Project Human Resources Management

PPROJECTROJECT HHUMAN UMAN RRESOURCEESOURCE

MMANAGEMENTANAGEMENT

Hisham Haridy, PMP, PMI-RMPFebruary 2016



Part “1”Part “1”

February 2016

Plan Human Resource

Management

Acquire Project Team

Develop Project Team

Manage Project Team

“The processes involved in the planning, acquisition, development, and

management of the project team”

Human Resource Management

Human resource planning

determines project roles,

responsibilities, and

reporting relationships, and

creates the staffing

management plan. HR Plan.

The process of

obtaining the human

resources needed to

complete the project .

Project staff

assignments,

Resource calendars,

Project management

plan updates.

To improve competencies

(individual development)

and to enhance the

interaction of the team

members (team building

oriented trainings) Team

performance

assessments, Enterprise

environmental

factors updates.

Manage Project Team

involves tracking

performance, providing

feedback, resolving issues

and coordinating changes to

enhance project

performance. Enterprise

environmental factors

updates, Organizational

process assets updates,

Change requests, Project

management plan

Updates.

PROJECT HUMAN RESOURCE MANAGEMENT February 2016

InputsTools and

TechniquesOutputs

Plan HR Management

“The process of identifying and documenting project roles, responsibilities, and

required skills, reporting relationships, and creating a staffing management plan.”

InputsTechniques

Outputs

1. Project management plan

2. Activity resource

requirements

3. Enterprise environmental

factors

4. Organizational process

assets

1. Organization charts and

position descriptions

2. Networking

3. Organizational theory

4. Expert judgment

5. Meetings

1. Human resource

management plan


INPUTSINPUTS


� The information used for the development of the human resource management

plan includes;

� The project life cycle and the processes that will be applied to each phase,

� How work will be executed to accomplish the project objectives,

� A change management plan that documents how changes will be monitored

and controlled,

� A configuration management plan that documents how configuration

management will be performed,

� How integrity of the project baselines will be maintained, and

� Needs and methods of communication among stakeholders.


INPUTSINPUTS

2. Activity resource requirements

� Human resource planning uses activity resource requirements to determine the

human resource needs for the project.

3. Enterprise environmental factors

� Organizational culture and structure.

� Existing human resources.

� Personnel administration policies.

� Marketplace conditions.

4. Organizational process assets

� Organizational standard processes and policies and standardized role descriptions.

� Templates for organizational charts and position descriptions.

� Historical information on organizational structures that have worked in previous

projects.


TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES

1.Organization charts and position descriptions

� Hierarchical-type charts

� Showing who reports to who

� Work Breakdown Structure

� Organizational Breakdown Structure

� Resource Breakdown Structure

Project

Manager

Project

Chief Civil

Civil Engineer 1

Civil Engineer 2

Chief

Mechanical

Mechanical

Engineer 1

Mechanical

Engineer 2

Chief Electrical

Electrical

Engineer 1

Electrical

Engineer 2

Project

administrator



� Matrix-based charts

� Illustrates the connections between work that needs to be done and project team

members.

� A structure that relates the project organizational breakdown structure to the work

breakdown structure to help ensure that each component of the project’s scope of

work is assigned to a responsible person.

� Matrix charts are used to illustrate which roles on the project will be working with

which work packages and what their responsibilities will be.which work packages and what their responsibilities will be.

� Shows level of

responsibility for

groups /or individuals

� Graphically links the

work to be done to

those doing it.

RAM Chart Person

Activity Ann Ben Tom

Define A P

Design A P R

Develop A

Test R S

P= Participate A = Accountable R = Review S = Sign-off

� RAM “Responsibility Assignment Matrix”:



RACI Chart Person

Activity Ann Ben Tom Dina Aly

� RACI “Responsibility Accountable Consult Inform”:

� Only one person is assigned accountability for a work package, but more than one

person may be responsible for performing the work on a work package.

Activity Ann Ben Tom Dina Aly

Define A R I I I

Design I A R C C

Develop I A R C C

Test A I I R I

R = Responsible A = Accountable C = Consult I = Inform



� Text-oriented formats

� Provide information such as responsibilities,

authority, competencies, and qualifications.

� positions.

� This tool is particularly useful in recruiting.



2. Networking

� Networking is the process of communicating with others within your "network" of

contacts.

� Informal interaction with others in an organization or industry to understand

political and interpersonal factors that will impact the effectiveness of various

staffing management options.

3. Organizational theory

� Provides information regarding the ways that people, teams, and organizational

units behave.

� Groups behave differently than individuals, and it is important to understand how

organizations and teams behave.



4. Expert Judgment

� List the preliminary requirements for the required skills;

� Assess the roles required for the project based on standardized role descriptions

within the organization;

� Determine the preliminary effort level and number of resources needed to meet

project objectives;

� Determine reporting relationships needed based on the organizational culture;� Determine reporting relationships needed based on the organizational culture;

� Provide guidelines on lead time required for staffing, based on lessons learned

and market conditions;

� Identify risks associated with staff acquisition, retention, and release plans; and

� Identify and recommend programs for complying with applicable government and

union contracts.



5. Meetings

� When planning human resource management of the project, the project management

team will hold planning meetings.

� These meetings leverage a combination of other tools and techniques to allow for all

project management team members to reach consensus on the human resource

management plan.


OUTPUTSOUTPUTS

1.Human resource plan

� A part of the project management plan.

� Provides guidance on how project human resources should be defined, staffed,

managed, controlled, and eventually released. HR Plan include;

� Roles and responsibilities:

� Role:

� The label describing the portion of a project for which a person is accountable.

� Examples; Civil Engineer

� Role clarity concerning authority, responsibilities, and boundaries should be

documented.

� Authority:

� The right to apply project resources, make decisions, and sign approvals.

� Examples; quality acceptance, and how to respond to project variances.

� Team members operate BEST when their individual levels of authority match their

individual responsibilities.


OUTPUTSOUTPUTS

� Responsibility:

� The work that a project team member is expected to perform in order to complete

the project’s activities.

� Competency:

� The skill and capacity required to complete project activities.

� Lack of required competencies lead to bad performance (Problem!).

� Proactive responses such as training, hiring, schedule changes, or scope changes are� Proactive responses such as training, hiring, schedule changes, or scope changes are

initiated in case of mismatch.

� Project organization charts

� A project organization chart is a graphic display of project team members and their

reporting relationships.

� It can be formal or informal, highly detailed or broadly framed, based on the needs of

the project.


OUTPUTSOUTPUTS

� Staffing management plan

� Describes when and how human resource requirements will be met.

� The staffing management plan can be formal or informal, highly detailed or broadly

framed, depending upon the needs of the project.

� The plan is updated continually during the project to direct ongoing team member

acquisition and development actions.

� Information in the staffing management plan varies by application area and project

size, but items to consider include:size, but items to consider include:

� Staff acquisition.

� Resource calendars.

� Staff release plan.

� Training needs.

� Recognition and rewards.

� Compliance.

� Safety.


InputsTools and

TechniquesOutputs

Acquire Project Team

“The process of confirming human resource availability and obtaining the team

necessary to complete project assignments”

1. Human resource

management plan


factors


assets

1. Pre-assignment

2. Negotiation

3. Acquisition

4. Virtual teams

5. Multi-criteria decision

analysis

1. Project staff assignments

2. Resource calendars


updates


INPUTSINPUTS

1.Human resource management plan

� Roles and responsibilities defining the positions, skills, and competencies.

� Project organization charts indicating the number of people needed.

� Staffing management plan delineating the time periods each project team member will

be needed and other information important to acquiring the project team.

2. Enterprise environmental factors

� Existing information for human resources including who is available, their competency� Existing information for human resources including who is available, their competency

levels, their prior experience, their interest in working on the project and their cost

rate;

� Personnel administration policies such as those that affect outsourcing.

� Organizational structure.

� Location or multiple locations.


� Organization standard policies, processes, and procedures


TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES1. Pre-assignment

� It is normal on project for the roles to be defined first.

� Later, resources are assigned to perform those roles

and fulfill the responsibilities; however, occasionally

specific resources will be pre-assigned to fill a role.

� This may occur before the staffing management plan

has been developed and even before the project

2. Negotiation

� Negotiating is an important skill for project

managers to cultivate.

� Project managers often have to negotiate for

resources, both inside and outside the

organization.

formally begins.


TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES3. Acquisition

� The tool of acquisition, as used here, can be a bit misleading, since the overall

process is "Acquire Project Team."

� The tool of acquisition refers to looking outside the organization for resources

when they cannot be provided by your organization.



4. Virtual teams

� Virtual teams have become much more popular over recent years.

� A virtual team is a group of individuals who may or may not see each other in

person.

� Instead, they typically use communication tools to meet online, share information, and

collaborate on deliverables.



4. Multi-criteria decision analysis

� A set of criteria to help evaluate potential team members

� Example; availability, cost, experience, location, a required skill set, knowledge,

training, as well as any other factors that address the needs of the project.

� Criteria can be weighted by importance, and potential team members are scored based

on how well they meet the selected criteria.


OUTPUTSOUTPUTS


� The project is staffed when appropriate people have been assigned through the

previously described methods.

� Each defined role should have a resource assigned to it.

� These assignments may happen several times throughout the process as resources

are needed.

� Staff assignments contain a list of all team members for the project.


� As resources are assigned to the project, the time they are assigned to work on

activities should be documented.

� Each resource's resource s forecasted time on the project should be documented.

1. Project management plan updates

� The human resources plan.


Develop Project Team

“The process of improving the competencies, team interaction, and the

overall team environment to enhance project performance”

InputsTools and

TechniquesOutputsInputs

TechniquesOutputs

1. Human resource

management plan



1. Interpersonal skills

2. Training

3. Team-building activities

4. Ground rules

5. Colocation

6. Recognition and rewards

7. Personal assessment tools

1. Team performance

assessments


factors updates


INPUTSINPUTS

1. Human resource management plan

� The human resource plan which identifies training strategies and plans for

developing the project team.

� Items such as rewards, feedback, additional training, and disciplinary actions can

be added to the plan as a result of ongoing team performance assessments and

other forms of project team management.other forms of project team management.


� Team development starts with a list of the project team members. Project staff

assignment documents identify the people who are on the team.


� Resource calendars identify times when the project team members can

participate in team development activities.




� Soft skills which are particularly important to team development.

� Leading

� Communicating

� Negotiating

� Motivating

� Problem solving

� Influencing the organization

2. Training2. Training

� If a team member does not have the skills needed to carry out their

responsibilities, then training may be a good option.

� Training can be formal or informal.

� Examples of training methods include classroom, online, computer-based, on-the-

job training from another project team member, mentoring, and coaching.

� Scheduled training takes place as stated in the human resource plan.

� Unplanned training takes place as a result of observation, conversation, and

project performance appraisals conducted during the controlling process of

managing the project team.



3. Team-building activities

� Any activity that enhances or develops the cohesiveness of the team.

� Focusing on building bonds and relationships among team members.

� Although team-building may be treated as a special event, it can occur while

performing regular project responsibilities, and becomes more important as the

project progresses.

� Team-building cannot be forced. It should be modeled by the project manager,� Team-building cannot be forced. It should be modeled by the project manager,

who should work to include all members of the team and produce a shared goal.

� One theory states that there are five stages of development that teams may go

through:

i. Forming

ii. Storming.

iii. Norming.

iv. Performing.

v. Adjourning.



4. Ground rules

� A list of acceptable and unacceptable behaviors

adopted by a project team to improve working

relationships, effectiveness, and communication.

� Formal or informal rules.

� A link between performance & reward.

� Authority appropriate for responsibility.

� System specific to needs of project.

� For example, everyone on the project shares

responsibility for protecting the security of project

data.



5. Colocation or (War Room)

� Most active team members are placed in one physical location.

� To enhance team members’ ability to perform as a team

� To encourage interaction

� Colocation can be temporary or for the entire project duration.

� When not viable, alternative is frequent face-to-face meetings.

6. Recognition and rewards6. Recognition and rewards

� The project manager appraises performance and gives out team-member-

appropriate recognition and rewards, which were planned.

7. Personal assessment tools

� These tools help project managers assess the team preferences, aspirations, how

they process and organize information, how they tend to make decisions, and

how they prefer to interact with people.

� Various tools are available such as attitudinal surveys, specific assessments,

structured interviews, ability tests, and focus groups.


OUTPUTSOUTPUTS

1. Team performance assessments

� The evaluation of a team’s effectiveness may include indicators such as:

� Improvements in skills that allow individuals to perform assignments more

effectively,

� Improvements in competencies that help the team perform better as a team,

� Reduced staff turnover rate, and

� Increased team cohesiveness where team members share information and

experiences openly and help each other to improve the overall project

performance.

� As a result of conducting an evaluation of the team’s overall performance, the

project management team can identify the specific training, coaching, mentoring,

assistance, or changes required to improve the team’s performance.

2. Enterprise environmental factors updates

� Personnel administration, including updates for employee training records.

� Skill assessments.


InputsTools and

TechniquesOutputs

Manage Project Team

“The process of tracking team member performance, providing feedback, resolving

issues, and managing changes to optimize project performance”

InputsTechniques

Outputs

1. Human Resource

management plan


3. Team performance

assessments

4. Issue log

5. Work performance reports


assets

1. Observation and

conversation

2. Project performance

appraisals

3. Conflict management


1. Change requests


Updates

3. Project documents updates


factors updates


assets updates


INPUTSINPUTS

1. Human resource management plan

� The human resource plan includes:

� Roles and responsibilities.

� Project organization.

� The staffing management plan.

2. Project staff assignments2. Project staff assignments

� Provides documentation which includes the list of project team members.

3. Team performance assessments

� The project management team makes ongoing formal or informal assessments of

the project team’s performance.

� By continually assessing the project team’s performance, actions can be taken to

resolve issues, modify communication, address conflict, and improve team

interaction.


INPUTSINPUTS

4. Issue log

� A point or matter in question or in dispute, or not settled and is under discussion or

over which there are opposing views or disagreements.

� Anything that threatens project progress.

� It could be specific, such as a technical concern, or general, such as a personality

conflict among team members.

� A place to record issues that require resolution.� A place to record issues that require resolution.

� Along with each issue, the person or people responsible for resolving the issue should

be documented, as well as due dates for the desired resolution.


INPUTSINPUTS

5. Work performance reports

� Provide documentation about the current project status compared to project

forecasts.

� Performance areas that can help with project team management include results

from schedule control, cost control, quality control, and scope verification.

� The information from performance reports and related forecasts assists in

determining future human resource requirements, recognition and rewards, and

updates to the staffing management plan.


� Certificates of appreciation,

� Newsletters,

� Websites,

� Bonus structures,

� Corporate apparel, and

� Other organizational perquisites.



1. Observation and conversation

� A project manager watches what is happening and specifically talks to people to

understand how things are going.

2. Project performance appraisals

� Evaluation of employees' performance by those who supervise them is a

common business practice around the world.

� This evaluation should include the employees work on projects.

� The project manager can adjust the project to handle changes in performance

based on these appraisals.

� A new and sophisticated way to complete performance appraisals is to include

the input of coworkers and subordinates, as well as supervisors. This may result

in a clearer picture of actual performance and is called a 360-degree review.


� Conflict is the result of group problem solving.

� Where two or more people need to make decisions, there eventually is

disagreement.

� Conflict is natural and inevitable.

� Conflicts can, for example, easily develop out of a situation where members of a

group have a misunderstanding of each other’s role and responsibilities

3. Conflict Management


� Project Managers need to realize that conflicts during the life of a project are

inevitable.

� Recognizing this fact, developing good procedures or techniques, and planning for

conflict resolution can help resolve conflicts as they arise.

� A project management plan can identify

potential conflicts, develop resolution

methods, and document the methods for the

project team to use throughout the project.


Source of conflicts

� Research has shown that the greatest source of conflict is between project

managers and functional managers.

� Most of these are the result of disagreements over schedules, priorities, and

resources.

� This runs contrary to commonly held beliefs that most project conflicts are a result

of personality differences. Cause of conflicts:


of personality differences. Cause of conflicts:

1. Project Schedule

2. Project Priorities

3. Resources

4. Technical opinions

5. Administrative procedures

6. Costs

7. Personality.


Conflict Management Strategies

1. Confronting / Problem-Solving

� Sometimes referred to as “confronting”, although the term confronting may have a

negative connotation to it, this method is generally viewed as the best method for

conflict resolution. It “confronts” the source of conflict and looks to solve the conflict

so it will not be an issue for the project.

� The conflicting parties meet face-to-face and try to work through their disagreements.


� The conflicting parties meet face-to-face and try to work through their disagreements.

� These approaches focus more on solving the problem and less on being combative.

� This method should be used:

• To attack a common enemy

• When there is enough time

• When there is trust

• When you have confidence in other party’s ability

• When you and the conflicting party can both get at

least what you wanted


2. Compromising / Reconciling

� To compromise is to negotiate or bargain for a solution that gives both parties some

degree of satisfaction.

� Some would call this a “give and take” or “win-win situation”.

� Others might call it a “lose-lose” position, since neither party will get everything

they want or need.


� Compromise should be used:

• When both parties need to be winners

• When you can’t win

• When others are as strong as you are

• When you are not sure you are right

• To avoid giving the impression of “fighting”

• When you don’t have time


3. Forcing / Direct

� Forcing is exactly as the name implies.

� It is when one party tries to impose the solution on the other party.

� The result is usually viewed as a “win-lose” situation, where one party wins at the

expense of the other.

� Typically, this method does not address the underlying source of conflict and can

reduce team morale.


reduce team morale.

� It is NOT viewed as a good method for long term solutions and relationship building.

� Forcing should be used when:

• When you are right

• When a quick decision must be made

• To gain power

• When it’s understood that a game is being played

• When a do-or-die situation exists

• When you are stronger (never start a battle you can’t win)


4. Collaborating / Problem-Solving

� Incorporating multiple viewpoints and insights from differing perspectives; leads to

consensus and commitment.

5. Smoothing / Accommodating

� When using the smoothing, or accommodating, technique, the Project Manager will


emphasize the areas of agreement or turn attention to what is going well and

deemphasizing the areas of disagreement or conflict.

� Smoothing tends to downplay the conflict instead of resolving it.

� An example of smoothing would be to tell someone, “We have agreed on three of

the five points and there is not reason why we cannot agree on the last two

points.”


6. Withdrawing / Avoiding

� Withdrawal is often regarded as a temporary solution at best.

� Some argue that this is not a conflict resolution at all.

� A project manager that uses this method is merely hoping that the problem will go

away by itself over time.

� Because of the avoidance or temporary nature of this method, the conflict can come

up again and again throughout the project life.


up again and again throughout the project life.

� Avoiding should be used:

• When you can’t win

• To gain time

• To preserve neutrality or reputation

• When you think the problem will go away

• When you win by delay


Steps to Prevent Conflict

1. Assume the other person has a different value relating style than yours

2. Beware of the orientation of the other person

3. Avoid overdoing personal strengths

4. Think collaboratively


4. Think collaboratively

5. Respect other’s value relating style




� Project managers use a combination of technical, human, and conceptual skills to

analyze situations and interact appropriately with team members.

� Using appropriate interpersonal skills aids project managers in capitalizing on the

strengths of all team members.

� Some of the interpersonal skills the project managers use most often are briefly

covered below.

� Leadership.

� Influencing.

� Effective decision making


OUTPUTSOUTPUTS

1. Change requests

� When staffing issues disrupt the project management plan, such as causing the

schedule to be extended or the budget to be exceeded, a change request can be

processed through the Perform Integrated Change Control process.

� Staffing changes can include moving people to different assignments, outsourcing

some of the work, and replacing team members who leave.

2. Project management plan Updates

� The human resource management plan.

3. Project documents updates

� Issue log

� Roles description

� Project staff assignments.


OUTPUTSOUTPUTS

4. Enterprise environmental factors updates

� Input to organizational performance appraisals, and

� Personnel skill updates.

5. Organizational process assets updates

� Historical information and lessons learned documentation,

� Templates, and

� Organizational standard processes.� Organizational standard processes.




Part “2”Part “2”February 2016

� The project manager must be able to lead, motivate and persuade people to act in

the best interest of the project and must be able to build a team and lead

members to give their best effort to the project.

� Effective project managers acquire a balance of technical, interpersonal, and

conceptual skills that help them analyze situations and interact appropriately

� Leadership

INTERPERSONAL SKILLS INTERPERSONAL SKILLS

� Team building

� Motivation

� Communication

� Influencing

� Decision making

� Political and cultural awareness

� Negotiation


Leadership

� PMI's philosophy the project manager is rarely given complete and unquestioned

authority on a project.

� Leadership involves focusing the efforts of a group of people toward a common

goal and enabling them to work as a team.

INTERPERSONAL SKILLS INTERPERSONAL SKILLS -- LEADERSHIP LEADERSHIP

� Leadership is the ability to get things done through others.

� Respect and trust, rather than fear and submission, are the key elements of

effective leadership.

� Effective leadership is critical during the beginning phases of a project when the

emphasis is on communicating the vision and motivating and inspiring project

participants to achieve high performance.


Leadership Style

� Autocratic: Making decision without input.

� Directing: Telling people what to do.

� Coaching: Giving needed instructions.

� Facilitating: Coordinating input of others.


� Supporting: Giving assistance along the way.

� Consultative: Inviting Ideas from others.

� Consultative-Autocratic : In this style, the manager solicits input from team

members, but retains decision-making authority for him- or herself.

� Delegating: Give the team sufficient authority.

� Consensus: Decision made based on agreement.


� Bureaucratic :. This style focuses on following procedures exactly.

� Charismatic: Charismatic managers energize and encourage their team in

performing project work.

� Democratic or Participative: This style involves encouraging team participation

in the decision making process.


� Laissez-faire: “allow to act” “Leave alone” with highly skilled team.

� Influencing: This style emphasizes teamwork, team building, and team decision

making.

� Analytical: This style depends on the manager's own technical knowledge and

ability.

� Driver: A driver manager is constantly giving directions.


Team building

� The process of helping a group of individuals, bound by a common sense of

purpose, to work interdependently with each other, the leader, external

stakeholders, and the organization.

INTERPERSONAL SKILLS INTERPERSONAL SKILLS –– TEAM BUILDING TEAM BUILDING

� The result of good leadership and good team building is teamwork.

� Team building activities consist of tasks (establish goals, define, and negotiate roles

and procedures) and processes (interpersonal behavior with emphasis on

communication, conflict management, motivation, and leadership).



� Outcomes of team building include mutual trust, high quality of information

exchange, better decision making, and effective project control.

� One theory states that there are FIVE stages of development that teams may go

through:

i. Forming “The team meets and learns about the project and what their formal


roles and responsibilities are. “

ii. Storming. “The team begins to address the project work, technical decisions,

and the project management approach.”

iii. Norming. “Team members begin to work together and adjust work habits and

behaviors that support the team.”

iv. Performing. “Teams that reach the performing stage function as a well-

organized unit.”

v. Adjourning. “The team completes the work and moves on from the project.”



INTERPERSONAL SKILLS INTERPERSONAL SKILLS -- MOTIVATION MOTIVATION

Motivation

� Project teams are comprised of team members with diverse backgrounds,

expectations, and individual objectives.

� Motivating in a project environment involves creating an environment to meet

project objectives while offering maximum self-satisfaction related to what peopleproject objectives while offering maximum self-satisfaction related to what people

value most.

� These values may include job satisfaction, challenging work, a sense of

accomplishment, achievement and growth, sufficient financial compensation, and

other rewards and recognition the individual considers necessary and important.


Motivation Theory

Theory “X” Theory “Y”

� People inherently dislike work.� People must be coerced or controlled to do

work to achieve objectives.� People prefer to be directed basic human

needs are arranged in a hierarchy.

� People view work as being as natural as playand rest .

� People will exercise self-direction and controltowards achieving objectives they arecommitted to.

� People learn to accept and seek responsibility.


1. Theory of X and Y (Douglas McGregor’s)

� People learn to accept and seek responsibility.



2. Maslow’s Hierarchy of Needs

Theory (Abraham Maslow)

� The basic human needs are arranged

in a hierarchy.

� The lower needs must be satisfied


� The lower needs must be satisfied

before the higher needs can be

addressed.

� According to this concept, people are

always in some sort of a ‘‘needs’’

state.


3. Hygiene Theory (Frederick Herzberg’s).

� Hygiene factors: A series of hygiene factors create dissatisfaction if individuals

perceive them as inadequate or inequitable, yet individuals will not be

significantly motivated if these factors are viewed as adequate or good.

� Hygiene factors include factors such as salary, job security and working


� Hygiene factors include factors such as salary, job security and working

conditions.

� Motivators: They are intrinsic factors such as sense of achievement,

recognition, responsibility, and personal growth.

� The hygiene factors determine dissatisfaction, and motivators determine

satisfaction.

4. Theory of Needs - Acquired Needs Theory (David McClelland’s) .

� Needs for achievement: The person who have a high achievement need likes to

take personal responsibility.

� Needs for affiliation: The person who have a high need for affiliation needs

harmonious relationships with people and needs to be accepted by other people.


harmonious relationships with people and needs to be accepted by other people.

(People-oriented rather than task-oriented).

� Needs for power: The person who have a need for

power wants to direct and command other people.

Most managers have a high need for power.



5. Expectancy Theory (Victor Vroom)

� Expectancy theory focuses on people’s ideas about their jobs and their surroundings.

� It focuses on the idea that people will do a certain thing in order to receive some

sort of positive outcome.

Personal Goal


6. Halo Theory

� Halo Theory is the process (in project management) of assuming that someone

would make a good Project Manager because that person is good in his or her

technical field.

� The theory could also be used to imply that if someone was not good in his or her


� The theory could also be used to imply that if someone was not good in his or her

technical field, that person wouldn't be good at project management.

� This theory often becomes reality when someone is promoted to a Project Manager

from a technical or hands-on position and hasn't had the opportunity to receive any

project management training.


Learning Curve

� The concept of learning curve theory is ; If people do a job repeatedly, each time

they double the number of times they repeat the job, the time to do the work is

reduced by a constant percentage.





INTERPERSONAL SKILLS INTERPERSONAL SKILLS -- COMMUNICATION COMMUNICATION

Communication

� Communication has been identified as one of the single biggest reasons for project success

or failure.

� Openness in communication is a gateway to teamwork and high performance.

� It improves relationships among project team members and creates mutual trust.

� To communicate effectively, the project manager should be aware of the communication


styles of other parties, cultural issues, relationships, personalities, and overall context

of the situation.

� Awareness of these factors leads to mutual understanding and thus to effective

communication.

� Project managers should identify various communication channels, understand what information

they need to provide, what information they need to receive, and which interpersonal skills will

help them communicate effectively with various project stakeholders.

� Listening is an important part of communication.

Influencing

� Influencing is a strategy of sharing power and relying on interpersonal skills to get

others to cooperate towards common goals.

� Using the following guidelines can influence team members:

� Lead by example, and follow through with commitments

INTERPERSONAL SKILLS INTERPERSONAL SKILLS -- INFLUENCINGINFLUENCING

� Clarify how a decision will be made

� Use a flexible interpersonal style, adjust the style to the audience

� Apply your power skillfully and cautiously. Think of long-term collaboration.


Decision Making

� There are four basic decision styles normally used by project managers:

i. Command

ii. Consultation

iii. Consensus

iv. Coin flip (random)

� There are four major factors that affect the decision style:

INTERPERSONAL SKILLS INTERPERSONAL SKILLS -- DECISION MAKINGDECISION MAKING

� There are four major factors that affect the decision style:

i. Time constraints.

ii. Trust.

iii. Quality.

iv. Acceptance.

� Project managers may make decisions individually, or they may involve the project

team in the decision-making process.


� Project managers and project teams sometimes use a decision-making model or

process such as the six-phase model shown below.

1. Problem Definition

2. Problem Solution Generation

3. Ideas to Action

INTERPERSONAL SKILLS INTERPERSONAL SKILLS -- DECISION MAKINGDECISION MAKING

4. Solution Action Planning —Involve key participants to gain acceptance and

commitment to making the solution work.

5. Solution Evaluation Planning —Post-implementation analysis, evaluation,

and lessons learned.

6. Evaluation of the Outcome and Process —Evaluate how well the problem

was solved or project goals were achieved (extension of previous phase).


Political and Cultural Awareness

� Organizational politics are inevitable in project environments due to the diversity in norms,

backgrounds and expectations of the people involved with a project.

� The skillful use of politics and power helps the project manager to be successful.

� By understanding and capitalizing on cultural differences, the project management team is

more likely to create an environment of mutual trust and a win/win atmosphere.

INTERPERSONAL SKILLS INTERPERSONAL SKILLS

� An effective way to manage this cultural diversity is through

getting to know the various team members and the use of

good communication planning as part of the overall project

plan.

� Culture can impact the speed of working, the decision-making

process, and the impulse to act without appropriate planning.

� This may lead to conflict and stress in some organizations


Negotiation

� Negotiation is a strategy of conferring with parties of shared or opposed interests

with a view to compromise or reach an agreement.

� Negotiator: May be seller, employee or boss, spouse or friend.

� Objectives of Negotiation:

� To shape the perceptions of the other side.

INTERPERSONAL SKILLS INTERPERSONAL SKILLS -- NEGOTIATION NEGOTIATION

� To get the best final offer from the other side.

� Type of negotiation

� Win- win.

� Win- lose.

� Lose- lose.

� Lose - win


INTERPERSONAL SKILLS INTERPERSONAL SKILLS -- NEGOTIATION NEGOTIATION

� Negotiation Tactics

1. Authority limits

2. Last and final offer

3. Nibbles

4. Humble and helpless

5. Dead line

6. Surprise

7. Missing Man

8. Faire and reasonable

9. Strategic Delays

10.Arbitration


� Project managers, especially those in matrix and functional organizations, are often

tasked with responsibility for the project without much formal authority in the

organization.

� Understanding the forms of power can help the project manager maximize his

ability to influence and manage the team:

1. Reward Power

Form of PowerForm of Power

1. Reward Power

2. Expert Power

3. Legitimate

4. Referent

5. Punishment

� Best Forms of Power: PMI considers reward and expert the most effective forms of

power and punishment the least effective.


Refreshments

Q1: The management theory that states that all people can direct their own efforts is:

A. Theory Y.

B. Herzberg's theory.

C. Maslow's hierarchy.

D. Theory X.

Q2: Which of the following leadership traits is MOST important for a project manager?

A. Communication

B. Team building

C. Technical expertise

D. Project control


Refreshments

Q3:A project is in the middle of the executing processes when a stakeholder suggests a

major new change. This change will cause the third major overhaul of the project. At

the same time, the project manager discovers that a major work package was not

completed because a team member's boss moved him to another project that had a

higher priority. Which of the following is the BEST person for the project manger to

address these issues with?

A. The team

B. Senior management

C. The customer

D. The sponsor


Refreshments

Q4: Conflict resolution techniques that may be used on a project include confronting,

smoothing, forcing, and:

A. Withdrawing.

B. Directing.

C. Organizing.

D. Controlling.


Refreshments

Q5: There have been many work packages completed successfully on the project andthe sponsor has made some recommendations for improvements. The project is onschedule to meet an aggressive deadline when the successor activity to a critical pathactivity suffers a major setback. The activity has 14 days of float and is being completedby four people. There are two other team members with the skill set to assist thetroubled activity, if needed.The project manager receives a call that three other team members are attempting tobe removed from the project because they do not feel the project can be successful.When the project manager pursues this, she discovers that those team members haveissues that have not been addressed.issues that have not been addressed.Which of the following is the BEST thing to do to improve the project?

A. Have the team members immediately assist the troubled activity.

B. Investigate why the project schedule is aggressive.

C. See who can replace the three team members.

D. Create an issue log.





THANK YOU


Leadership & Management

Project Human Resources Management