Project HR Management

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Project HR Management
Kevin Frycki, Ben Grenier Purvi Sanghvi, Rahul
Sheth
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Definition Project HR Management

• A subset of project management that includes the
  processes required in making the most effective
  use of the people involved with the project.

Preparing for PMP Exam, Kanabar 2004
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Organizational Planning
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Definition Organizational Planning

• Process of identifying, documenting, and
  assigning project roles, responsibilities, and
  reporting relationships.

Preparing for PMP Exam, Kanabar 2004
Organizational Planning is part of the Planning
Process Group
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9.1 Organizational Planning

• 9.1.1 Inputs
• Project Interfaces
• Constraints
• Staffing
• Requirements

• 9.1.2 Tools and Techniques
• Templates
• HR Practices
• Organizational Theory
• Stakeholder Analysis

• 9.1.3 Outputs
• Role Responsibility Assignments
• Staffing Management Plan
• Organization Chart
• Supporting Detail

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Useful Templates in Org Planning

• Project Roles Responsibilities
• http//www.pmi-swohio-chapter.org/tmplt/Project-ro
  les-resp.doc
• Stakeholder Analysis Matrix

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Useful Templates in Org Planning
The PMI Compendium of Project Management
Practices
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Stakeholder Analysis

• Technique used to identify and assess the
  importance of key people, groups of people, or
  institutions that may significantly influence the
  success of your project.
• Used to anticipate the kind of influence,
  positive or negative, groups will have on your
  project
• Technique can be used alone or with other team
  members.

5-Step Project Management, Weiss
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Organizational Theory

• Project Org determined by
• Project size
• Project task
• Organizational environment
• Stakeholder connection
• Theories
• Draw on economics, sociology, psychology, and
  systems theory

HRM Guide, 2005
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Roles Responsibility Assignments

• Used to describe the project roles (who does
  what) and responsibilities (who decides what).
• Must be assigned to the appropriate stakeholders
• Most roles and responsibilities will be assigned
  to stakeholders actively engaged in the project
• They should be closely linked to the project
  scope definition.
• The roles and responsibilities of the PM are
  generally critical

The PMI Compendium of Project Management
Practices
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Role of the Project Manager

• Assigned early on
• Entrusted with the authority and accountability
  necessary to get job done
• Able to cope with conflicting scope, quality,
  schedule, risk, and other requirements
• Single point of integration to meet customers
  needs
• Is proactive
• Must have authority to say no
• Held accountable for project failure
• Understands professional responsibility
• Not necessarily a technical expert
• Leads and directs planning efforts
• Maintains control by measuring performance and
  correcting as necessary

PMP Exam Prep p193, Mulcahy 2002
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HR Responsibilities of the PM

• Creates Project Team Directory
• Negotiating with Resource Managers for best
  resources
• Creates project job descriptions for team members
  and stakeholders
• Understands training needs of those assigned to
  project and ensures they receive it
• Creates formal plan for team, the staffing
  management plan

PMP Exam Prep p197, Mulcahy 2002
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Staffing Management Plan

• The staffing management plan describes when and
  how human resources will be brought into and
  taken off of the project team.
• Can be formal or informal, highly detailed or
  broadly framed
• It often contains resource histograms
• Particular attention should be paid to how
  project team members are released from the
  project when they are no longer needed.

The PMI Compendium of Project Management
Practices
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Staff Acquisition
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Definition Staff Acquisition

• Obtaining the human resources needed assigned to
  and working on the project

Preparing for PMP Exam, Kanabar 2004
Staff Acquisition is part of the Planning Process
Group
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9.2 Staff Acquisition

• 9.2.1 Inputs
• Staff Management
• Plan
• Staff Pool
• Description

• 9.2.2 Tools and Techniques
• Negotiations
• Pre-assignment
• Procurement

• 9.2.3 Outputs
• Project Staff Assigned
• Project Team Directory

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Useful Templates in Staff Acquisition
Responsibility Assignment Matrix
The PMI Compendium of Project Management
Practices
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Team Development
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Definition Team Development

• Team development enhances the ability of
  stakeholders to contribute as individuals and
  enhances the ability of the team to function as a
  team

Source PMBOK 2000
Team Development is part of the Execution Process
Group
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Team building

• Creating an open encouraging environment for
  stakeholders to contribute effectively
• Is complicated in a matrix organization due to
  dual reporting
• Positioned as an executing process, but starts
  early and is spread across the project.

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9.3 Team Development

• 9.3.1 Inputs
• Project Staff
• Project Plan
• Performance Reports
• External Feedback

• 9.3.2 Tools and Techniques
• Team Building Activities
• General Management Skills
• Reward Recognition
• Co-location
• Training

• 9.3.3 Outputs
• Performance Improvement
• Input to performance appraisal

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Motivational theories..

• Abraham Maslows hierarchy of needs

Source Kanabar, P 165
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• Maslows theory
• Physiological Needs
• The very basic needs such as air, water, food,
  sleep, sex, etc. Once they are alleviated, we may
  think about other things.
• Safety Needs
• Have to do with establishing stability and
  consistency in a chaotic world.
• Esteem Needs
• There are two types of esteem needs.
• Self-esteem which results from competence or
  mastery of a task.
• The attention and recognition that comes from
  others.
• Self-Actualization
• People who have everything can maximize their
  potential. They can seek knowledge, peace,
  esthetic experiences, self-fulfillment, etc.

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Herzbergs hygiene theory

• Presence of hygiene factors (working conditions,
  salary, etc) are not enough for motivation
• Absence of hygiene factors, however, leads to
  dissatisfaction
• Motivation agents (responsibility, growth,
  recognition, etc) are the real factors that
  motivate people

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Expectancy theory

• How individuals make decisions regarding various
  behavioral alternatives
• An individual will act in a certain way based on
  the expectation that the act will be followed by
  a given outcome and on the attractiveness of that
  outcome to the individual.
• Effort gt Performance linkage (How hard will I
  have to work?)
• Performance gtReward linkage (What is the
  reward?)
• Attractiveness gt Reward weightage (How
  attractive is the reward?)

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Existence/Relatedness/Growth (ERG)

• States that more than one need may be influential
  at the same time. If the gratification of a
  higher-level need is frustrated, the desire to
  satisfy a lower-level need will increase.
• There are three groups of needs
• Existence - concerned with providing the basic
  requirements for material existence, such as
  physiological and safety needs.
• Relationships - This group of needs centers on or
  is built upon the desire to establish and
  maintain interpersonal relationships. This need
  is normally satisfied at least to some degree by
  one's coworkers.
• Growth - These needs are met by personal
  development. A person's job, career, or
  profession provides for significant satisfaction
  of growth needs.

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Theory X and Theory Y

• Philosophical view of humankind.
• These are two opposing perceptions
• Theory X
• People have an inherent dislike for work and will
  avoid it whenever possible and must be coerced,
  controlled, directed, or threatened to achieve
  the organizational objectives. They have little
  or no ambition.
• Theory Y
• Work is as natural as play and rest. People will
  exercise self-direction if they are committed to
  the objectives (they are NOT lazy). Commitment is
  a function of the rewards
• Theory X is the view that traditional management
  has taken towards the workforce. Many
  organizations are now taking the view of theory
  Y.

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Other Info...
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PM POWER LEVELS

• LEGITIMATE POWER Derived from position in
  organization (e.g. CEO)
• COERCIVE POWER Based on intimidation or use of
  force
• REWARD POWER Based on the ability to provide or
  withhold rewards.
• EXPERT POWER Occurs when a person behaves in a
  manner perceived to be desired by someone who is
  held in high esteem b/c of their special
  knowledge
• REFERENT POWER Based on a less powerful
  persons identification with some more powerful.

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EXAM QUESTIONS

• Your team is complaining often about
  organizational procedures etc, which stage is
  your project in
• a. Forming
• b. Storming
• c. Norming
• d. Performing

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• 2. Maslows motivation theory suggests that a
  project manager should focus on an employees
• a. desire for growth
• b. motivation to work towards goals
• c. interest in the job itself
• d. self-actualization

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• 3. In order for a formal reward system to work
  it must have which of the following
  characteristics
• a. Relationship between reward and
  performance must be explicit.
• b. The reward should be distributed to as many
  people as possible.
• c. The reward must be of significant
  monetary value.
• d. The reward must have approval of all the
  team members.

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• Given that you are neighbors, you and the CEO of
  your company have established a friendly
  relationship. This has not gone unnoticed by
  your associates. Recently, your company
  appointed you project manager for a new project
  that is crucial to achieving next years
  financial targets. Which type of power available
  to project managers might you be able to rely on?
• a. Referent
• b. Reward
• c. Formal
• d. Expert

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Questions?