Hide Notes 

Slide 1: Human Resource Management Asim Shahzad, MIT, PMP • The PMBOK characterizes Human Resource Management as the “processes that organize and manage the project team”: − − − − Human Resource Planning Acquire Project Team Develop Project Team Manage Project Team
Slide 2: Human Resource Management • • • This is the project management area that holds the biggest challenges, You can put tools in place that will monitor cost and schedule performance, and ensure scope is delivered you can plan for and even quantify many project risks
Slide 3: Human Resource Management • • • • …But you can’t always predict with accuracy how humans will interact Projects are technical problems, but they have important human dimensions And that’s the big challenge… How you pull a new group together, get them all to an appropriate stage of development, and get them all pulling in the same direction
Slide 4: Human Resource Management • • The PMBOK goes on to note that “early involvement of team members ads expertise during the planning process and strengthens commitment to the project” This seems like obvious advice, but you’d be surprised how often it’s ignored
Slide 5: Human Resource Management • • • One new boss of mine came in and – despite my six years of experience in negotiating contracts and project dates with the customer, proceeded to negotiate these things unilaterally, without my input The result was a new contract with provisions potentially injurious to the company, and unrealistic project target dates What do you think my level of buy-in was?
Slide 6: Human Resource Management • Per the PMBOK, Human Resource Planning determines • • • Determines project roles Determines responsibilities and reporting relationships Creates the staffing management plan
Slide 7: Human Resource Management • The staffing management plan is a critical step − In most companies, a project is a matrix organization overlaid onto a functional structure − To reduce role conflicts, these multiple reporting relationships must be reconciled, often by a project manager who has little authority in a weak matrix or functional organization structure
Slide 8: Human Resource Management • The project structure continuum runs in this sequence: − − − − − • Functional Project Expeditor-Project Coordinator Weak Matrix Strong Matrix Projectized Projectized structures are rare except in outsourcing contracts; project organization is usually a matrix
Slide 9: Human Resource Management • In project HR Planning, the existing enterprise context must be considered • • • • • Organizational – How the organizations get along Technical – What types do you need? Interpersonal – The Cultural Question Logistical – Distance between members Political – Private agendas of the mighty
Slide 10: Human Resource Management • HR Planning Constraints − Organizational – Strength of the project will determine strength of the project manager − Collective Bargaining Pacts – Can have their effect • AT&T & Seminole County Schools examples − Economic Conditons • At Convergys, lack of sufficient Travel Budget hampered our efforts in India tremendously
Slide 11: Human Resource Management • HR Planning Assets − As PM matures, lessons learned should make planning easier • Templates such as org charts, processes such as escalation procedures or conflict management approaches • Checklists such as sequenced training programs, reward ideas, common project roles & responsibilities, etc
Slide 12: Human Resource Management • HR Planning Tools & Techniques − Org Charts & Position Descriptions • Everyone should be clear regarding who is responsible for what Shows work by functional department / organizational unit Shows work by type of resource (useful for project cost accounting) − Organizational Breakdown Structure • − Resource Breakdown Structure •
Slide 13: Human Resource Management • HR Planning Tools & Techniques (cont) − Responsibility Assignment Matrix (RAM) • Shows project work by individual; clarifies roles Position/role descriptions, etc Never underestimate this My adjunct assignments since leaving Convergys have happened due in large part to networking − Other Text Formats • − Networking • •
Slide 14: Human Resource Management • The primary HR Planning output is the Staffing Management Plan − Updated continually during the project to direct team acquisition & development − Includes sections for staff acquisition, timetable, release criteria, training needs, recognition & rewards, compliance (legal, union contracts, etc) and safety − Resource histogram often produced showing resource requirements over the life of the project
Slide 15: Human Resource Management • • Acquire Project Team is “the process of obtaining the human resources needed to complete the project” − Author comment dead on – if the PM is the smartest team member, the PM has failed in recruiting If team members aren’t pre-assigned, this may require − Negotiation skill (influence) − The use of Virtual Teams (which in turn will require more focus on Communications) − Resolving individual schedule conflicts
Slide 16: Human Resource Management • Acquire Project Team uses two primary techniques to accomplish his/her objective of achieving project success without increasing time or cost − Resource Loading, or allocating resources to the schedule • over specific time periods − Resource Leveling, or minimizing period-to-period variations in resource loading via shifting tasks on the calendar using critical path analysis (specifically, float/slack analysis) Word of caution: Automated Leveling using PM software often (usually) pushes out completion date
Slide 17: Human Resource Management • • • Develop Project Team is about assuring project performance by improving the members’ competencies & interactions These activities yield the greatest benefit when done early in the project life cycle, but should not be ignored during the remainder of that cycle Important for PM to recognize and respect the group formation cycle − Forming, Storming, Norming, Performing, Adjourning
Slide 18: Human Resource Management • Develop Project Team Tools: − General Management Skills (soft skills) − Training • • • Formal / On-the-Job Just-in-Time concept important here Delivery methodology should be matched to specific need − Team-Building • Myers-Briggs, DiSC, Wilson instruments − Ground Rule Setting − Co-Location (if possible) − Recognition & Reward Systems • Should be team-based to some extent
Slide 19: Human Resource Management • A few words about Reward & Recognition Systems − Purpose is to incentive team to perform in a way that − − − − progresses the objectives of the project Should focus on controllable activities and results to be effective Should never be win-lose / limited in reach Should consider cultural differences, especially on international projects Focus on individual performance and mutual accountability
Slide 20: Human Resource Management • • Manage Project Team “involves tracking team member performance, providing feedback, resolving issues and coordinating changes to enhance project performance” Deals with the dual-reporting relationships inherent in matrix project structures
Slide 21: Human Resource Management • • Power is the ability to get people to do things they would otherwise not do Let’s look at the types of power that can be used by the project manager in driving a project team: − − − − − Legitimate (formal position) Coercive (based on fear) Reward (positive reinforcement based) Expert (the best, but takes time to develop) Referent (based on personal charisma, or reference to another)
Slide 22: Human Resource Management • Thamain and Wilemon’s Influence & Power Bases − − − − − − − − − • Authority (not good choice) Assignment (future assignment influence) Budget Promotion Money (not good choice) Penalty (not good choice) Work Challenge (one of top two choices) Expertise (one of top two choices) Friendship PMs often do not have direct control over project staff, so must use influence carefully
Slide 23: Human Resource Management • One commonly used Manage Project Team Tool is Conflict Management − Project team members should be encouraged to resolve their own conflicts, but the PM is responsible if those conflicts escalate − The primary output is Lessons Learned, to lessen the pain for future projects
Slide 24: Human Resource Management • Conflict Management Methods − − − − − • Problem Solving/Confrontation (usually best) Compromising Smoothing (de-emphasizing differences) Withdrawal (delaying tactic) Forcing (win-lose – last resort) Choice of method should be situational
Slide 25: Human Resource Management • We’re going to do a quick spin through some of the Motivational Theory • • Because project managers and team members need to know about this stuff to keep the project team members focused on the project objectives If author’s GDP/Hour worked stats are correct, the US has lost its productivity edge – only working smarter versus harder/longer will get that edge back
Slide 26: Human Resource Management • Motivational Theories − Intrinsic (personal enjoyment) versus Extrinsic (reward or penalty based) • Intrinsic longer-lasting • − Maslow’s Hierarchy of Needs • Physiological • Safety / Security • Social • Self-Respect / Self-Esteem • Self-Fulfillment / Self-Actualization Can anyone explain how the hierarchy works?
Slide 27: Human Resource Management • Motivational Theories − Herzberg • Motivators are factors that cause job satisfaction Actualization, personal achievement and recognition Responsibility, advancement and growth • Hygiene factors are factors that cause job dissatisfaction Necessary to avoid dissatisfaction Higher pay, better benefits, etc
Slide 28: Human Resource Management • Motivational Theories − McClelland • Acquired needs of Achievement, Affiliation and Power learned over time via life experiences • Need for achievement is desire to seek attainable but challenging goals and feedback on performance • Need for affiliation is desire to be part of a group with friendly relationships and to have roles that involve human interaction • Need for power is desire to make an impact and to be viewed as influential and effective
Slide 29: Human Resource Management • Motivational Theories − McGregor’s Theory X and Theory Y • Theory X (classical systems theory) – Managers must use coercion, threats, etc, because workers want security above all else and are inherently lazy (top-down view of managing) • Theory Y (human relations theory) – Workers self-motivated, should be given environment to achieve goals through selfdirection − Ouchi’s Theory Z • • Describes how workers perceive management Based on Japanese approach to motivating workers Emphasizes trust, quality, collective decision making and cultural values
Slide 30: Human Resource Management • Motivational Theories – Expectancy Theory − People will be motivated when • • They believe that their efforts will lead to a successful outcome which is valued, and They believe they will be rewarded for that successful outcome
Slide 31: Human Resource Management • Motivational Theories – Blake Mouton Managerial Grid − Managers are generally motivated by a concern for people or for production − These concerns both run on a spectrum from 1 to 9, and via an instrument, managers can be placed on a grid
Slide 32: Human Resource Management • • Motivational Theories – Blake Mouton Managerial Grid examples − The (1,1) manager is invisible − The (1,9) manager is very much focused on people, and very little on results − The (9,1) manager is very much focused on results, and very little on people − The (9,9) manager is very focused on both people and results See where this information could help a project manager working with managers?
Slide 33: Human Resource Management • Motivational Theories – Covey and Improving Effectiveness (7 Habits) − − − − − Be Proactive Begin with the End in Mind Put First Things First Think Win/Win Seek First to Understand, Then to be Understood (Empathic Listening – separates good PMs from average ones!) − Synergize − Sharpen the Saw • Projects operate within an organizational context – challenge is to apply these theories and tools to the many unique teams & individuals you encounter!
Slide 34: Human Resource Management • Some tips on managing project teams from your author: − − − − − − − − − − − Manage by Walking Around (feel the pulse) Do project performance appraisals (at least contribute) Understand/Proactively Apply conflict mgmt strategies Acknowledge important issues and take action Focus on the problem, not the person Establish regular, effective meetings Allow time for the team-building stages Plan for social activities Stress team identity Acknowledge individual & group accomplishments Take additional relevant actions for virtual teams
Slide 35: Human Resource Management • Some closing tips on project leadership, from someone who has been there: − Share the credit, take the blame – if the project succeeds, there will − − − − be plenty of glory to go around; if not, you will be respected for having stood up and taken responsibility Be even-handed in your approach – you can’t be effective in a leadership role if you play favorites You can’t please everyone, so you have to please yourself (Rick Nelson quote) – the PM position, by definition, requires tough decisions that will not make everyone happy; set a course and be consistent in following it Take risks and don’t be afraid to make decisions – that’s what a PM is paid to do, and you can’t be respected as one unless you step up to the whole job Be a role model, and live the project’s commitments – nobody will follow someone who isn’t willing to work as hard as they are asking others to work; show you’re willing to make the same time sacrifice, and they will follow you to some pretty strange places
Slide 36: Human Resource Management • • • A very smart man I knew was fond of the quote “If you believe you can, you will; if you believe you can’t, you won’t” There’s a lot of truth in that statement – I’ve seen many tough projects succeed and many easier one fail, all because of the project culture And the culture begins with the PM