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What is Project Human Resource What is Project Human Resource Management?Management?

The processes required to make the most The processes required to make the most effective use of the people involved with effective use of the people involved with the project.the project.

It includes all the project stakeholders-It includes all the project stakeholders-sponsors, customers, partners, sponsors, customers, partners, individual contributors, performing individual contributors, performing organization, project and team members. organization, project and team members.

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Project Human Resource Project Human Resource ManagementManagement

Major ProcessesMajor Processes• Organizational PlanningOrganizational Planning

– Identify, document, and assign project roles, Identify, document, and assign project roles, responsibilities, and reporting relationshipsresponsibilities, and reporting relationships

• Staff AcquisitionStaff Acquisition– Getting the human resources needed Getting the human resources needed

assigned to and working on the projectassigned to and working on the project

• Team DevelopmentTeam Development– developing individual and group developing individual and group

competencies to enhance project competencies to enhance project performanceperformance

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Organizational Planning ProcessOrganizational Planning Process

• Usually done as part of the earliest Usually done as part of the earliest project phasesproject phases

• Results should be reviewed throughout Results should be reviewed throughout the projectthe project

• Organizational planning is often tightly Organizational planning is often tightly linked with communications planninglinked with communications planning

• involves identifying, documenting and involves identifying, documenting and assigning project roles, responsibilities, assigning project roles, responsibilities, and reporting relationshipsand reporting relationships

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Organizational Planning ProcessOrganizational Planning ProcessInputsInputs

• Project InterfacesProject Interfaces– Organizational interfaces - formal and Organizational interfaces - formal and

informal reporting relationshipsinformal reporting relationships– Technical interfaces - relationships Technical interfaces - relationships

among different technical disciplinesamong different technical disciplines– Interpersonal interfaces - relationships Interpersonal interfaces - relationships

among individuals on the projectamong individuals on the project

• Staffing Requirements - kinds Staffing Requirements - kinds of competencies and individuals of competencies and individuals needed and in what time frameneeded and in what time frame

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Organizational Planning ProcessOrganizational Planning ProcessInputs Cont.Inputs Cont.

• Constraints - factors that limit a Constraints - factors that limit a project team’s options such as:project team’s options such as:– Organizational structure Organizational structure – Collective bargaining agreementsCollective bargaining agreements– Preferences of the project management Preferences of the project management

teamteam– Expected staff assignmentsExpected staff assignments

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Organizational PlanningOrganizational PlanningTypes of OrganizationsTypes of Organizations

• Functional - stove pipe/ managers and Functional - stove pipe/ managers and territories and no crossovers (territories and no crossovers (do have do have a clear chain of command)a clear chain of command)

• Project Expeditor - functional Project Expeditor - functional organization with recognition of organization with recognition of project activities, PM reports to project activities, PM reports to functional managementfunctional management

• Project coordinator - PM reports to Project coordinator - PM reports to higher management higher management

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Organizational PlanningOrganizational PlanningTypes of Organizations Cont.Types of Organizations Cont.

• Weak Matrix - Functional managers and Weak Matrix - Functional managers and project managers in a matrix project managers in a matrix organization with all money done within organization with all money done within the functions of the organizationsthe functions of the organizations

• Strong Matrix - PMs have budget Strong Matrix - PMs have budget authority with firing/hiring/rewards authority with firing/hiring/rewards decisionsdecisions

• Projectized - PM is a supervisor in Projectized - PM is a supervisor in control of all activitiescontrol of all activities

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Organizational Planning ProcessOrganizational Planning ProcessTools and TechniquesTools and Techniques

• Templates - Often prior projects role and responsibility definitions or reporting relationships can help expedite the process

•Human Resource Practices - Knowledge of HR policies, guidelines, and procedures can help with organizational planning

•Organizational Theory - Understanding organizational theory will better enable the PM to respond to project requirements

•Stakeholder Analysis - Identification and analysis of needs of stakeholders will ensure that their needs will be met

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Organizational PlanningOrganizational PlanningOutputsOutputs

• Role and responsibility assignments Role and responsibility assignments – A responsibility Assignment Matrix is A responsibility Assignment Matrix is

often used to closely link assignments often used to closely link assignments to the project scope definitionto the project scope definition

• Staffing management Plan Staffing management Plan – describes when and how human describes when and how human

resources will be brought onto and resources will be brought onto and taken off of the project teamtaken off of the project team

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Organizational PlanningOrganizational PlanningOutputs Cont.Outputs Cont.

• Organization chartOrganization chart– Any graphic display of project Any graphic display of project

reporting relationshipsreporting relationships

• Supporting detail - includes such Supporting detail - includes such detail as:detail as:– Organizational impact Organizational impact – Job descriptionsJob descriptions– Training needsTraining needs

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Human Resource ManagementHuman Resource ManagementRoles and ResponsibilitiesRoles and Responsibilities

• Roles and responsibilitiesRoles and responsibilities– PMI states that it is the project manager’s PMI states that it is the project manager’s

responsibility to responsibility to plan, estimate, and schedule plan, estimate, and schedule a project, interface management and a project, interface management and integration of our project’s subsystems.integration of our project’s subsystems.

– The team’s role is to help plan what needs to The team’s role is to help plan what needs to be done (WBS), the project flow (Network be done (WBS), the project flow (Network Diagram), as well as to estimate times for Diagram), as well as to estimate times for their tasks.their tasks.

– Senior management’s role is to approve the Senior management’s role is to approve the overall project plan, budget, and schedule overall project plan, budget, and schedule and to approve any changes to these.and to approve any changes to these.

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Human Resource ManagementHuman Resource ManagementRoles and Responsibilities Cont.Roles and Responsibilities Cont.

• Roles of a PM - Integrator, communicator, Roles of a PM - Integrator, communicator, team leader, decision maker, and climate team leader, decision maker, and climate creatorcreator

• Qualifications - works well with others; Qualifications - works well with others; experienced in particular areas of experienced in particular areas of expertise (such as technical, contract expertise (such as technical, contract negotiations, supervisory, etc.); level of negotiations, supervisory, etc.); level of education; previous project management education; previous project management experienceexperience

• PM’s leadership skills - Directive, PM’s leadership skills - Directive, facilitating, coaching, supportivefacilitating, coaching, supportive

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Human Resource ManagementHuman Resource ManagementResponsibility ChartResponsibility Chart

• Responsibility Assignment Matrix Responsibility Assignment Matrix – A chart that cross references team A chart that cross references team

members with the tasks they are to members with the tasks they are to accomplish.accomplish.

– It may also cross reference team members It may also cross reference team members and issues.and issues.

– NOTE: The matrix does not show when NOTE: The matrix does not show when people will do their jobs (time).people will do their jobs (time).

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Human Resource ManagementHuman Resource ManagementPowersPowers

• Powers of the project managerPowers of the project manager– Formal (legitimate) - power based on your Formal (legitimate) - power based on your

positionposition– Reward - Giving rewardsReward - Giving rewards– Penalty (coercive) - being able to penalize Penalty (coercive) - being able to penalize

team membersteam members– Expert - Being the technical or project Expert - Being the technical or project

management expertmanagement expert– Referent - Referring to the authority of Referent - Referring to the authority of

someone in a higher positionsomeone in a higher position

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Human Resource ManagementHuman Resource ManagementPowersPowers

• Powers of the project manager Powers of the project manager cont.cont.– Purse string - whoever has the money has the powerPurse string - whoever has the money has the power– Bureaucratic - Because you know the system and Bureaucratic - Because you know the system and

how to work it you have the powerhow to work it you have the power– Charismatic - your power derives from your charmCharismatic - your power derives from your charm

• PMI says the best forms of power are EXPERT PMI says the best forms of power are EXPERT and REWARD. PENALTY is the worst. and REWARD. PENALTY is the worst. FORMAL, REWARD, and PENALTY are powers FORMAL, REWARD, and PENALTY are powers derived from the PM’s position in the company. derived from the PM’s position in the company. EXPERT power is earned on your ownEXPERT power is earned on your own

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Staff Acquisition ProcessStaff Acquisition Process

• Getting the needed human resources Getting the needed human resources assigned to and working on the assigned to and working on the projectproject

• Ensure that the resources that are Ensure that the resources that are available will meet project available will meet project requirmentsrequirments

• Usually provided or supported Usually provided or supported heavily by the HR staffheavily by the HR staff

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Staff Acquisition ProcessStaff Acquisition ProcessInputsInputs

• Staffing management planStaffing management plan• Staffing pool description - Staffing pool description -

considering characteristics such as considering characteristics such as previous experience, personal previous experience, personal interests, personal characteristics, interests, personal characteristics, availability, competencies and availability, competencies and proficiency proficiency

• Recruitment practicesRecruitment practices

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Staff Acquisition ProcessStaff Acquisition ProcessTools and TechniquesTools and Techniques

• Negotiations - with responsible Negotiations - with responsible functional managers, with other project functional managers, with other project management teamsmanagement teams

• Pre-assignment - usually in the case of a Pre-assignment - usually in the case of a competitive proposal and staff was competitive proposal and staff was promised, or for an internal service promised, or for an internal service projectproject

• ProcurementProcurement

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Staff Acquisition ProcessStaff Acquisition ProcessOutputsOutputs

• Project staff assignedProject staff assigned• Project team directoryProject team directory

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Team Development ProcessTeam Development Process

Team development includes both Team development includes both enhancing the ability of stakeholders to enhancing the ability of stakeholders to contribute as individuals as well as contribute as individuals as well as enhancing the ability of the team to enhancing the ability of the team to function as a team. function as a team.

Team development on a project is often Team development on a project is often complicated when individual team complicated when individual team members are accountable to both a members are accountable to both a functional manger and the project functional manger and the project manager.manager.

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Team Development ProcessTeam Development ProcessInputsInputs

• Project staffProject staff• Project planProject plan• Staffing management planStaffing management plan• performance reports - provide feedback performance reports - provide feedback

to the project team about performance to the project team about performance against the project plan.against the project plan.

• external feedback - periodical measure external feedback - periodical measure against the expectations of those outside against the expectations of those outside the project.the project.

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Team Development ProcessTeam Development ProcessTools and TechniquesTools and Techniques

• Team-building activitiesTeam-building activities• General management skillsGeneral management skills• reward and recognition systemsreward and recognition systems• collocationcollocation• trainingtraining

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Team Development ProcessTeam Development ProcessOutputsOutputs

• Performance improvements - can come Performance improvements - can come from many sources and affect many areas from many sources and affect many areas of project performance; for example:of project performance; for example:– Improvement in individual skillsImprovement in individual skills– Improvements in team behaviorsImprovements in team behaviors– Improvements in either individual or team Improvements in either individual or team

competenciescompetencies

• Input to performance appraisalsInput to performance appraisals

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Team Development Team Development Team Building Team Building

• Concerted team building at the start of a projectConcerted team building at the start of a project• Look for opportunities to build the team Look for opportunities to build the team

throughout the projectthroughout the project• Team members need to be aware of:Team members need to be aware of:

– interdependent - work togetherinterdependent - work together– Consensus - together on project goals and objectivesConsensus - together on project goals and objectives– committed - working together in a positive waycommitted - working together in a positive way– Accountable - to the organization and roles that each Accountable - to the organization and roles that each

hashas– conflict/competition - acknowledge ahead of time that conflict/competition - acknowledge ahead of time that

their will be conflict and competitiontheir will be conflict and competition

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Team Development Team Development Symptoms of Poor Teamwork Symptoms of Poor Teamwork

• FrustrationFrustration• Unhealthy competitionUnhealthy competition• Unproductive meetingsUnproductive meetings• Lack of trust in the project managerLack of trust in the project manager

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Team Development Team Development Team Building RulesTeam Building Rules

• Start early in team buildingStart early in team building• Do it early and oftenDo it early and often• Recruit the best peopleRecruit the best people• Everyone is ON THE TEAM (including part-Everyone is ON THE TEAM (including part-

timers, vendors etc.) and they recognize timers, vendors etc.) and they recognize themselves as on the teamthemselves as on the team

• PM needs to behave as a role modelPM needs to behave as a role model• Trust and delegate (don’t try to force or Trust and delegate (don’t try to force or

manipulate)manipulate)• Process: Plan ahead, negotiate for team Process: Plan ahead, negotiate for team

members, organize the team and have a kickoffmembers, organize the team and have a kickoff

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Team Development Team Development Team Building ExercisesTeam Building Exercises

• Needed to get team members motivatedNeeded to get team members motivated• Understanding various motivational theoriesUnderstanding various motivational theories• Know personnel issuesKnow personnel issues

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Team Development Team Development Motivation TheoriesMotivation Theories

• Maslow - Hierarchy of needs; people don’t work Maslow - Hierarchy of needs; people don’t work for security or money, they work to get a chance for security or money, they work to get a chance to contribute and to use their skills (highest level to contribute and to use their skills (highest level is self actualization)is self actualization)

• McGregor - Theory of X / Y; all people are either McGregor - Theory of X / Y; all people are either X (people need to be watched every minute) or Y X (people need to be watched every minute) or Y (people are willing to work without supervision (people are willing to work without supervision and want to achieve); theory Z (put a firm and want to achieve); theory Z (put a firm environment around Y workers)environment around Y workers)

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Team Development Team Development Motivation TheoriesMotivation Theories

• Herzberg - Hygiene factors and motivating agentsHerzberg - Hygiene factors and motivating agents– Hygiene factors related to dissatisfaction such as working Hygiene factors related to dissatisfaction such as working

conditions, salary, personal life, relationships at work, conditions, salary, personal life, relationships at work, security, statussecurity, status

– Motivators - relate to increased satisfaction such as Motivators - relate to increased satisfaction such as responsibility, self-actualization, professional growth, responsibility, self-actualization, professional growth, recognitionrecognition

– To retain or maintain team members need to think of To retain or maintain team members need to think of hygiene factors but to really jazz members need to consider hygiene factors but to really jazz members need to consider motivationsmotivations

• Expectancy theory - Employees who believe that Expectancy theory - Employees who believe that their efforts will lead to effective performance and their efforts will lead to effective performance and who expect to be rewarded for their who expect to be rewarded for their accomplishments stay productive as rewards meet accomplishments stay productive as rewards meet their expectationstheir expectations

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Team Development Team Development Personnel IssuesPersonnel Issues

• ArbitrationArbitration• Perquisites (perks usually more individualized) - Perquisites (perks usually more individualized) -

Parking spaces, corner offices, work from home, Parking spaces, corner offices, work from home, etc.etc.

• Fringe benefits - (generally everybody gets) Fringe benefits - (generally everybody gets) Education, benefits, insurance, profit sharingEducation, benefits, insurance, profit sharing

• Halo effect - tendency to rate high or low all Halo effect - tendency to rate high or low all factorsfactors

• War room - project team located in one room also War room - project team located in one room also called co-locationcalled co-location

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Human Resource ManagementHuman Resource Management Conflict Conflict

• Conflict is unavoidable because of the Conflict is unavoidable because of the – Nature of projectsNature of projects– Limited power of the project managerLimited power of the project manager– Necessity for obtaining resources from the Necessity for obtaining resources from the

functional managersfunctional managers

• Conflict can be avoided by: Informing Conflict can be avoided by: Informing the team, clearly assigned tasks, the team, clearly assigned tasks, making work assignments interesting making work assignments interesting and challengingand challenging

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Human Resource ManagementHuman Resource Management Sources of conflict Sources of conflict

in actual order of frequencyin actual order of frequency

• SchedulesSchedules• Project prioritiesProject priorities• ResourcesResources• Technical opinionsTechnical opinions• Administrative proceduresAdministrative procedures• CostCost• PersonalityPersonality

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Human Resource ManagementHuman Resource ManagementConflict management methodsConflict management methods

• Problem solving / confrontation (same Problem solving / confrontation (same thing); confrontation is usually the thing); confrontation is usually the correct choicecorrect choice

• Compromising - favorite mode for Compromising - favorite mode for dealing with peersdealing with peers

• Smoothing - de-emphasizing the Smoothing - de-emphasizing the opponents differencesopponents differences

• Withdrawal - Retreat or postponeWithdrawal - Retreat or postpone• Forcing - (worst method) JUST DO IT Forcing - (worst method) JUST DO IT

{usually results in a stalemate}{usually results in a stalemate}

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Questions?Questions?