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9. Project Human Resource Management Managing People On Project

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9. Project Human Resource ManagementManaging People On Project

Indian Perspective – HR Management

Real estate and construction is key employer of human resources in India, second only to the agricultural sector

The incremental workforce requirement is around four million people per year over the next few years

The industry is set to face a challenge in terms of sourcing, training and retaining manpower.

Following are some of the human resource management practices followed in India for managing average size real estate construction project

Builder site staff includes project manager, senior engineers, jrengineers, supervisors, store in charge, store keepers.

Apart from salary, builder staff is paid incentive and bonus. If some site staff does exceedingly well , PM / Director recommend better increment. Bonus and increment are fixed but some time project staff can negotiate

Some of the builder’s site staff is temporarily hired for the specific project though on builder pay roll. At the end of project if builder want to retain staff , staff is shifted to other site or else staff in told few days in advance to look for other opportunity

Contractors have engineer / foreman who mange technicians (carpenter, electricians ) and unskilled staff

Builder’s project staff oversees contractor’s work force but not directly involved in their management

Following are some of the skill gaps identified in Indian construction and real estate sectors

Project Manager (of 3 to 4 years experience)

Inadequate project management skills

Inadequate knowledge of planning and scheduling software

Difficulty in controlling time overrun and cost overrun

Lack of communication and team building skills

Engineers / Supervisors

Civil engineers hired for this role usually do not have sufficient ability to develop and comply with a practice oriented approach

Lack of project coordination skills

Lack of communication and team management skills

Incomplete knowledge of tendering processes

Insufficient writing skills in English and documentation skills

Incomplete understanding of risks associated with a project such as time/cost over-runs as well as legal aspects

Skilled Workmen

Inadequate scientific knowledge of construction specific areas - such as lining, levelling, and finishing skills in carpentry

Availability of these personnel is an issue – it may be necessary to depend on migratory workers

Inadequate ability to understand instructions of supervisors /engineers.

Unskilled Workmen

Very little safety orientation

Inadequate workplace skills like discipline, cleanliness, etc.

Inability to follow simple instructions

Low job loyalty - very prone to leaving one construction company and joining another

People Management Best Practices Are Very Important To Deal With These Challenges.

Project Human Resource Management includes tools for

team development and approaches for managing team

performance and group dynamics. Managing and leading

project team includes influencing project team and

cultivation professional and ethical behaviour.

Project Human Resource Management

Project Human Resource Management

Group9. Project Human Resource

Management

Initiating

Planning9.1 Plan Human Resource

Management

Executing

9.2 Acquire Project Team

9.3 Develop Project Team

9.4 Manage Project Team

Monitoring &

Controlling

Closing

Human resource planning involves identifying, documenting and assigning project roles, responsibilities and relationships. It includes:

Project organization charts: Graphic display of reporting relationships.

Roles and responsibilities: Role, Authority, Responsibility , Competency

Staffing management plan

Staff acquisition

Resource calendars

Staff release plan

Training need

Recognition and rewards system.

Compliance & safety

9.1 Plan Human Resource Management

9.1 Plan Human Resource Management

Inputs

1. Activity Resource Requirements2. Project Management Plan3. Enterprise Environmental Factors4. Organizational Process Assets

T & T

1. Project Organization Charts2. Networking With Human Resources Providers3. Organization theory4. Expert Judgment5. Meetings

Outputs 1. Human Resource Management Plan

Key points

Create OBS (organizational breakdown structure) which displays departments, unit or teams and can show what work they are responsible for.

Project Organization Charts

To make sure every work package in WBS has an unambiguous owner. Responsibility assignment matrix (RAM) is the primary tool used to display information about roles responsibilities.

Matrix- based charts : RACI (responsible, accountable, consult and inform) is a useful tool when team consists of internal and external resources in order to ensure clear divisions of roles and expectation

Provides information on how people, teams, and organizations behave Example : Maslow’s Hierarchy of Needs, Herzberg’s Motivation-Hygiene Theory

Organizational Theory

Motivational Theories

Maslow’s Hierarchy of Needs

Herzberg’s Motivation-Hygiene Theory

Project in charge uses following powers to implement human resource management plan

Formal or Legitimate power

Reward power

Coercive or Punishment or Penalty power

Expert power

Referent power

Staff acquisition is getting the right people assigned to the project. Failure to do so in a timely manner may affect schedules, costs, risks, quality and ultimately customer satisfaction.

Following techniques are used for acquiring project team Pre-assignment from existing projects New acquisition from job market Negotiation with contractors Virtual teams for specialised skills

9.2 Acquire Project Team

Outputs Project Staff Assignments : Documentation of the assignment

of people to the project team.

Resource Calendars : Time periods when people are available to work on the project.

Acquire Project Team

This process is aimed at improving the competencies, interactions among team members and the overall team environment to improve project performance.

Improving the ability of team members to contribute as individuals.

Improving trust & cohesiveness among team members

Improving the ability of the team to function effectively

Following tools can be used to achieve above objectives

Interpersonal skills training (on the job / off site)

Team-building activities

Ground rules

Recognition & rewards

Personnel assessment tools

9.3 Develop Project Team

Team-Building Activities : Tuckman’s Model

Managing the team involves tracking team performance, providing feedback, resolving issues and coordinating changes.

Important project management skills for managing the team include communication, negotiation, conflict management and leadership.

9.4 Manage Project Team

Conflict Management: : Kenneth Thomas and Ralph Kilmann (TK) methods of conflict resolution.

Seven major sources of conflict in the project environment. In descending order of importance or likelihood, they are:

1. Schedule

2. Priorities

3. Resources

4. Technical opinions

5. Administrative procedures

6. Cost

7. Personalities

09 HR Management : Managing People On Project

Trainings by Vidya Bhagwat

10 Communication Management : Right Information At Right Time

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