Project Human Resource Management

Transcription

1 Project Human Resource Management

2 Project Human Resource Management Processes that organize, manage and lead the project team. Project team is comprised of the people with assigned roles and responsibilities for completing the project.

3 Human Resource Management Processes Process Plan Human Resource Management Acquire Project Team Develop Project Team Manage Project Team Process Group Planning Executing Executing Executing

4 Plan Human Resource Management Identifying and documenting project roles, responsibilities and required skills, reporting relationships and creating a staffing management plan.

5 Plan Human Resource Management Inputs Tools and Techniques Outputs Project Management Plan Activity Resource Requirement Enterprise Environmental Factors Organizational Process Assets Organization charts and position descriptions Networking Organizational theory Expert Judgment Meetings Human Resource Plan

6 Plan Human Resource Management- Inputs Project Management Plan provides useful information such as, how work will be executed to accomplish the project objectives, A change management plan that documents how changes will be monitored and controlled, how integrity of the project baselines will be maintained. Need and method of communication among stakeholders. Activity Resource Requirements provides information on the preliminary resource requirement of the project. These requirements are progressively elaborated during the Human resource planning phase. Enterprise Environmental Factors that can influence this process include Organization culture and structure, Existing human resources, Personnel administration policies and marketplace condition. Organizational Process Assets that can influence this process include Organizational standard processes and policies and standardized role descriptions, Templates for organizational charts and position descriptions, and Historical information on organizational structures that have worked in previous projects.

7 Plan Human Resource Management -Tools and Techniques The objective of Organization charts and position descriptions is to ensure that each work package has an unambiguous owner and all the team members have clear understanding of their roles and responsibilities. Three formats that are most common for creating this document are hierarchical, matrix, and text-oriented Fig Reference PMBOK 4 th Edition

8 Plan Human Resource Management -Tools and Techniques Sample RACI Chart Fig Sample RACI Chart-Reference PMBOK 4 th Edition

9 Plan Human Resource Management-Tools and Techniques Networking is the process of communicating with others (within Organization, industry or professional environment). It includes luncheon meetings, informal conversations including meetings and events, trade conferences, and symposia. Networking within the organization helps project manager in understanding the political and organizational force that will influence the project. Organizational theory -Different organizational structures have different individual response, individual performance, and personal relationship characteristics. Organizational theory provides information regarding the way in which people, teams, and organizational units behave. This information helps in effective planning and in reducing the amount of time, cost and effort needed to create the plan

10 Plan Human Resource Management - Outputs Human Resource Plan has three components roles and responsibility, organization charts and the staffing management plan. Roles and responsibility details role, authority, responsibility and competency for the resource requirement of the project. 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. Staffing Management Plan details how and when the project will be staffed, released, training needs of resources, recognition & rewards, compliance and resource calendar. It also includes policies and procedures that protect team members from safety hazards.

11 Acquire Project Team Confirming human resource availability and obtaining the team necessary to complete project assignments

12 Acquire Project Team Inputs Tools and Techniques Outputs Human resource management plan Enterprise environmental factors Organizational process assets Pre-assignment Negotiation Acquisition Virtual Teams Multi- criteria decision analysis Project Staff Assignments Resource Calendars Project Management Plan Updates

13 Acquire Project Team - Inputs Human Resource Management Plan provides information on how project human resource should be identified, staffed, managed, controlled and eventually released. It also contains details on skills required, roles and responsibilities for a particular position and the competency level that a project demands. Enterprise Environmental Factors that can influence this process are existing information for human resources including who are available, competency levels, prior experience personnel administration policies, processes and procedures Organizational Process Assets that can influence the Acquire Project Team process include, but are not limited to, organization standard policies, processes, and procedures.

14 Acquire Project Team Tools and Techniques Pre-assignment refers to assigning the project team members in advance, this is needed when specific skilled resources are required or the resources are defined in the project charter Negotiation with functional managers and other project managers is required if project manager needs specific skills for the project Acquisition is needed when specific skills are not available in the organization. This can involve hiring individual consultants or subcontracting work to another organization Virtual teams can be defined as groups of people with a common goal who fulfill their roles with little or no time spent meeting face to face. Communication is important in such teams, the availability of electronic communication such as , audio conferencing, web-based meetings and video conferencing has made such teams feasible.

15 Acquire Project Team Tools and Techniques Multi Criteria Decision Analysis, Selection criteria are often used as a part of acquiring the project team. By use of a multi- criteria decision analysis tool, criteria are developed and used to rate or score potential team members. The criteria are weighted according to the relative importance of the needs within the team. Some examples of selection criteria that can be used to score team members are: Availability. Identify whether the team member is available to work on the project within time period needed. If there are any concerns for availability during project timeline. Cost. Verify if the cost of adding the team member is within the prescribed budget. Experience, Verify that the team member has the relevant experience that will contribute to the project success. Ability, Verify that the team member has the competencies needed by the project. Knowledge and Skills. The team member has relevant knowledge of the customer, similar implemented projects, nuances of the project environment and relevant skills to use a project tool. Attitude that includes his ability to gel with other members of the team. International factors such as location of the team member, time zone and communication capabilities

16 Acquire Project Team Outputs Project Staff Assignments includes assignment of resource to each role defined initially. The documentation of these assignments can include a project team directory, memos to team members, and names inserted into other parts of the project management plan, such as project organization charts and schedules. Resource Calendars documents the time periods that each project team member can work on the project. This should be created keeping in mind each person s schedule conflicts, involvement in other projects and his/her holiday Project Management Plan Updates Elements of the project management plan that may be updated include, but are not limited to the human resources plan.

17 Develop Project Team Process of improving competencies, team interaction, and the overall team environment to enhance project performance.

18 Develop Project Team Inputs Tools and Techniques Outputs Human resource management plan Project staff assignments Resource Calendars Interpersonal Skills Trainings Team building activities Ground rules Co-location Recognition and rewards Personnel assessment tools Team Performance assessments Enterprise Environmental Factors updates

19 Develop Project Team - Inputs Human Resource Management Plan provides guidance on how project human resource should be defined, staffed, managed, controlled, and eventually released. It 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 form of project team management. Project staff Assignments details the assignments or activities to be performed by the Project team Resource Calendars identify the times when the project team members can participate in team development activities.

20 Develop Project Team Tools and Techniques Interpersonal Skills also referred to as soft skills are very critical for team development. It include skills such as empathy, influence, creativity, and group facilitation, these are valuable assets when managing the project team. Trainings help in enhancing the competencies of the project team members. Training can be formal or informal. Training can be formal or informal ; classroom based,on line, instructor-led or on the job training. Team building activities are critical to improve interpersonal relationships, resolving team issues and to keep the team motivated so that team members work together effectively. They are critical for the team members who operate virtually from remote locations. Project managers should obtain top management support, obtain commitment of team members, introduce appropriate rewards and recognition, create a team identity, manage conflicts effectively, promote trust and open communication among team members, and, above all, provide good team leadership to build effective teams.

21 Develop Project Team Tools and Techniques Traditionally, a team goes through five stages of development. Forming: a group of people come together to accomplish a shared purpose. Storming: Disagreement about mission, vision, and approaches combined with the fact that team members are getting to know each other can cause strained relationships and conflict. Norming: The team has consciously or unconsciously formed working relationships that are enabling progress on the team s objectives. Performing: Relationships, team processes, and the team s effectiveness in working on its objectives are synching to bring about a successfully functioning team. Adjourning : In the adjourning phase, the team completes the work and moves on from the project.

22 Develop Project Team Tools and Techniques Histogram is a statistical tool used in the analysis and determination of possible solutions to quality control problem. It depicts how often the problem happens or its frequency Ground Rules define the acceptable behavior by the project team members. This allows team members to discover values that are important to one another Co-Location involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team. E.g. create a war room where all the team members work, or co-locate the project team at the customer s site. Recognition and Rewards helps in keeping the team motivated and to boost their spirits. People are motivated if they feel they are valued in the organization and this value is demonstrated by the rewards given to them.

23 Recognition and Rewards Theories of Motivation Abraham Maslow s Hierarchy of Needs (1954) (In order of priority) Self Actualization Esteem Social Safety Self fulfillment, growth, learning Accomplishment, Respect, Attention, Appreciation Love, affection, approval, friends, association Security, stability, freedom from threat and physical harm Physiological Air, water, food, house, clothing

24 Recognition and Rewards Theories of Motivation McGregor s Theory X The average worker is inherently lazy and needs supervisions The average worker dislikes work and avoids work whenever possible To induce adequate effort, the supervisor must threaten punishment and exercise careful supervision The average worker avoids increased responsibility and seeks to be directed Theory X relies on Strict Rules, Performance incentives, Rewards, Threats to job security

25 Recognition and Rewards Theories of Motivation McGregor s Theory Y Workers are willing to do the job without continuous supervision The average worker wants to be active and finds the physical and mental effort on the job satisfying Greatest results come from willing participation which will tend to produce self-direction towards goals without coercion and control The average worker seeks opportunity for personal improvement and self respect Theory Y relies on worker participation in decisions, cordial manager-worker relationships, worker designed job methodology, worker individualism

26 Recognition and Rewards Theories of Motivation William Ouchi s Theory Z According to Theory Z, people who don t fit either Theory X or Theory Y are really a combination of the two.

27 Recognition and Rewards Theories of Motivation Herzberg s Motivation Hygiene Theory As per this theory presence of hygiene factors doesn t motivate someone, however their absence de-motivates. Motivation factors will motivate but they will not work without the hygiene factors in place. I. Motivating factors I. Achievements II. III. IV. Recognitions Work Itself Responsibility V. Advancement VI. Possibility for growth Hygiene Factors are Company Policy, Paycheck, status, Relationship with co-workers

28 Recognition and Rewards Theories of Motivation Expectancy Theorem of Motivation by Victor Vroom 1. You need to give people an expectation of a reward in order to motivate them 2. The rewards or awards should be achievable, if they are impossible to achieve, they will de-motivate them 3. People are motivated by achievements 4. People expect to be rewarded for achievements

29 Recognition and Rewards Theories of Motivation McLelland s Achievement Theory 1. People need achievement, power and affiliation to be motivated. 2. Achievement is when someone performs well and is recognized for it 3. Power means he or she has a lot of control or influence in the company 4. Affiliation, a strong sense from being a part of a working team and having good relationships with coworkers

30 Recognition and Rewards Theories of Motivation Ouchi s Theory 1. Formulated from Quality movement and Quality circles 2. Both Management and Workers need to be involved, and they should trust each other

31 Recognition and Rewards Theories of Motivation The Oldham-Hackman job characteristics model I. Skill Variety the number of job skills that the job holder has the opportunity to exercise II. Task Identity the degree to which your work and its result are identifiable as belonging to you III. Task Significance the degree to which your job has an influence on others IV. Autonomy the discretion you have about the way that you do the job V. Feedback the information that you get back about the result of your work

32 Forms of Power Below are the five Kinds of Power that can help the project managers maximize his ability to influence and manage the team Formal positional, granted by organizational/upper mgmt Expert power earned through a recognized level of knowledge or skill in a specific area Reward the power to give a positive consequences, like promotions, salary rise etc. Penalty the power to provide negative consequences, like suspension, termination, reprimands Referent power gained when team members admire, and willingly follow an individual as a role model

33 Exercise : Forms of Power at Work Revising Key Terms : Forms of Power at Work 1. A functional manager assigns a tester to work on the project manager s team. This is an example of power 2. The programmers always listen to the team lead because he s really a good software architect. This is an example of power

34 Answers to Exercise : Forms of Power at Work Revising Key Terms : Forms of Power at Work 1. A functional manager assigns a tester to work on the project manager s team. This is an example of Legitimate power 2. The programmers always listen to the team lead because he s really a good software architect. This is an example of Expert power

35 Leadership Style Following are the leadership style that managers can use to interact with organizational members Autocratic traditional figure of a boss who makes binding decisions regardless of what subordinates think or desire Laissez-Fare Other extreme of autocratic, the staff can pursue anything they wish, enhances free thinking Democratic participative, decisions made jointly by management and staff

36 Develop Project Team Outputs Team Performance assessments gives insight to project manager on areas that need improvement. Enterprise Environmental Factors Updates The Enterprise environmental factors that may be updated as a result of the Develop Project Team process include, but are not limited to, personnel administration, including updates for employee training records and skill assessments.

37 Manage Project Team Tracking team member performance, providing feedback, resolving issues and managing changes to optimize project performance.

38 Manage Project Team Inputs Tools and Techniques Outputs Human resource management plan Project staff assignments Team Performance Assessments Issue log Work performance reports Organizational process assets Observation and Conversation Project performance appraisals Conflict management Interpersonal skills Change Requests Project management plan updates Project document updates Enterprise Environmental Factors updates Organizational process assets updates

39 Manage Project Team - Inputs Human Resource Management Plan contains the human resource plan which includes roles and responsibilities, project organization and staffing management plan Project staff assignments provide a list of team members assigned to the project that needs to be evaluated under the appraisal process Team Performance Assessment is done on continuous basis formally or informally by the project management team. This helps in issues and conflict resolution Issue Log, Issues arise in the course of managing the project team. An issue log can be used t document and monitor who is responsible for resolving specific issues by a target date. Work Performance Reports provide information on project performance vis-à-vis project management plan. It aids in determining the future resource requirements, recognition and rewards and updates to the staffing management plan. Organizational process assets that can influence this process include certificates of appreciation, newsletters, website, bonus structure, corporate apparel and organizational perquisites

40 Manage Project Team Tools and Techniques Observation and Conversation are used to stay in touch with the team member s work and attitudes. The project management team monitors progress toward project deliverables, accomplishments that are a source of pride for team members, and interpersonal issues. Project performance appraisals helps in clarification of roles and responsibilities, constructive feedback to team members, discovery of unknown or unresolved issues, development of individual training plans, and the establishment of specific goals for future time periods.

41 Manage Project Team Tools and Techniques Interpersonal skills use a combination of technical, human and conceptual skills to analyze situations and interact appropriately with team members. E.g. Leadership, Influence and effective decision making Conflict Management results in greater productivity and positive working relationships. When managed properly, differences of opinion can lead to increased creativity and better decision making. Below are the source of conflicts on the Project More than 50% conflicts on the projects are due to disagreement over schedules, priorities and resources) 1. Schedules 2. Project Priorities 3. Human Resources 4. Technical Opinions 5. Procedures 6. Cost 7. Personality

42 Manage Project Team Tools and Techniques Conflict Resolution Methods Confronting/Problem Solving. Treating conflict as a problem to be solved by examining alternatives; requires a give-and-take attitude and open dialogue. Withdrawing/Avoiding. Retreating from an actual or potential conflict situation. Smoothing/Accommodating. Emphasizing areas of agreement rather than areas of difference. Compromising. Searching for solutions that bring some degree of satisfaction to all parties. Forcing. Pushing one s viewpoint at the expense of others; offers only win-lose solutions. Collaborating. Incorporating multiple viewpoints and insights from differing perspectives; leads to consensus and commitment.

43 Manage Project Team Outputs Change Requests due to change in staffing. The change request should be processed and approved through integrated change control process. Staffing changes may include moving people to different assignments, outsourcing some of the work, and replacing the team member who leave. Project Management Plan Updates may include changes in the human resource management plan Project Documents Updates that may be updated include Issue Log Role description Project staff assignment Enterprise Environmental Factors updates include input to organizational performance appraisals and personnel skill updates Organizational process assets updates include Historical information and lessons learned documentation Templates, and Organizational standard processes.

44 Manage Project Team Outputs Enterprise Environmental Factors updates include input to organizational performance appraisals and personnel skill updates Organizational process assets updates include Historical information and lessons learned documentation Templates, and Organizational standard processes. Change Requests due to change in staffing. The change request should be processed and approved through integrated change control process Project management plan updates include updates to staffing management plan

45 Exercise 2: Resolving Conflict Revising Key Terms : Conflict Management Figure out the conflict resolution technique that is being used in the cases below: 1. I don t really have time to deal with this right now. Just figure it out and get back to me. 2. Hold on a second. Let s sit down and figure out what the real problem is.

46 Exercise 2: Resolving Conflict Revising Key Terms : Conflict Management Figure out the conflict resolution technique that is being used in the cases below: 1. I don t really have time to deal with this right now. Just figure it out and get back to me - Withdrawal 2. Hold on a second. Let s sit down and figure out what the real problem is Problem Solving / Confronting

47 Halo Effect Extending the impression of a particular outstanding trait to influence the total judgment of a person E.g. : Assuming that a person who is good in technology will be a good project manager

48 Exercise 3: HR Management Revising Key Terms : Complete the following 1. The main output of the Acquire Project Team process is assignments 2. The effect causes people with technical expertise to be put in the position for which they are unqualified

49 Exercise 3: HR Management Revising Key Terms : Complete the following 1. The main output of the Acquire Project Team process is Project Resources assignments 2. The Halo effect causes people with technical expertise to be put in the position for which they are unqualified

50 QUIZ!