.Empathic Listening and Rapport

Good project managers are empathiclisteners; they listen with the intent tounderstand

Before you can communicate withothers, you have to have rapport(relation of harmony, conformity,accord, or affinity)

Mirroring (matching another personsbody postures, voice tone and tempo)is a technique to help establishrapport

IT professionals often need to developempathic listening and other peopleskills to improve relationships withusers and other stakeholders

7 Habits of Highly Effective People(Stephen Covey for Project Manager)

1. Be proactive

2. Begin with the end in mind

3. Put first things first

4. Think win / win

5. Seek first to understand, thento be understood

6. Synergize

7. Sharpen the saw


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Organizational Planning- identifying, assigning, and documenting project roles,responsibilities and reporting relationships.

The key outputs of this process are:Project Organizational Charts

Work Definition and Assignment process

Responsibility Assignment Matrixes (RAM)

Resource Histograms



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Resource Histograms



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Resource Histograms



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Staff Acquisition- Staff acquisition is getting the appropriate staff assigned to andworking on the project.

Staffing plans and good hiring procedures are important in staff acquisition, as are incentives

for recruiting and retention

Some companies give their employees one dollar for every hour a new person they helped hire

works

Some organizations allow people to work from home as an incentive

Research shows that people leave their jobs because they dont make a difference, dont get

proper recognition, arent learning anything new, dont like their co-workers, and want to earn

more money

Resource Loading & Leveling-

Resource loading - refers to the amount of individual resources an existing project schedule requires

during specific time periods.

Resource histograms show resource loading

Overallocation means more resources than are available are assigned to perform work at a given time

Resource leveling- a technique for resolving resource conflicts by delaying tasks.

The main purpose of resource leveling is to create a smoother distribution of resource usage and

reduce over-allocation

Over-allocation means more resources are assigned to a task or group of tasks over a given time

period than are available at that time.



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Resource Loading & Leveling-

Example



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Team Development- is about developing individual and group skills to enhanceproject performance.

It takes teamwork to successfully complete most projects-Training can help people understand themselves, each other, and how to work better in teams

Team building activities include:

physical challenges

psychological preference indicator tools such as MBTI or TRUE COLORS

Meyers-Briggs Type Indicator (MBTI)- a popular tool for determining personality preferences and helping

teammates understand each other.

Four dimensions include:

Extrovert/ Introvert (E/I)

Sensation/ Intuition (S/N)

Thinking/ Feeling (T/F)

Judgment/ Perception (J/P)

MBTI (1985 study) types of information systems developers revealed that:

75% of IS developers were Introverts compared to 25% for the general population

80% of IS developers were Thinking types (T) compared to 50% for the general population and

55% were intuitive (N) compared to about 25% for the general population



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Reward and Recognition Systems- Team-based reward and recognition systemscan promote or reinforce people to work

more effectively in teams..

Focus on rewarding teams for achieving specific goals

Allow time for team members to mentor and help each other to meet project goals and develop

human resources

Rewards teams & individuals with bonuses, trips, and recognition awards

General Advice on Teams

Focus on meeting project objectives and producing positive results

Fix the problem instead of blaming people

Establish regular, effective meetings

Nurture team members and encourage them to help each other

Acknowledge individual and group accomplishments



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GUIDLINES for Team Development- The following are some suggestions to project managers forbuilding effective project teams:

1. Be patient and kind and assume the best about people. (They often live up to your expectations)

2. Conduct project kick off meetings, they are your first opportunity in a project to build the team and set

the climate for the project

3. Fix the problem instead of blaming people.

4. Establish regular effective meetings.

5. Limit the size or work teams (if possible 3 7 members).

6. Plan social activities to allow team members and other stakeholders an opportunity to get to know each

other better.

7. Stress team identity and create team traditions.

8. Nurture team members and encourage them to help each other.

9. Acknowledge individual and group accomplishments.

10. Dont work in isolation, involve the appropriate team members in project planning activities you

cannot be the subject matter expert in all things for the project!



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Project Communication Management

For projects to succeed, every project member needs a combination of technical and soft skills,

and both should be continuously upgraded through formal education and on-the-job training.

A failure to communicate is often the greatest threat to any project.

The four key processes in project communications management are as follows:

Communications planning determining the information and communication needs of the

stakeholders: who needs what information, when will they need it, andhow the information will be given to them;

Information distribution making needed information available to project stakeholders in a timely

manner;

Performance reporting collecting and disseminating performance information, which includes

status reports, progress measurement and forecasting;

Manage Stakeholders managing communications to satisfy the requirements of and resolve issues

with project stakeholders.

Administrative closure generating, gathering and disseminating information to formalize phase or

project completion.


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For projects to succeed, every project member needs a combination of technical and soft skills, and

both should be continuously upgraded through formal education and on-the-job training.



Communications planning determining the information and communication needs of the

stakeholders: who needs what information, when will they need it, and

how the information will be given to them;The key components of a communications management plan are as follows:

a) Collection and filing structure a description of the system to be used for gathering and storing

various types of project information.

b) Distribution Structure a description of what information goes to whom, when and how.

c) Standardized format - master list of Acronyms and Definitions ,Document templates etc.

d) Information production schedule meeting schedule e.g. team meetings, steering committee

meetings, status report schedule, etc.

e) Information access methods who can attend what meetings, what documents will be online, what

level of access will be assigned to each team member?

f) Method for updating and re-distribution- of the communications management plan as the project

unfolds.

g) Stakeholder communications analysis what kinds of information will be distributed to which

stakeholders and when? Who is the contact person? When is the information due? What is the

preferred format?


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For projects to succeed, every project member needs a combination of technical and soft skills, and

both should be continuously upgraded through formal education and on-the-job training.



Information distribution making needed information available to project stakeholders in a timely manner;

The key methods & mechanisms of Information distribution are as follows:

a) Use of Technology for Distribution electronic format on Inter & IntrAnet IT&T, Project Management

s/w

b) Formal and Informal Distribution Methods Technically oriented stakeholders- rely on formal &

technology driven information distribution, whereas Non-technical professional (especially senior

managers) often prefer informal communications and conversations to hear about project information.

c) Determining Communications Complexity- More the stakeholders, higher the complexity. The

following formula can be used for determining the number of communication channels as the number

of team members increases:

Number of communication channels = n(n-1)/2

where n = the number of team members


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Performance reporting collecting and disseminating performance information, which includes

status reports, progress measurement and forecasting;

a) Status reports reports that describe where the project stands at a particular point in time (i.e.,

scope, time and cost). Earned value analysis is one technique used for reporting project performance.

b) Progress reports reports that describe what the project team has accomplished during a certain

period of time. (Often combined with status reports)

c) Project Forecasting predicts future project status based on past information and trends. Earned

value analysis can also be used to estimate date and budget at completion.

d) Status review meetings are often used for performance reporting to report important project

information and to motivate people to make progress.

NB. What are loosely called status reports in many organizations often contain elements of all

three (status, progress and forecasting)


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Administrative closure generating, gathering and disseminating information to formalize phase or

project completion.

Administrative closure allows time to collect project records, ensure records reflect final

specifications, analyze project effectiveness, and archive information for future use.

The three main outputs of administrative closure are:

a) Project archives a complete set of organized project records that provide an accurate history of

the project.

b) Formal acceptance documentation signed by the project sponsor or customer to show that they

have accepted the products of the project.

c) Lessons learned reflective statements written by project managers and their team members.


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Project Communication ManagementSuggestions for Improving Project Communications

There are five areas for improving project communications

1. Conflict Resolution Skills- Conflict resolving modes:

a. Confrontation directly facing a conflict using a problem-solving approach that allows affected parties

to work through their disagreements. (Analogous to Coveys win/win approach)

b. Compromise using a give-and-take approach to resolving conflicts. It consists of bargaining and

searching for solutions that bring some satisfaction to all the parties in a dispute.

c. Smoothing an approach that de-emphasises or avoids areas of differences and emphasises areas ofagreement.

d. Forcing involves using a zero-sum or win/lose approach to conflict resolution to get ones way.

e. Withdrawal is simply retreating or withdrawing from an actual or potential disagreement.

2. Developing Better Communications Skills - can be learned through training and practice. Improving

communication can be achieved with proper planning, support and leadership from senior management, and

from an understanding of your own personal communications style.

3. Running Effective Meetings- Well-run meetings can foster team building and reinforce expectations, roles,

relationships and commitment to the project

4. Using Templates for Project Communications- People learn where to look for specific pieces of information

in a report, etc.

5. Developing a Communications Infrastructure- (Digital Nervous System) a set ofTools (e-mail, phony,

groupware, ITI etc.), Techniques (reporting guidelines, template, meeting ground rules etc.) & Principles (open-door

policy, work ethic, etc. ) that provide a foundation for the effective transfer of information among people.

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