PMBOK Guidelines

1

• PMBOK Guidelines

2
Human Resources Management PMBOK Processes

• 1. Organizational Planning
• 2. Staff Acquisition
• 3. Team Development

3
Project Human Resources Management DEFINED

• Includes the processes required to make the most
  effective use of the people involved with the
  project

4
Project HRM Dilemma

• HRM questions on the PMP exam are relatively easy
• Developing and using superior HRM skills on real
  projects is difficult and rare
• A major distinction between superior leaders and
  others is good team building skills

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Project HRMOrganizational Planning
6
Project HRMStaff Acquisition
7
Project HRMTeam Development
8
Major Processes DefinedAn Informal View
3. Develop the People
3
1. Identify the People
1
2
2. Obtain the People
9
1. Staff Requirements Identify People

• KEY CONCEPTS

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Authority
11
Project HRMTypes of Authority
12
Project Managers Authority
Increasing Authority
None
Medium
Low
High
Functional
Project Expeditor
Weak Matrix
Projectized
Project Coordinator
Strong Matrix
Type of Organization Structure
13
Power
14
PM Power Spectrum
15
Project HRMPower and Authority Problems

• Power and authority are perceived
• Poorly documented or no formal authority
• Dual accountability of personnel
• The project organization encourages individualism
• Shifting of personnel loyalties from vertical to
  horizontal lines
• Ability to influence or administer rewards and
  punishments

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Sources of Powerand Impact on People
Response of Individual
Power Source
Commitment
Compliance
Resistance
Possible
Possible
Likely
Legitimate
Possible
Possible
Likely
Reward
Possible
Possible
Likely
Coercive
Possible
Possible
Likely
Expert
Possible
Possible
Likely
Referent
Total Power Positional Personal Power
17
Elements of Staff Management Plan

• Responsibility Assignment Matrix (RAM)
• Line Responsibility Chart (LRC)
• Team Organization Chart
• Resource Spreadsheet

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Staffing Management Plan
Subset of overall project plan Describes when and
how human resources will be brought onto and
taken off of the project team Includes all
organizational planning outputs Supporting detail
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Project HRMResponsibility Assignment Matrix (RAM)

• A structure which relates the project
  organizational structure to the work breakdown
  structure to help ensure that each element of the
  project's scope of work is assigned to a
  responsible individual or organization. It is
  used to
• Establish functional responsibility
• Establish contracting strategy
• Establish manageable work packages for control
  and reporting

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Project HRMElements of a RAM

• General management responsibility
• Operations management responsibility
• Specialized responsibility
• Must be consulted
• May be consulted
• Must be notified
• Must approve

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Project HRMRAM Illustration
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Responsibility Matrix - Example
Purpose/Benefit Shows level of responsibility for
groups and/or individuals Graphically links the
work to be done to those doing it
Person
A
B
C
Activity
Plan Control
A
S
Requirements
A
R
Func Specs
P
S
Design
A
Fabrication
R
A
Validation
R
S
P Participant A Accountable R Review S
Sign-Off
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Project HRMLine Responsibility Chart LRC-

• Describe how internal and external communications
  should take place
• "information originate by"
• "reported to"
• Show the distribution of data items
• Identify skills distribution

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Project HRMLRC Illustration
25
Team Organization Chart - Example
Purpose/Benefit Defines formal informal
reporting relationships among people on the
project Helps in identifying communication/
information channels
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Resource Spreadsheet - Example
Purpose/Benefit Shows group and/or individual
responsibilities set against time Graphically
links the work to be done with who and when
Month
Jul
Aug
Sep
Activity
Plan Control
Joe
Joe
Joe
Requirements
Sue
Sue
Func Specs
Tom
Design
Tom
Tom
Fabrication
Bill
Bill
Validation
Fred
Fred
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Check on Learning

• Which of the following are part of the Staff
  Management Plan?
• a. List of project stakeholders
• b. A chart describing work assignment
  responsibilities
• c. A chart describing internal/external
  communications responsibilities
• d. A chart describing work responsibilities
  against time
• Define Compliance_____________________________
• Define Commitment____________________________
• List 4 things a leader can influence to increase
  productivity.

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SOLUTIONS TOCheck on Learning

• Which of the following are part of the Staff
  Management Plan?
• b. A chart describing assignment
  responsibilities---RAM
• c. A chart describing internal/external
  communications responsibilities---LRC
• d. A chart describing responsibilities against
  time---RESOURCE SPREADSHEET
• Compliance is MINIMUM EFFORT OR PERFORMANCE TO
  AVOID BEING PUNISHED OR RECEIVING UNWANTED
  ATTENTION.
• Commitment is EXTRA EFFORT OR PERFORMANCE TO
  ACCOMPLISH MORE THAN MINIMUM REQUIRED. ENTHUSIAM
  AND INTEREST IN DOING GOOD JOB.
• List 4 things a leader can influence to increase
  productivity.
• INFLUENCE PERCEPTION OF TECHNICAL EXPERTISE
• OFFER CHALLENGING WORK
• ENCOURAGE FRIENDSHIPS
• INCREASE PAY

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2. Staff AcquisitionGet Staff

• PMBOK GUIDELINES

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HR Processes In Depth
Inputs
Tools/Tech
Outputs
.1 Staff Mgmt Plan .2 Staff Pool Descrip .3
Recruitment Practices
.1 Negotiations .2 Pre-assignment .3 Procurement
.1 Project Staff Assigned .2 Project Team
Directory
Suppliers
Customers
Activities
Make assignments Review Policies Complete
hiring paperwork
Functional Orgs. HR Organization
Project Manager Project Team
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Project HRMStaff Acquisition

• Getting the human resources needed assigned to
  and working on the project
• There are five basic requirements for conducting
  a successful project. In order of importance,
  they are as follows
• Choosing the right people -
• Choosing the right people -
• Choosing the right people -
• Setting up the right organization -
• Using the right systems

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Project Managers Skills Successful PMs
prioritize the following as important skills

• 1. Communications skills
• 2. Organizational skills
• 3. Team building skills
• 4. Leadership skills
• 5. Coping skills
• 6. Technological skills

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3. Team DevelopmentBuild Team/Develop People

• PMBOK GUIDELINES

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Team Building Activities
Example actions include
Team Planning Kickoff Meetings Team
Training Team Exercises Plan them in, otherwise
they wont happen
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Project Leader versus Manager
Project Managers Who Are Also Project Leaders

• Project Leader
• Set direction/vision
• Inspire team work
• Align employees
• Motivate support

• Project Manager
• Plan budget
• Organize groups
• Staff
• Control

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Project Leader

• Is adaptable and innovative
• Leads others through the project processes
• Constantly learns
• Is decisive a problem solver
• Is an accomplished motivator
• Show genuine interest in members growth

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Project Leader (cont.)

• Can multitask with a broad knowledge base
• Negotiates from strength built through supplying
  accurate information
• Is a good listener relays directions accurately
• Understands varied behavioral styles and
  motivation theory

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Motivation Theory Two Categories

• 1. Content theories - attempt to determine the
• link between intrinsic factors and certain
• behaviors
• 2. Process theories - explore how personal
• factors interact and influence each other
• to produce behaviors

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Comparison of Content Theories
Self-Actualization
Motivators -advancement -growth -achievement
Need for Achievement
Growth
Esteem
Need for Power
Social/Affiliation
Relatedness
Hygiene -job security -salary -working
cond. -group member
Safety/Security
Need for Affiliation
Existence
Physiological
3G Achievement Theory
2G Motivator Theory
1G Needs Theories
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Major Process Theories
Theory X Y Contingency Theory Goal-setting
Theory Expectancy Theory Re-enforcement
Theory Equity Theory
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HR Management SummaryPMBOK Major Processes
Concepts
Interface Management Resource Allocation Staff
Assignments Power Influence Team
Building Conflict Management Motivation Leadership
Reward
Identify the People
Obtain the People
Develop the People
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Project HRM

• Major Problems and
• Best Practices

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Problems in Project HRM

• Conflicts
• Disruptive People
• Confrontation

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Sources of Conflict
Schedules Project priorities Manpower
resources Procedures Technical opinions Cost
systems Personality conflicts
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Two PM Problems in China that INCREASE Conflict
China 2001--Present

• 1. Too many people reporting to 1 leader
• 2. Too many people can give you work

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Disruptive People
Ignore disruptive people at your own peril. Some
of them are the change agents that are the
catalyst of results.
They are the grain of sand in the oyster that
causes the pearl to form.
Listen to disruptive people. Ignore or get rid
of those who are just disagreeable.
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Productivity

• Often, a factor of 10 separates the best
  performers (or teams) from the worst.
• 80/20 Rule
• Also, the best is usually more than twice as
  productive as the average.

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Productivity

• How do you deal with the bottom performers?
• DONT FIRE THEM!
• Find ways to improve them. Turnover is
  expensive! Their loyalty will increase
• Dealing with TOP PERFORMERS
• Delegate and then Disappear
• Most organizations lose equally top 5 and bottom
  5

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What Motivates the PM??China 2001 -- present

• Favorable attitude toward authority
• Desire to compete with other PMs
• Assertive attitude (willingness to take charge)
• Desire to exercise power
• Desire for a distinctive position
• Sense of responsibility

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An IDEAL Project Leader is one who has the
following skills and characteristics

• Typical Responses in China 2001 present
• Knows how to influence others
• Accountable/responsible
• Good Decision-Maker
• Visionary
• Good people skills

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WHAT MOTIVATES ME TO DO BEST WORK? (Typical
responses in China 2001 Present)

• Be respected
• Rewards
• Appreciated
• Satisfaction
• Training Opportunities
• Good working environment
• Career development
• Mission
• Value/worth of person

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5-Minute Check

• AT THIS TIME, LIST THE MOST IMPORTANT CONCEPTS
  YOU HAVE LEARNED SO FAR
• List any questions you have on next page.

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Best Practices in PM

• MANAGEMENT and
• LEADERSHIP

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Check on LearningPlease answer the following
without books or notes

• What are the top 4 motivators of talented people?
  Circle the ones that require authority from the
  leader to do.
• ______________
• _______________
• _______________
• _______________
• What are the 3 technical processes associated
  with PMBOK guide on Project HRM?
• _____________________
• _____________________
• _______________________

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Check on LearningSolutions

• What are the top 4 motivators of talented people?
  Which ones require authority?
• Technical Expertise of Leader
• Challenging Work
• Money or salary
• Friendships
• What are the 3 technical processes associated
  with PMBOK guide on Project HRM?
• ORG Planning (Identify people and develop Staff
  MGT Plan)
• Staff Acquisition (Recruit, lead and motivate
  people)
• Team Development (Build winning team)

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---CLASS EXERCISE 1---WHAT ARE THE 9 PMBOK
AREAS??

• ____________________
• ____________________
• ____________________
• ____________________
• ____________________
• ____________________
• ____________________
• ____________________
• ____________________

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Topic Overview

• Introduction and background
• Management
• Power
• Leadership
• 1st and 2nd Generation Situational Leadership
• 3GSL - 3rd Generation Situational Leadership

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Management VS

• Managers

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China 2001--Present

• Transition into open and global marketplace
• Growing complexities require transforming
  organizations through best modern management
  practices
• Adapting and coping with accelerating changes
  requires transforming organizations through new
  approaches to leadership and tolerance for
  visionary and disruptive leaders

60
What is Management?

• Structured approach to allocating resources to
  best meet goals efficiently and effectively
• As complexity increases management sophistication
  increases
• Planning
• Organizing
• Controlling

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Management Science

• Principles and practices for using resources to
  accomplish organizational goals efficiently and
  effectively
• Impersonal in nature
• Formalized procedures for planning, organizing
  and controlling
• Reduce uncertainty and risk
• Improve efficiencies
• Control resource expenditures,
• Achieve goals on schedule
• Standardize and structure organizational behavior
  into orderly and stable work patterns or
  conformity

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Managers

• Personal behaviors
• Behaviors rarely match model or theories
• Work at unrelenting pace due to work overload
• Many interruptions, work activities are brief and
  abrupt
• Spend more than 85 of time on URGENCIES rather
  PRIORITIES
• Seek out other people while maintaining low
  levels of emotional involvement

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Priorities Versus Urgencies

• Priorities work that accomplishes goals
• Urgencies
• These are the work activities that managers
  really do
• Work that requires managers attention real-time
• Work activities that are not priorities or
  result in goals
• Typically over 85 of work activities are
  URGENCIES

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Understanding POWER

• Organizational Authority VS Personal Power

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Understanding POWER

• Power from organization (position authority)
• Legitimate or legal authority to induce
  compliance
• Use of rewards and punishments
• Special connections and information
• Position Power is delegated from above and is
  volatile and perishable
• Power from people (personal influential power)
• Power is derived from others
• Visionary
• Expert
• Charismatic (emotionally energizes others)
• Is difficult to attain but not easily lost

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Organizational Power is from top down

• POWER
• Management Level
• TOP
• MIDDLE
• SUPERVISORY

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Position Power

• Source of power is top down
• Amount of power depends on level of position
• Legal
• Legitimate
• Induces compliance
• Rewards
• Punishment
• Is perishable quickly gained or lost

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Personal Power is from bottom up

• POWER
• Management Level
• TOP
• MIDDLE
• SUPERVISORY

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Personal Power

• Individual character and personality
• Perceived as Expert
• Charismatic personality or is well-liked
• Visionary
• Enthusiastic and energetic
• Influential or motivational
• Source is other people
• Not easily gained nor easily lost

70
Leadership VS

• Leaders

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What is Leadership? Leadership is about CHANGE!

• CHANGING PEOPLE
• It is influencing people to accomplish goals
• Goals can be organizational or personal
• Focus on supervisory leadership
• CHANGING ORGANIZATIONS
• It is having a vision of the future and
  energizing others to believe and achieve this
  vision
• Transform groups, teams and organizations into
  believing desiring and achieving vision

72
Leadership and Leaders

• Theories and models vary according to the
  times and culture
• Theories are heavily contaminated by currently
  popular leaders or practices
• Confusion between people versus principles
• Always searching for best leadership theory/model
• Constantly changing and evolving

73
GOAL Effective LeadershipIncreases leaders
time efficiency

• Getting desired performance from people
• When you are present
• When you are NOT present
• Most leaders can get desired performance when
  they are present
• Best leaders or effective leaders get desired
  performance when NOT present
• positively affect feelings and attitudes

74
Organizational Processes and SkillsTechnical
(T), Leadership (L), People (P)

• Skills T
  P L
• MGT Level
• TOP
• MIDDLE
• SUPERV.

75
Leadership includes changing organizations
through visionary ideas

• VISIONARY LEADERSHIP
• Transforming organizations, institutions, nations
• Best practices for influencing behavior can be
  measured, quantified, articulated and learned
• Creating and promoting visionary ideas is
  difficult to measure, quantify or teach.
• Changing an organizations culture is
• DISRUPTIVE
• UNCOMFORTABLE
• RISKY
• Visionary leaders tend to be passionate,
  committed and emotional

76
Pygmalion Principle and Visionary Leadership

• Applying Expectation Theory into
• visionary ideas that transform and change and
  organizations

77
Visionary/Transformational LeadershipThe
Pygmalion Principle

• 1. Leader expresses vision
• Beneficial future outcome
• Positive Expectations of achievement
• Energizes others
• 2. Followers accept vision
• Vision does NOT have to be based on present
  realities or constraints
• Vision may be based on false assumptions
• 3. Vision is achieved

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Pareto Principle

• 80/20 Rule
• 80 of important results from 20 of people
• 20 of remaining results from 80 of people

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Pareto Principle (80/20 rule) QUALITY VS
QUANTITY

• 80 results from 20 people
• 80 of people get 20 of results
• 80 wealth owned by 20 people
• 80 of people share 20 of wealth
• 80 natural events caused by 20 of nature
• 80 of nature accounts for 20 natural events
• 80 of work success from 20 of work
• 80 of work accomplishes only 20 of results

80
E 4 or QUAD E ModelDeveloping World-Class
Leadership

• Environment
• Cultural
• legal
• complexity
• market
• stakeholders and customers
• Expectations
• internal
• external
• Efficiencies
• technologies
• labor pool
• resources
• Effectiveness
• talent
• vision
• good fortune

81
Situational Leadership

• Leading people in Projects

82
Situational Leadership Evolution

• Influences
• Contingency Theory
• Expectation Theory
• 1st Generation SL
• Life-cycle theory of leadership
• 2nd Generation SL
• SL II
• Leadership and the One-Minute Manager
• Developed by Dr. Ken Blanchard and BTD in 1980s
• 3GSL

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What is Situational Leadership?

• A behavioral approach to leading and motivating
  people
• Focuses on mastering 3 behaviors/skills
• FLEXIBILITY in using a variety of leadership
  styles
• DIAGNOSIS in analyzing development level to
  subordinates
• CONTRACTING FOR LEADERSHIP STYLE by negotiating
  leadership style and goals

84
Leader attitudes VS behaviors

• Classical leadership theories focused on
  attitudes
• SLII focuses on behaviors
• Behaviors of subordinate (developmental level)
• Behaviors of leaders (leadership style)

85
What is 3GSL?

• Best PM Practices
• ---2002---

86
What is 3GSL or 3rd Generation Situational
Leadership?

• Modified SLII - 15 years of experiences
• Impact of various cultures in motivating and
  influencing others
• Impact of Globalization on leadership
• Changing people
• VISIONARY LEADERSHIP
• Transformational vision
• Energizing others to believe and achieve the
  vision
• Ethical character and positive values for Global
  culture
• Positive role model
• Changing Organizations or Nations

87
3GSL - Changing Organizations withVisionary and
Transformational Ideas

• Changes create and accelerate
• Conflicts
• Confusion
• Risks
• Ambiguity
• Successful survival and critical breakthroughs
• Visionary/Transformational leaders are emotional,
  energizing and disruptive
• yet indispensable for long-term success and
  future of modern organizations

88
3GSL - World-class Visionary and Transformational
Leadership

• Ethical Character and motives DO matter
• Leaders are always modeled and imitated
• Certain values and behaviors are important and
  correct in all organizations and cultures
• Leaders set the standards for others behavior
• Leader behaviors are magnified many-fold by
  subordinates
• Good behaviors benefit many people
• Bad behaviors cause much suffering

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Detailed look at SITUATIONAL LEADERSHIP II
90
THEME OF SL II

• DONT WORK HARDER-----
• WORK SMARTER

91
3 Leader Skills in SLII

• 1. Flexibility in using various leadership styles
• 2. Diagnosing which style to use
• 3. Contracting for Leadership Style

92
Skill 1 Flexibility

• Recognition that there is no best style in
  leading or supervising others
• Theory X and Theory Y
• Directing and Supporting behaviors
• Developing the ability to use a variety of
  leadership styles comfortably

93
Leadership Styles
S3 Supporting S2 - Coaching S4 -
Delegating S1 - Directing
94
The Four Leadership Styles

• S1 or Directing
• Leader provides instructions and closely
  supervises
• S2 or Coaching
• Leader directs but also explains, asks and
  supports
• S3 or Supporting
• Leader supports and shares decision-making
• S4 or Delegating
• Leader turns over decision-making and problem
  solving

95
Skill 1 FLEXIBILITY cont.

• Different Strokes for Different Folks
• Different Strokes for the Same Folks
• There is nothing so unequal as
• the Equal Treatment of Unequals

96
Leadership Consistency

• Consistency is NOT behaving same way all the time
  or same way with person
• Consistency is behaving same way in SIMILAR
  CIRCUMSTANCES OR SITUATIONS

97
Skill 2 - Diagnosing

• Knowing when to use
• the correct leadership style
• When I slow done
• I go faster

98
Leadership Style depends on DEVELOPMENTAL LEVEL

• People performance consists of
• Competence
• Commitment
• Competence (gained from training or experience)
• Knowledge
• Skills
• Commitment
• Confidence (work without supervision)
• Motivation (interest in and enthusiasm for)

99
Developmental Level cont.

• D1
• Enthusiastic beginners
• D2
• Disillusioned learners
• D3
• Reluctant contributor
• D4
• Peak performer

100
Skill 2 DIAGNOSING andDeveloping People

• COMPETENCE HIGH HIGH
  SOME LOW
• COMMITMENT HIGH VARIABLE
  LOW HIGH
• 
  -----------------------------------------
  --------------------
• DEVELOPMENT LEVEL D4
  D3 D2 D1

Growing and Developing People
101
Developing People

• Grow people from D1s into D4s

102
To diagnose Development Level

• Determine Knowledge of task
• Technical skills
• People/organizational skills
• Determine Motivation level
• Desire
• Enthusiasm
• Determine Confidence to do task
• Determine if Performance improving or not
  improving

103
Developing Peak Performers

• Everyone has Peak Performance
  
• potential
• You just need to know
• where they are coming from
• 
  (developmental level)
• and meet them there
• 
  (leadership style)

104
A Final Word fromChairman Mao Tse-tung

• When the best leaders
• work is done,
• The people say
• We Did It Ourselves!

105
5-Minute Check

• AT THIS TIME, LIST THE MOST IMPORTANT CONCEPTS
  YOU HAVE LEARNED SO FAR
• List any questions you have on next page.

106
CHECK ON LEARNING

• 1. List some differences between managers and
  leaders.
• What are the 2 types of POWER?
• Which type of POWER do PMs absolutely have to
  learn?
• How do you do the Pygmalion Principle?
• Why does the Pygmalion Principle work?

107
CHECK ON LEARNING SOLUTIONS

• List some differences between managers and
  leaders.
• Managers are dispassionate and require structure,
  order and conformity
• Leaders are energized, encouraging, emotional,
  disruptive and inspiring
• What are the 2 types of POWER?
• Position
• Personal
• Which type of POWER do PMs absolutely have to
  learn?
• Personal power
• How do you do the Pygmalion Principle?
• Express the successful outcome of the project at
  all times (vision)
• Be positive and enthusiastic about success
• Energize and inspire others to accept vision
• Why does the Pygmalion Principle work?
• Visionary leaders have clear focus of a future
  outcome
• People accept then expect vision to happen
• Knowing a future event attracts resources to
  accomplish it

108
Cultures

• Leadership and Cultural Differences

109
Cultures

• 3 types of cultural differences can affect a
  virtual team
• 1. National
• 2. Organizational
• 3. Functional

110
National Cultures

• Power Distance the degree of power inequity
  among team members.

High Power Authoritarian manager decides
himself. Few challenges. Brazil, China, India,
France, Mexico, Arab countries.
Low Power Participative manager seeks input.
Freely challenge. Great Britain, Germany,
Finland, Norway, U.S.
111
National Cultures

• Uncertainty Avoidance the extent to which
  members are comfortable with uncertainty.

High Avoidance Seek details and plans,
predictability, closure. Nervous when
uncertain. Belgium, Japan, France, South Korea,
Italy
Low Avoidance Less need for total definition.
Comfortable with uncertainty. Great Britain, Hong
Kong, Ireland, Canada, U.S., India
112
National Cultures

• Individualism Collectivism The degree that
  people prefer to act as individuals or a group.

Individualism Loose ties between people people
take care of themselves value personal
time. Great Britain, Australia Italy, Germany,
France, U.S.
Collectivism People form strong, groups value
team identity put team first. Most Asian and
Central American countries
113
National Cultures

• Masculinity - Femininity Masculine or
  Feminine feelings dominate.

Masculine Concern for earnings visible success
signs possessions. Japan, Mexico, Italy,
Germany, U.S.
Feminine Nurturing, caring, cooperation.. East
Africa, Thailand, Norway, Sweden
114
National Cultures

• Long Term Short Term Orientation toward
  immediate or long term returns.

Long Term Motivated by long term successes. Most
Asian countries.
Short Term More impatient need immediate
reinforcement. English-speaking countries.
115
National Cultures

• Context How people view different communication
  cues.

High Context Messages have little meaning
without context prefer historical data and
subjective opinions. Japan, China, Mexico,
Greece, French Canada, Great Britain.
Low Context Prefer objective and fact-based
messages the message itself is
sufficient. Germany, U.S., English Canada
116
Organization Culture

• Clan
• Team is an extended family
• Leaders are parent figures
• Members are highly committed
• Emphasize teamwork and participation.

• Market
• Results oriented
• Competitive members
• Aggressive leaders
• Emphasis is on winning.

117
Organization Culture

• Hierarchy
• Formal, governed by procedures
• Stability and control
• Low risk no surprises

• Adhocracy (temporary)
• Dynamic adaptive
• High risk taking and innovation
• Try new things

118
Functional Culture

• Functional experts develop their own way of
  doing things.
• Mergers of diverse cultures produce conflict over
  best way to approach problems.
• HR, Marketing and Sales prefer more contextual
  information than I.T., Engineering and Finance