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7/28/2019 proiecteng

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Project Management inHuman Resources


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Learning Objective

This session will focus on how project

management is becoming a criticalsuccess factor to the overall HRorganizational strategy.


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What is Project Management?

Project Management is the applicationof knowledge, skills, tools, and

techniques to project activities in orderto meet project requirements.

Project Management is accomplished

through use of processes such as:initiating, planning, executing,controlling, and closing.


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Brief History of ProjectManagement

Project management was not used as an isolatedconcept before the Sputnik Crisis of the Cold War.

After the Cold War, US the DOD needed to speedup the military project process and new tools(models) for achieving this goal were invented.

In 1958, PERT (Program Evaluation and ReviewTechnique) was invented as part of the PolarisMissile Sub program.

PERT was later extended with a Work BreakdownStructure or WBS. This process flow and structureof the military undertakings quickly spread intomany private enterprises


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Approaches to ProjectManagement

Traditional Vs. Agile Methods

Traditional Methods: identifies a sequenceof steps or events to be completed.

Agile Methods: identifies small tasks ratherthan a complete process and imposes aslittle overhead as possible in the form ofrationale, justification, documentation,reporting, meetings, and permission.


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Process Based Management

Furthers the concept of project control

The creation of a set of defined processes

detailing what the company actually doesallows for consistency across project teamsand the project; when the process isdefined, the ability to track and monitor

performance with a view to improvement isfar more successful

CMMi, ISO/IEC15504 are examples


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Areas of Human Resources

Earlier areas: Staffing/Recruiting, EmployeeRelations, Compensation, Benefits, Payroll,

Training, Work Comp, HRIS, Paperwork Today: some of the above plus strategic

planning, succession planning, workforceplanning, process re-engineering,

outsourcing, mergers and acquisitions,change management, and HR services


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Whats Consistent in HR today?

PLANNING!


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Consideration

Planning is everything -- and ongoing. Onone thing all PM texts and authorities agree:The single most important activity that

project managers engage in in is planningdetailed, systematic, team-involved plansare only the foundation for project success.

And when real-world events conspire tochange the plan, project managers mustmake a new one to reflect the changes. Soplanning and replanning must be a way oflife for project managers.


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Case Study #1

Large, US-based, Software/Education Company merges withnon-US, publishing company

Two Corporate HR groups need to integrate 14 benefit plans to

create health, dental, flex spending, etc. shared by both entities Began effort in February 1999, utilizing only internal HR

resources In March, realized need for PM PM on board (resource from IS area) in April Initial analysis conducted-had spent $85K in two months

(resources, provider input, systems) out of an undeterminedbudget (originally thought the integration could happen within HRbudget for that year).

Integration completed in September (five months) with the finaltotal project cost of $187K.


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Case Study #2

Large, Midwest, manufacturing company13,000 employees Implement self-service and reengineer related

processes

Recognized need for PM resources up front;Determined total budget of 2M for systemimplementation and process reengineering

Study completed by third-party indicated withoutPM resources/planning, additional $400K

Project completed in 14 months, on task, underbudget (total project cost = 1.8M)


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Kitchen Sink Syndrome

Refers to a type of discussion, usually anargument, chastisement, or reprimand thatranges over a broad spectrum of topics

including "everything but the kitchen sink". Can apply to any conversation, meeting,

discussion, planning process, and party In project management (more common

usage) it refers to a project that hasaccreted more and more features as timeprogresses, to have "everything but thekitchen sink


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Overall Benefits of ProjectManagement in Human Resources

Facilitates improved client relationships leading toimproved customer satisfaction scores

Fosters a common methodology and process

across HR; uses same PM processes as client Ensures an alignment of HR efforts with client

business needs Stimulates teamwork on priority HR issues Knowledge transfer across professions

Increase HR competency (people skills) inProject Managers

Increase PM competency in Human Resourcesprofessionals


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Considerations of Project Management

(PM) Related to Human Resources (HR)

Partnership with HR Organization

PM role in IS/IT area dedicated to

facilitate HR projects Internal consulting relationship with HR

Organization

PM role within HR Organization External PM role consulting with HR

Organizations


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Benefits of a partnership with HR

Process, Control, Accountability,Responsibility

Proven, documented procedure

Clear expectations

Involvement as team member andstakeholder


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Benefits of formal PM rolein HR

Consistency in methodology

Consistency in process, documentation,

procedure Liaison between HR and IS/IT

Clear goals, objectives and methods

Effective communications

Meet deadlines and commitments Formal metrics and reporting to upper

management/project sponsors


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Benefits of External Consultingwith HR Organizations

Fosters a formal, documented practiceand methodology

Increases ability to align HR effortswith business unit needs

Unbiased relationship which affords

business unit comfort and ease withmeeting deadlines

Documents

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