project human resource management presented by project masters inc

Project Human Resource Management

Presented by Project Masters Inc.

©2015 Project Masters, Inc. 2

PROJECT HUMAN RESOURCE MANAGMENT

Chapter Objectives/Topics

• Define Project Human Resource Management• Define and Discuss the Project Human Resource Management

processes– Plan Human Resource Management– Acquire Project Team– Develop Project Team– Manage Project Team

• Define and discuss the Project Management Team



Chapter Objectives/Topics• Discuss the Roles of the Project Sponsor• Discuss managing and leading the project team• List the elements of a Project Manager’s skills• Differentiate between different Organizational Behavioral

Theories• Describe and discuss various team types• Define and discuss the stages of team development• Define and discuss six general techniques of conflict resolution



• The processes that organize, manage, and lead the project team.

(The PMBOK® Guide: Fifth Edition)• The project team is comprised of the people who have

assigned roles and responsibilities for completing the project.

• The type and number of project team members can change frequently as the project progresses.

• The involvement of all team members in project planning and decision making can be beneficial.



• Project Human Resource Management utilizes the following processes at differing times and, in some cases, continuously throughout the project phases and the project life cycle– Plan Human Resource Management– Acquire Project Team– Develop Project Team– Manage Project Team


Project Human Resource ManagementThe Project Manager and the Project Life Cycle


The Project Team

• One of the many systems put in place to accomplish the goals of the project

• The key component of the system “LEST WE FORGET” is the people

• A major component of this project team is the project management team – sometimes called the core, executive, or leadership team

• The project management team initiates, plans, executes, monitors, and controls, and closes out the phases/project



• Project Sponsor - works with the project management team, typically assisting with matters such as funding, clarifying scope, monitoring progress, and influencing others in both the requesting and performing organization in order to benefit the project.


Human Resource Managementand the Project Manager

• In order to complete projects successfully, the project manager should manage and lead as follows:– Influencing the project team

· Team environment· Geographical locations of team members· Communications among stakeholders· Internal/external politics, cultural issues, etc.

– Professional and Ethical Behavior



• In order to carry out projects, it is important to– Organize and coordinate the activities of the people who

make up the Project Team– Identify the people who have the skills, knowledge, and

abilities required to carry out the specific work involved in the project

– Ensure that all team members understand the work involved

– Find ways to motivate team members as they carry out the work.



• Change is inevitable in Project Management• It is also true when groups of people work

together that conflict is also inevitable.• Ability to genuinely communicate with

people therefore, is one of the essential skills a Project Manager must possess.


ProjectOrganizational Planning

• In order to plan for the resources that will be needed as the project is carried out, one must carefully consider the various processes of the project life cycle and take into consideration the types of skills and abilities that are needed during these processes.


ProjectOrganizational Planning

• Organizational Planning does not start after the Work Breakdown Structure (WBS) has been prepared.

• It should begin as soon as the idea for the project has been developed to the point that the idea is being seriously considered as a potential candidate to become a project.


The Project Human Resource Management System

•


Project Human Resource Management Overview

9.2 Acquire Project Team

9.1 Plan Human Resource Management

.1 Inputs .1 Project management plan .2 Activity resource requirements .3 Enterprise environmental factors .4 Organizational process assets

.2 Tools & Techniques .1 Organization charts and position descriptions .2 Networking .3 Organizational theory .4 Expert judgment .5 Meetings

.3 Outputs .1 Human resource management plan

.1 Inputs .1 Human resource management plan .2 Enterprise environmental factors .3 Organizational process assets

.2 Tools & Techniques .1 Pre-assignment .2 Negotiation .3 Acquisition .4 Virtual teams .5 Multi-criteria decision analysis

.3 Outputs .1 Project staff assignments .2 Resource calendars .3 Project management plan updates

Figure 9-1. Project Human Resource Management Overview

9.3 Develop Project Team

.1 Inputs .1 Human resource management plan .2 Project staff assignments .3 Resource calendars

.2 Tools & Techniques .1 Interpersonal skills .2 Training .3 Team-building activities .4 Ground rules .5 Colocation .6 Recognition and rewards .7 Personal assignment tools

.3 Outputs .1 Team performance assignments .2 Enterprise environmental factors updates

9.4 Manage Project Team

.1 Inputs .1 Human resource management .2 Project staff assignments .3 Team performance assessments .4 Issue log .5 Work performance reports .6 Organizational process assets

.2 Tools & Techniques .1 Observation and conversation .2 Project performance appraisals .3 Conflict management .4 Interpersonal skills

.3 Outputs .1 Change requests .2 Project management plan updates .3 Project documents updates .4 Enterprise environmental factors updates .5 Organizational process assets updates

Initiating

Planning

Executing

Monitoring & Controlling

Close-out


Plan Human Resource Management


Plan Human Resource Management

• The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.

(The PMBOK® Guide: Fifth Edition)

• The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.


Plan Human Resource ManagementInputs

1. Project Management Plan– How human resources requirements will be met

and how roles and responsibilities, reporting relationships, and staffing management will be addressed and structured for the project

2. Activity Resource Requirements– Skill sets– Numbers of resources and levels of effort required


Plan Human Resource Management Inputs

3. Enterprise Environmental Factors– Organizational culture and structure– Existing human resources– Geographical dispersion of team members– Personnel administration policies– Marketplace conditions


Plan Human Resource Management Inputs

4. Organizational Process Assets– Standard processes and role descriptions– Templates for organizational charts and

position descriptions– Historical information on organizational

structures


Plan Human Resource ManagementTools and Techniques

1.Organizational Charts and Position Descriptions– Document team member positions and

responsibilities· Hierarchical-type charts· Matrix-based charts· Text-oriented formats· Other sections of the project management

plan


Organization Charts and Position Descriptions

Hierarchical-typeOrganization Chart

Matrix-basedResponsibility Chart

Text-orientedFormat

PMRAM Role

Responsibilities

Authority


Matrix-based Charts

PERSON

PHASE

A B C D E F …

Design S P P R A P

Development P A P R

Functional S P P A

Requirements S R A P P P

Testing P R A P

A= Accountable, I= Input Required, P= Participant, R= Review Required, S= Sign-off Required


Sample Organizational Chart

CEO

ProductA

ProductB

Logistics

Research Develop. ProductA

ProductB

ProductA

ProductB DP Budget

Production Marketing AccountingEngineering


Plan Human Resource Management Tools and Techniques

2. Networking– Formal and informal interaction between

various parts of an organization – Understanding these interactions can help

the Project Manager understand the political and interpersonal factors that may impact the performance of the project team.



3. Organizational Theory– Organizational theory, sometimes referred to as

Behavioral Science, is the study of the behavior of individuals and groups of individuals in organizations.

– It is the theory as to why people, teams, and organizations behave as they do in certain situations.

– It is important to try to understand the way in which people, teams, and organizational units behave.


Organizational Behavior Theories:A Discussion


Four Behavioral Theories

• Maslow’s Hierarchy of Needs• Herzberg’s Hygiene Theory• McGregor’s “Theory X” and “Theory Y”


Motivation

• Motivation is a drive within a person, fueled by human needs or wants, to achieve personal objectives.


Maslow’s Hierarchy of Needs

• Maslow’s approach to behavior focuses on the needs that an individual is seeking to satisfy.

• The basic idea is that it is these underlying needs that motivate a person to behave as he or she does.


Self-Actualization

Esteem

Social

Safety

Physiological

Maslow’s Hierarchy of Needs


The Individual, according to Maslow, is motivated to fulfill the following needs:

• Physiological• Safety• Social• Esteem• Self-Actualization


Physiological Needs

• Physiological needs represent the basic necessities of life, such as food, water, and shelter.

• Individuals must satisfy these needs before they are able to focus their energies and attention on satisfying the higher-level needs.


Safety And Security Needs

• Safety and Security needs include the needs for safety, stability, and protection from physical and emotional harm.

• Individuals who are motivated primarily by safety and security needs look upon their employment as a means of satisfying these basic needs.


Social (or Affiliation) Needs

• Social (or affiliation) needs include the needs for affection, friendship, acceptance, love, and “feelings of belonging”.

• People motivated by social needs look upon their work as an opportunity for finding and establishing friendly interpersonal relationships.


Esteem Needs

• Esteem needs are desires for self-respect, self-worth, autonomy, and a sense of achievement.

• Such factors as status, recognition, and attention from others also constitute needs for esteem.

• People seeking esteem want others to accept them on their own merits.


Self-Actualization Needs

• Self-actualization needs are the internal drives which motivate the individual to become what he or she is truly capable of becoming.

• Self-actualization is not an end point but is rather a lifelong process.


Herzberg’s Hygiene Theory holds that some job factors either

• Lead to satisfaction• Can only prevent dissatisfaction• Are not sources of satisfaction


Herzberg’s Motivator / Hygiene FactorsContrasting Views

of Satisfaction - DissatisfactionTraditional View

Herzberg’s View

Dissatisfactions Satisfactions

Dissatisfactions No Dissatisfactions

Neutral / Zero Level

No Satisfaction Satisfactions

Hygiene Factors

Motivators


Hygiene Factors include such things as

• Working conditions• Compensation or remuneration• Company policies and administration• Relationships with supervisors and

subordinates• Relationships with peers• Level of supervision


Motivating Factors Include such things as

• Opportunities for advancement or achievement

• Opportunities for personal growth• Inherent challenge or variety in the work• Opportunities for recognition• A sense of responsibility


McGregor’s “Theory X” and “Theory Y”

• Theories X and Y describe two opposite sets of assumptions concerning human nature.


Theory X says that people

• Dislike their work• Will try to avoid work• Lack ambition• Have little capacity for problem solving• Lack creativity• Prefer to constantly be given directions


Theory X also says that people

• Avoid taking responsibility or initiative• Are self-centered and indifferent to the needs

of the organization• Are resistant to change• Follow the “path of least resistance”• Are largely motivated only by money,

position, and/or fear of punishment


• Theory X takes a dim view of human nature. McGregor’s assertions about human nature imply that basically “people must be made to work” and that the reasons they work are primarily based on fear.


• Theory Y takes a much more optimistic view of human nature.


Theory Y says that people

• Will meet high performance expectations, if the work climate is supportive

• Are creative, imaginative, and ambitious• Are committed to meeting the goals of the

organization• Are self-disciplined• Can direct and control themselves• Do desire responsibility


Theory Y

• Project Managers who ascribe to Theory Y tend to create work environments that support creativity, autonomy, and high levels of participation


Organizational Theory

• An understanding of organizational theory gives the Project Manager insights into how people, teams, and organizations interact with one another.



4. Expert Judgment– List the preliminary requirements for required skills– Assess the roles required for the project based on

standardized role descriptions– Determine preliminary effort level and number of resources– Determine reporting relationships– Identify lead time for staffing, based on lesson learned– Identify risks associated with staff acquisition, retention, and

release plans5. Meetings


Plan Human Resource Management Outputs

1. Human Resource Plan– Roles and Responsibilities

· Role - The function assumed by or assigned to a person in the project.

· Authority - The right to apply project resources, make decisions, sign approvals, accept deliverables, and influence others to carry out the work of the project.

· Responsibility - The assigned duties and work that the project team member is expected to perform in order to complete the project’s activities.

· Competency – The skill and capacity required to complete assigned activities within the project constraints.

– Project Organization Charts


Plan Human Resource Management Outputs

1. Human Resource Plan (Cont’d)– Staffing Management Plan

· Staff acquisition– Where will team members come from?

· Resource Calendars – Calendars that identify when will they arrive, for how long

will they stay, when are they available, what shift, etc.· Staff Release Plan

– How long are team members charged to the project?· Training Needs, Recognition and Rewards, Compliance, and

Safety


Acquire Project Team



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


• The key benefit of this process consists of outlining and guiding the team selection, responsibility assignment to obtain a successful team.




• The Project Management Team may or may not have direct control over team member selection because of collective bargaining agreements, use of subcontractor personnel, matrix project environment, internal or external reporting relationships, or other various reasons.– The Project Manager or Management Team should consider the

following during team acquisition · Negotiate and influence others to provide the required human

resources for the project· Failure to acquire the necessary human resources for the

project could affect project time, cost, or scope· If resources are not available or are not affordable, alternatives

may need to be considered. (scope changes, etc.)


Acquire Project Team Inputs

1. Human Resource Management Plan– Roles and responsibilities– Project organization charts– Staffing management plan

2. Enterprise Environmental Factors– Existing information on human resources– Personnel administration policies– Organizational structure and colocation or multiple locations

3. Organizational Process Assets


Acquire Project TeamTools and Techniques

1. Pre-assignment– Whenever team members are selected in advance

2. Negotiation3. Acquisition

– From external Sources4. Virtual Teams

– Don’t forget, they are an important part of the team.5. Multi-Criteria Decision Analysis

– Availability, Cost, Experience, and Ability


Acquire Project Team Outputs

1. Project Staff Assignments2. Resource Calendars3. Project Management Plan Updates


Develop Project Team


Develop Project Team

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


• The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.



Motivating and Working with the Team

• Give team members responsibility and trust• Listen and consider team members’ ideas• Recognize team members' ideas• Give praise when deserved• Let team members know that they are important

to the organization• Give team members flexible control of their work

environment


Motivating and Working withThe Team

• Give team members clear direction with measurable goals.

• Give team members the skills they require through training, information to understand goals for the task.

• Give support through coaching, feedback, and encouragement.



• Capitalize on cultural differences, focus on developing and sustaining the project team throughout the project life cycle in a mutual climate of trust.

• Make sure resources are readily available for the project

• Provide them upward and downward communication



• Generate emotional buy-in from the team by allowing participation in project decisions.

• Reward the team for a job done well.• Give the team credit for project success.• Let team members know their job is an

important contribution to the team effort.


Develop Project Team Inputs

1. Human Resource Management Plan– Training Strategies, Development

Strategies, etc.2. Project Staff Assignments3. Resource Calendars


Develop Project Team Tools and Techniques

1. Interpersonal SkillsAlso known as “soft skills”, emotional intelligence (empathy), conflict resolution, negotiation

2. Training3. Team Building Activities

Used to enhance team Development– There are five theoretical stages to team development the following

model - known as the ‘Tuckman Ladder”· Forming· Storming· Norming· Performing· Adjourning


Forming Stage

• Team meets and learns about the project.• Team members learn their formal roles and

responsibilities• Team members tend to be independent and

not as open during this phase.


Storming Stage

• Team begins to address the work, technical decisions, roles, and responsibilities.

• Team members address the project management approach.

• If team members are not collaborative and open to differing ideas and perspectives, the environment can become very counterproductive.


Norming Stage

• Team begins to work together and collaborate.

• Team members begin to adjust their work habits and behaviors to support the team.

• The team learns to trust each other.


Performing Stage

• Teams that reach this stage now function as a well organized unit.

• The team and team members are interdependent and work through issues smoothly and effectively.


Adjourning

• Completes the work and moves on from the phase/project.

• Transitions out of the phase/project as it winds down.

• Team ends• Completes the task, and acknowledge the

accomplishment.


Develop Project TeamTools and Techniques

4. Ground Rules– What is acceptable behavior

5. Co-location6. Recognition and Rewards

– Money, training, opportunity for growth, etc.7. Personnel Assessment Tools

– Provides insight into areas of strength and weakness– Also helps assess team preferences, aspirations, etc.


Develop Project TeamOutputs

1. Team Performance Assessments– Informal or formal team development assessment should

evaluate the following: · Skill improvements that allow individuals to perform

assignments more effectively· Improved Competencies that increase performance as a team· Reduced staff turnover rate· Increased team cohesiveness

2. Enterprise Environmental Factors Updates– Employee record updates, e.g. skill assessments


Manage Project Team


Manage Project Team

• The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.(The PMBOK® Guide: Fifth Edition)

• The key benefit of this process is that it influences team behavior, manages conflict, resolves issues, and appraises team member performance.(The PMBOK® Guide: Fifth Edition)


Manage Project Team

• Concerns enhancing the performance of the Project Team and the team members

• It includes: – Tracking individual team member performance– Observing total team behavior– Providing feedback – positive and/or negative– Resolving problems and conflicts– Coordinating changes


Manage Project Team

• By doing these things, the Project Manager has the information he/she needs to: – Update the staffing management plan as appropriate– Submitting change orders – Resolving issues – Providing input to individual organizational

performance appraisals– Add to the lessons learned of the organization


Manage Project Team Inputs

1. Human Resource Management Plan– Roles and responsibilities– Project organization– Staffing management plan

2. Project Staff Assignments3. Team Performance Assessments

– Ongoing throughout the project4. Issue Log5. Work Performance Reports

– Current project status compared to forecast. Refer to schedule, cost, and quality control as well as scope verification


Manage Project Team Inputs

6. Organizational Process Assets– Certificates of Appreciation– Newsletters– Websites– Bonus Structures– Corporate Apparel– And other organizational perquisites


Manage Project TeamTools and Techniques

1. Observation and Conversation2. Project Performance Appraisals

– Role and responsibility clarification– Constructive feedback to team members– Discovery of unknown and/or unresolved issues– Development of individual training plans– Establishment of individual goals– Some organizations subscribe to 360-degree performance

appraisals3. Conflict Management


Conflict Management


Conflict Management

• Conflict is inevitable in a project environment.– Sources include scarce resources, scheduling priorities, and

personal work styles – just to name a few.• Let’s face it, when two or more people get together and work in

close proximity to one another, conflict will eventually surface• The project manager must realize that conflict

– Is natural, is a team issue, should deal with the issue and not with personalities

• Resolution is driven by– Openness, focus on issues, the present, short vs. long term


Conflict Management

• Successful conflict management results in greater productivity and positive working relationships.

• When managed properly, differences of opinion can lead to increased creativity and better decision making.


Conflict Management

• Factors that can influence conflict resolution methods:– Relative importance and intensity of the

conflict– Time pressure for resolving the conflict– Position taken by the persons involved– Motivation to resolve conflict on a long-term

or short-term basis


Five General ConflictResolution Techniques

• Withdraw/Avoid• Smooth/Accommodate• Compromise/Reconcile• Force/Direct• Collaborate/Problem Solve


Conflict ResolutionWithdraw/Avoid

• Involves retreating from an actual or potential conflict situation

• Postponing the issue to be better prepared or to be resolved by others

• Does not solve the problem


Conflict ResolutionSmooth/Accommodate

• Emphasizes areas of agreement rather than areas of difference.

• Conceding ones position to the needs of others to maintain harmony and relationships

• Usually provides only a short term solution‑


Conflict ResolutionCompromise/Reconcile

• Searching for solutions that bring some degree of satisfaction to all parties

• Temporarily or partially resolves the conflict


Conflict ResolutionForce/Direct

• Pushing one’s viewpoint at the expense of others• Offering only “win-lose” solutions• Usually enforced through a “power position” to

resolve an emergency• This approach may solve the conflict temporarily,

but often engenders negative feelings which can resurface later in other forms.


Conflict ResolutionCollaborate/Problem Solve

• Incorporating multiple viewpoints and insights from differing perspectives

• Requires a cooperative attitude and open dialogue

• Typically leads to consensus and commitment


Manage Project TeamTools and Techniques

4. Interpersonal Skills – Leadership– Influencing

· Ability to be persuasive and clearly articulate points and positions· High level of listening skills· Awareness of and consideration for various perspectives

– Effective decision making – some guidelines· Focus on goals to be served· Follow a decision making process· Study the environmental factors· Develop personal qualities of the team members· Stimulate team creativity and manage risk


Manage Project TeamOutputs

1. Change Requests2. Project Management Plan Updates3. Project Documents Updates

– Issue Logs– Roles Descriptions– Project Staff Assignments


Manage Project TeamOutputs

4. Enterprise Environmental Factors Updates– Input to organizational performance appraisals– Personnel skill updates

5. Organizational Process Assets Updates– Historical information– Lessons learned– Template changes– New standard processes


Setting up the Project Team


Project Team Development

• It is important that the Project Manager understand the dynamics of behavioral issues at the beginning of the project, hence the “Kickoff Meeting”.


The Project Team Kickoff Meeting

• The purpose of the meeting is to bring the team members together as-a-group, possibly for the first time, to try and gain a clear understanding of the “big picture” regarding the project.


The Project Start/Beginning Team Kickoff Meeting

• The Kickoff Meeting– In this meeting the team gets its first

look/information about the new project, or their new job.

– This is when the project team also gets a chance to meet their management team and peers.

– It is recommend that a team-building and planning meeting be held (offsite if possible).


Recommended Documents(as they stand to-date)

• The Project Scope Statement• The Statement of Project Objectives• The WBS• The Project Risk Assessment• The Reports Requirements Statement• The Project Evaluation Methodology Statement• The Project Gantt Chart• The Roles and Responsibilities Matrix• The Project’s Organizational Chart


Suggested Agenda Items

• Team member roles and responsibilities• Reporting relationships• How problems will be handled• Expectations (in terms of conduct and

performance)


Project Manager Team Skills

• Careful attention must be paid to the selection of the Project Manager

• Remember that those persons who have the greatest technical expertise, relative to the project objectives, are not necessarily the persons best qualified to manage the project.


Project Manager Team Skills

• Selection of a Project Manager should be considered in light of the following list of essential skills and abilities:– Coordination and Integration Skills– Motivational Skills– Communication and Collaboration Skills– Negotiating Skills– Delegation Skills– Team Leadership Skills


“The Buck Stops Here”

• The Project Manager is not only responsible for his/her own deliverables, but also for the work-outputs of the project’s team members.

• The Project Manager must interface: – Within the Project Team– Between the Project Team and the larger

organization– Between the internal organization and the

customer



Review Chapter Objectives/Topics

• Define Project Human Resource Management• Define and Discuss the Project Human Resource Management

processes– Plan Human Resource Management– Acquire Project Team– Develop Project Team– Manage Project Team

• Define and discuss the Project Management Team



Review Chapter Objectives/Topics• Discuss Roles of the Project Sponsor• Discuss the managing and leading of the project team• List the elements of a Project Manager’s skills• Differentiate between the different Organizational Behavioral

Theories• Describe and discuss various types of teams• Define and discuss the stages of team development• Define and discuss six general techniques of conflict resolution


Chapter 9 – Human Resources Management Practice Exam

• Turn to Page 367 in the “All in One” Text Book

• Take the 20 Question Exam


Practice Exam Answers

1) A. Organizational interfaces2) B. Staffing requirements3) B. Staffing requirements4) C. Functional management5) C. The union is considered a project

stakeholder.



6) B. Use the roles and responsibilities defined in the ACT project on the PLY project.7) B. Micromanagement8) B. Coercive power9) A. Formal power10) B. The halo effect



11) A. Collaborating/Problem Solving12) D. A yield-lose solution13) D. Personality conflicts14) B. Ouchi’s Theory Z15) D. Vroom’s Expectancy Theory



16) C. Expert power17) D. Referent power18) B. A project manager who will openly punish any team member who is late with an activity.19) C. Forcing20) A. Full-time

project human resource management presented by project masters inc

Documents

project planning

project phases

project teamlist

project sponsordiscuss

project teamidentify

project progresses

project teamone

editionthe project team