Chapter 8: Project Human Resource Management

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

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

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
Chapter 8 3

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 Staff acquisition Team development
Chapter 8

<= planning phase <= planning phase <= execution phase

4

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
Chapter 8 5

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
6

Maslows Hierarchy of Needs

Chapter 8

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
Chapter 8 8

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, Chapter 8 9 collective decision making, and cultural values

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
Chapter 8

intrapersonal skill

interpersonal skill
10

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.
Chapter 8 11

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.
12

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.
13

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.

14

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

15

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

16

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.
17

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
18

Outputs from Staff acquisition

Project staff assignments
indicate who will work on the project fulltime, 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.

19

Sample Organizational Chart for a Large IT Project

Chapter 8

20

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

Chapter 8

21

Sample Resource Histogram for a Large IT Project

22

Resource Leveling Example

23

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 (R&D) 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
Chapter 8 24

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.
25

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.
26

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

27

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
Chapter 8 28

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
Chapter 8 29

Social Styles

30

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
Chapter 8 31

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.
32

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

Chapter 8

33

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
Chapter 8 34

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

Chapter 8

35

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)
Chapter 8 36

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

Chapter 8 37