Chapter 8: Project Human Resource Management

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Chapter 8Project Human Resource Management

• adopted from PMIs PMBOK 2000 and
• Textbook Information Technology Project
  Management

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Contents

• Importance of Human Resource Management
• Project human resource management processes
• Organizational planning
• Staff acquisition
• Team development
• Keys to Managing People
• motivation Hierarchy of Needs (Maslow),
  Motivational and Hygiene Factors (Herzberg),
  Theory X and Y (McGregor)
• succeed factors and fail factors
• influence and power types of power
• effectiveness 7 habits for highly effective
  persons
• Organizational Planning
• using software to assist in HRM

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The Importance of Human Resource Management

• People determine the success and failure of
  organizations and projects
• Despite the downturn in the economy in 2001,
  there is still a shortage of good IT workers
• ITAA calculated that there were over 844,000
  openings for IT jobs in 2000
• 1 in 14 American workers are involved in IT jobs
• Although women represent 47 percent of the work
  force, they make up only 29 percent of IT jobs

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What is Project Human Resource Management?

• Project human resource management includes the
  processes required to make the most effective use
  of the people involved with a project.
• Processes include
• Organizational planning lt planning phase
• Staff acquisition lt planning phase
• Team development lt execution phase

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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 HR management include
• motivation theory
• Marlow, Herzberg and McGregor
• influence and power
• effectiveness of manager
• Stephen Covey

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Maslows Hierarchy of Needs

• Abraham Maslow developed a hierarchy of needs to
  illustrate his theory that peoples behaviors are
  guided by a sequence of needs
• Maslow argued that humans possess unique
  qualities that enable them to make independent
  choices, thus giving them control of their
  destiny
• Human needed to be satisfied starting from the
  lowest level and move upward

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Maslows Hierarchy of Needs
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Herzbergs Motivational and Hygiene Factors

• Frederick Herzberg wrote several famous books and
  articles about worker motivation. He
  distinguished between
• motivational factors achievement, recognition,
  the work itself, responsibility, advancement, and
  growth, which produce job satisfaction
• hygiene factors cause dissatisfaction if not
  present, but do not motivate workers to do more.
  Examples include larger salaries, more
  supervision, and a more attractive work
  environment

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McGregors Theory X and Y

• Douglas McGregor popularized the human relations
  approach to management in the 1960s
• Theory X
• assumes workers dislike and avoid work, so
  managers must use coercion, threats and various
  control schemes to get workers to meet objectives
• Theory Y
• assumes individuals consider work as natural as
  play or rest and enjoy the satisfaction of esteem
  and self-actualization needs
• Usually, many managers use of mixture of these
  theories to their day-to-day work to motivate
  team members
• Theory Z
• introduced in 1981 by William Ouchi and is based
  on the Japanese approach to motivating workers,
  emphasizing trust, quality, collective decision
  making, and cultural values

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Improving Effectiveness - Coveys 7 Habits

• Project managers can apply Coveys 7 habits to
  improve team effectiveness on projects
• Be proactive
• Begin with the end in mind
• Put first things first
• Think win/win
• Synergize
• Seek first to understand, then to be understood
• Sharpen the saw

intrapersonal skill
interpersonal skill
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Organizational Planning

• 12th of 21 planning phase process
• It involves identifying, documenting, and
  assigning project roles, responsibilities, and
  reporting relationships
• The assignment can be internal or they may come
  from outside.
• Internal groups are usually composed of specific
  functional departments, such as IT, engineering,
  marketing, or account.
• HR is an important area because people are the
  projects most valuable resource.

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Inputs to Organizational Planning

• Project interfaces
• organizational interfaces formal and
  information report relationships among different
  organizational units Technical interfaces
  formal and informal reporting relationships among
  technical disciplines formal and information
  reporting relationship among different individual
  working on the project
• Staffing requirements
• define skills required of individuals or groups
  and the desired time frame within which theyll
  be needed.
• Constraints
• factors such as organizational structure,
  collective bargaining agreements with unions or
  other employee group, preferences of the project
  team, expected staff assignments.

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Tools and techniques

• Templates
• help to define roles and responsibilities or
  reporting relationships
• HR practices
• help to plan the structure of project team
• Organizational theory
• help to structure the organization (see other
  descriptions)
• Stakeholder analysis
• help to ensure stakeholders needs and
  expectations are met.

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Outputs from Organizational Planning

• Role and responsibility assignments
• assignment of roles and responsibilities
• Staffing management plan
• describe when and how HR will join and leave the
  project team.
• Resource histograms that show resource
  requirements, their usage, and availability along
  a timeline are often incorporated into the staff
  management plan. It is part of the project plan.
• Organization chart
• displays the reporting relationships in a graphic
  format.
• Supporting details
• includes organizational impact, job descriptions,
  training needs.

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Staff acquisition

• 13th of 21 planning phase process
• It involves getting the people resources needed
  assigned to and working on the project.
• The project manager doesnt not always have
  direct control over these resources because many
  of them will be assigned to the project team by
  other managers

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Staff acquisition

• Staffing plans and good hiring procedures are
  important in staff acquisition, as are incentives
  for recruiting and retention
• Some companies give their employees one dollar
  for every hour a new person they helped hire
  works
• Some organizations allow people to work from home
  as an incentive
• Research shows that people leave their jobs
  because they dont make a difference, dont get
  proper recognition, arent learning anything new,
  dont like their coworkers, and want to earn more
  money

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Inputs to Staff acquisition

• Staff management plan
• describe when and how HR will join and leave the
  project team. Resource histograms that show
  resource requirements, their usage, and
  availability along a timeline are often
  incorporated into the staff management plan. It
  is part of the project plan. It is the main
  Organizational planning output.
• Staffing-pool description
• includes the characteristics of potential staff,
  their experience, interests, characteristics, and
  availability.
• Recruitment practices
• include various organizational policies,
  guidelines, and procedures governing staff
  assignment. These are a constraint on staffing.

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Tools and techniques

• Negotiations
• ensure that there are appropriate resources at
  the required time. It is the role of project
  manager negotiate with functional managers or
  others (e.g. other project managers)
• Pre-assignment
• in some cases, staff were promised the assignment
  before the project started. It is an internal
  practice in many organizations.
• Procurement
• recruiting people outside the organization. This
  technique entails hiring consultants and
  contractors

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Outputs from Staff acquisition

• Project staff assignments
• indicate who will work on the project full-time,
  part-time, or variably.
• Project team directory
• lists all project team members and key
  stakeholders. It can be a simple, informal list
  or very detailed.

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Sample Organizational Chart for a Large IT Project
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Resource Loading and Leveling

• Resource loading
• refers to the amount of individual resources an
  existing project schedule requires during
  specific time periods
• Resource histograms show resource loading
• Over-allocation means more resources than are
  available are assigned to perform work at a given
  time
• Resource leveling
• a technique for resolving resource conflicts by
  delaying tasks
• The main purpose of resource leveling is to
  create a smoother distribution of resource usage
  and reduce over-allocation

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Sample Resource Histogram for a Large IT Project
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Resource Leveling Example
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Team Development

• 3rd of 7 executing phase process
• The project manager must enhance the team to
  function as a coordinated unit
• it takes teamwork to successfully complete most
  projects
• This is critical on uncertain projects, such as
  risky research and development (RD) project
• It is necessary to develop each person in both
  managerial and technical areas.
• Training can help people understand themselves,
  each other, and how to work better in teams
• Team building activities include
• physical challenges
• psychological preference indicator tools

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Inputs to Team Development

• Project staff
• It is an output of Staff Acquisition process,
  where it is project staff assigned.
• The key is that particular skill sets for
  individuals and the team are available to support
  the project.
• Project plan
• incorporates the integrated documents that
  provide the baseline for controlling changes.
• Staffing management plan
• It is the main Organizational planning output
• Performance reports
• alert the project team to issues that can cause
  problems in the future. Status reports describe
  the projects current standings. Progress reports
  describe the teams accomplishments.
• External feedback
• criticism from outside the project helps the
  project team make periodic measures of
  performance.

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Tools and techniques

• General management skills
• include leadership, communication, negotiation
  skills, problem solving, and influencing the
  organization.
• Reward and recognition system
• motivates people through intrinsic factors like
  responsibility, promotions, and achievement, as
  well as extrinsic factors like pay raise, and
  working conditions.
• If rewards are given in a timely and public
  manner, they promote desired behavior.

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Tools and techniques (2)

• Collocation
• despite the fact that various communications
  technologies can bring people together easily, it
  is still generally a good idea to places team
  members in the same physical location. It can
  help to develop the team
• Training
• it help to enhance team skills, knowledge, and
  capabilities. Training costs need to be
  considered in developing the project
• Team-building activities
• any actions that improve team performance
• Other tools Social Styles Profile, Meyers-Briggs
  Type Indicator

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Reward and Recognition Systems

• Team-based reward and recognition systems can
  promote teamwork
• Focus on rewarding teams for achieving specific
  goals
• Allow time for team members to mentor and help
  each other to meet project goals and develop
  human resources

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Social Styles Profile

• People are perceived as behaving primarily in one
  of four zones, based on their assertiveness and
  responsiveness
• Drivers
• Expressives
• Analyticals
• Amiables
• People on opposite corners (drivers and amiables,
  analyticals and expressives) may have
  difficulties getting along

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Social Styles
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Meyers-Briggs Type Indicator (MBTI)

• MBTI is a popular tool for determining
  personality preferences and helping teammates
  understand each other
• Four dimensions include
• Extrovert/Introvert (E/I)
• Sensation/Intuition (S/N)
• Thinking/Feeling (T/F)
• Judgment/Perception (J/P)
• NTs or rationals are attracted to technology
  fields
• IT people vary most from the general population
  in not being extroverted or sensing

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Outputs from Team Development

• Performance improvements
• includes anything that improves individual
  skills, enhances the ability of the team to
  function as a team, or identifies more efficient
  methods of working.
• Input for performance appraisals
• comprises evaluations of each staff members
  contribution to the project
• Project manager can use periodic evaluations
  and/or annual performance reviews according to
  the organizations HR policy.

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General Advice on Teams

• Focus on meeting project objectives and producing
  positive results
• Fix the problem instead of blaming people
• Establish regular, effective meetings
• Nurture team members and encourage them to help
  each other
• Acknowledge individual and group accomplishments

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Using Software to Assist in Human Resource
Management

• Software can help in producing RAMS and resource
  histograms
• Project management software includes several
  features related to human resource management
  such as
• viewing resource usage information
• identifying under and over-allocated resources
• leveling resources

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Project Resource Management Involves Much More
Than Using Software

• Project managers must
• Treat people with consideration and respect
• Understand what motivates them
• Communicate carefully with them
• Goal is to enable project team members to deliver
  their best work

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Summary

• Importance of Human Resource Management
• Project human resource management processes
• Organizational planning
• Staff acquisition
• Team development
• Keys to Managing People
• motivation
• Hierarchy of Needs (Maslow)
• Motivational and Hygiene Factors (Herzberg)
• Theory X and Y (McGregor)
• succeed factors (expertise and work challenge)
• fail factors (heavily on authority, money and
  penalty)

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Summary 2

• influence and power types of power
• Coercive, Legitimate, Expert, Reward, Referent
• effectiveness 7 habits for highly effective
  persons
• Organizational Planning
• identifying, documenting, and assigning project
  roles, responsibilities, and reporting
  relationships
• project organizational charts
• work definition and assignment process
• responsibility assignment matrixes
• resource histograms
• using software to assist in HRM

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