Chapter 6: Project Human Resource Management and Communication. Information Technology Project Management

Transcription

1 Chapter 6: Project Human Resource Management and Communication Information Technology

2 Learning Objectives Explain the importance of good human resource management on projects, including the current state and future implications of human resource management, especially on information technology projects. Define project human resource management and understand its processes. Define the elements of organizational planning Discuss staff acquisition and explain how to negotiate successfully Discuss the development of successful teams and how to motivate them 2

3 The Importance of Human Resource Management People determine the success and failure of organizations and projects. Recent statistics about IT workforce: The labor market changed a lot early in the new millennium, with shortages and then an abundance of IT workers. A 2004 ITAA report showed a slight recovery in The total number of IT workers in the Malaysia was more than 10.5 million in early 2004, up from 10.3 million in 2003 and 9.9 million in Eighty-nine percent of new jobs came from non-it companies, such as banking, finance, manufacturing, food service, and transportation. Hiring managers say interpersonal skills are the most important soft skill for IT workers.* *Information Technology Association of America (ITAA), Recovery Slight for IT Job Market in 2004, (September 8, 2004) 3

4 Employment Overview (Malaysia) 4

5 5 Employment Overview (Malaysia)

6 Employment Overview (Malaysia) 6 Project Cost Management

7 7 Employment Overview (Malaysia)

8 Long Hours and Stereotypes of IT Workers Hurt Recruiting Many people are struggling with how to increase and diversify the IT labor pool. Noted problems include: The fact that many IT professionals work long hours and must constantly stay abreast of changes in the field. Undesirable stereotypes that keep certain people (for example, women) away from the career field. The need to improve benefits, redefine work hours and incentives, and provide better human resource management. 8

9 HR Planning Involves identifying, documenting, and assigning project roles, responsibilities, and reporting relationships The Process generates Organizational chart for the project team Responsibility assignment matrixes Staffing management plan 9

10 Elements of HR Planning Clearly defining roles and responsibilities Developing a staff management plan Creating an organizational chart Writing detailed job descriptions 10

11 HR planning process Finalizing the project requirements Defining how to accomplish the task Breaking down the work into manageable elements Assigning work responsibilities 11

12 Acquiring the project team Staff Acquisition It is important to define procedures for hiring subcontractors and recruiting new employees Offer existing employees incentive for helping recruit and retain personnel 12

13 Resource Loading Refers to the number of resources the project requires during specific time periods according to the existing schedule Resource histograms show resource loading Over-allocation means more resources than are available are assigned to perform work at a given time 13

14 Resource Leveling Is a technique for resolving resource conflicts by delaying tasks The main purpose of resource leveling is to ensure uniform resource usage in a project 14

15 Resource leveling exp. 15

16 Assignment 3 The table shows an e-voting project with activities A, B, C, D, E, F, G, H and I. Activity ID Depend on Duration (Days) Number of workers A B A 8 4 C A 6 8 D A 4 6 E A 4 4 F B 12 2 G C,D 4 6 H C,D,E 6 9 I F,G,H

17 Successful negotiation Negotiations can play a major role in staffing for a project Some of the stress can be alleviated by following these suggestions Develop a plan Adjust your approach Compromise 17

18 Personnel problems in project Personnel problems that can arise during a project Performance-based problems Policy-based problems 18

19 Developing the Project Team Is an important factor contributing to the success of a team and that of the team s project Helps team members to work together effectively as a cohesive team to improve project performance and ensure project success with minimum interpersonal conflict Factors affecting team development Individual team members Stakeholder feedback Training programs 19

20 What is Project Human Resource Management? Making the most effective use of the people involved with a project. Processes include: Human resource planning: Identifying and documenting project roles, responsibilities, and reporting relationships. Acquiring the project team: Getting the needed personnel assigned to and working on the project. Developing the project team: Building individual and group skills to enhance project performance. Managing the project team: Tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance. 20

21 Keys to Managing People Psychologists and management theorists have devoted much research and thought to the field of managing people at work. Important areas related to project management include: Motivation theories Influence and power Effectiveness 21

22 Intrinsic and Extrinsic Motivation Intrinsic motivation causes people to participate in an activity for their own enjoyment. Extrinsic motivation causes people to do something for a reward or to avoid a penalty. For example, some children take piano lessons for intrinsic motivation (they enjoy it) while others take them for extrinsic motivation (to get a reward or avoid punishment). 22

23 Maslow s Hierarchy of Needs Abraham Maslow argued that human beings possess unique qualities that enable them to make independent choices, thus giving them control of their destiny. Maslow developed a hierarchy of needs, which states that people s behaviors are guided or motivated by a sequence of needs. 23

24 Figure 9-1. Maslow s Hierarchy of Needs 24

25 Herzberg s Motivational and Hygiene Factors Frederick Herzberg wrote several famous books and articles about worker motivation. He distinguished between: Hygiene factors: Larger salaries, more supervision, and a more attractive work environment. These factors cause dissatisfaction if not present, but do not motivate workers to do more. Motivational factors: Achievement, recognition, the work itself, responsibility, advancement, and growth. These factors produce job satisfaction. 25

26 Thamhain and Wilemon s Ways to Have Influence on Projects 1. Authority: The legitimate hierarchical right to issue orders. 2. Assignment: The project manager's perceived ability to influence a worker's later work assignments. 3. Budget: The project manager's perceived ability to authorize others' use of discretionary funds. 4. Promotion: The ability to improve a worker's position. 5. Money: The ability to increase a worker's pay and 26 benefits.

27 Thamhain and Wilemon s Ways to Have Influence on Projects (cont d) 6. Penalty: The project manager's ability to cause punishment. 7. Work challenge: The ability to assign work that capitalizes on a worker's enjoyment of doing a particular task. 8. Expertise: The project manager's perceived special knowledge that others deem important. 9. Friendship: The ability to establish friendly personal relationships between the project manager and others. 27

28 Ways to Influence that Help and Hurt Projects Projects are more likely to succeed when project managers influence people using: Expertise Work challenge Projects are more likely to fail when project managers rely too heavily on: Authority Money Penalty 28

29 Power Power is the potential ability to influence behavior to get people to do things they would not otherwise do. Types of power include: Coercive power Punishment, threats, etc. Legitimate power Expert power Reward power Referent power 29

30 Improving Effectiveness: Covey s Seven Habits Project managers can apply Covey s seven habits to improve effectiveness on projects. Be proactive. Begin with the end in mind. Put first things first. Think win/win. Seek first to understand, then to be understood. Synergize. Sharpen the saw. 30

31 Empathic Listening and Rapport Good project managers are empathic listeners, meaning they listen with the intent to understand. Before you can communicate with others, you have to have rapport, which is a relation of harmony, conformity, accord, or affinity. Mirroring is the matching of certain behaviors of the other person, and is a technique used to help establish rapport. IT professionals need to develop empathic listening and other people skills to improve relationships with users and other stakeholders. 31

32 What Went Right? Best practices for ensuring partnerships between people in business and technology areas include: Requiring business people, not IT people, to take the lead in determining and justifying investments in new computer systems. Having CIOs push their staff to recognize that the needs of the business must drive all technology decisions. Reshaping IT units to look and perform like consulting firms. 32

33 Factors for successful team development Team-building activities Special occasions Rewards and recognition Training Meetings 33

34 Managing the project team Several tools and techniques Observation and conversation Hard to assess how your team members are performing or how they feeling about their work. Project performance appraisals Conflict management Issue log 34

35 Unit summary Defined the elements of organizational planning Discussed staff acquisition and explained how to negotiate successfully Discussed the development of successful teams and how to motivate them Learned about using software to assist in human resource management 35

36 Communications mgmt Unit objectives Identify the key aspects of project communications planning Evaluate and measure the performance of a project 36

37 Comm. Mgmt Plan Includes Description of a collection and filing structure for gathering and storing various types of information A distribution structure describing what information goes to whom, when, and how A format for communicating key project information A production schedule for obtaining the information Access methods for obtaining the information A method for updating the communications management plans as the project progresses and develops A stakeholder communications analysis 37

38 Steps for planning Comm. 1. Conduct stakeholder analysis 2. Determine information requirements 3. Decide on the means of communication 4. Identify communication contraints 38

39 Running Effective Meeting Determine if a meeting can be avoided Define the purpose and the intended outcome of the meeting Determine who should attend the meeting Provide an agenda to participants before the meeting Prepare handouts, visual aids, and make logistic arrangements ahead of time Run the meeting professionally Build relationships 39

40 Means of distributing Information Written Includes reports, memos, spreadsheets, business letters, faxes, and files Oral Includes presentations, meetings, and conference calls Multimedia Includes videoconferencing and teleconferencing Internet or intranet Includes , Web sites, and online bulletin boards 40

41 Performance Reporting Is part of a project s communication system The purpose is to collect and distribute information to project stakeholders about the effective use of a project s resources 41

42 Performance Reviews During performance reviews, a project manager should Ensure every project team member is included Inform the project team about any changes to the project Identify problems and encourage team members to brainstorm solutions Motivate team members Reaffirm the project s goals Ask team members to put forth their questions regarding the project 42

43 Progress Report Is a detailed summary of the accomplishments of a project team and the methods they used to accomplish them Include the resources that worked to complete an activity versus the planned resources that were scheduled to work on it 43

44 Unit Summary Identified the key aspects of project communications planning 44