LectureProject Management(MGT-Fall,2014Ejaz Ahmed BajwaProject Human Resource Management Fall,2014Lecture-9Project Management-415)Fall,201413 December, 2014Ejaz Ahmed BajwaResource Management Fall,2014Project ManagementFramework(10 Knowledge Areas & Integration ManagementScope ManagementTime ManagementCost ManagementProject Management Knowledge Areas (PMBOK)Quality ManagementHuman Resource ManagementCommunication ManagementRisk ManagementProcurement ManagementProject Management Knowledge Areas (PMBOK)13 December, 2014 StakeholdersManagementProject ManagementFrameworkKnowledge Areas & 5 Process Groups)InitiationPlanningPRO47Implementation/ExecutionClosureCESSESMonitoring, Evaluation & Control2Project Human Resource Management12/13/2014Project Human Resource Management3Outline Understanding Human Behaviour Project Managers HR SkillsProject Human Resource Management Project Human Resource Management Leadership Motivation Conflict and Stress Management at Work Place12/13/2014Behaviour/PersonalityProject Human Resource Management Project Human Resource ManagementConflict and Stress Management at Work Place4Human Beings Vs. Computers What makes Human Being different from machines, especially computer Emotions Feelings Feelings Perception of Circumstances Consciousness Judgment through intelligence of events and environmentHuman Beings Vs. ComputersWhat makes Human Being different from machines, especially computerJudgment through intelligence of events and environmentAre there Multiple Intelligences? Are there Multiple Intelligences? Cognitive Intelligence Intellectual abilities such as logic, reason,Emotional Intelligence Emotional Intelligence Ability to perceive, express, understand, Social Intelligence Ability to comprehend social situationsAre there Multiple Intelligences? Are there Multiple Intelligences?reason, analyzing and prioritizingunderstand, and regulate emotionssituations and managing oneself successfullyIQIntellectual CapacityPersonality Vs. Deals with Reason, Logic and Data-base AloneLargely intrinsic, inheritedEQEmotional CapacityPersonality Vs. IQ and EQEmotional CapacityDeals with Feelings, Imagination, Intuition, Fantasy, Passion, Morality, Motivation etc.Largely learnt & acquiredLeader's Personality DomainFEARELPOWERTRADITIONEILLLeader's Personality DomainKNOWLEDGEELRESPECT DYNAMISMEILLUnderstanding Human Behavior Project Managers must understandthan functional managers.Because Project Manager operate12/13/2014 Because Project Manager operateneed motivated project team forobjectives, within triple constraints. Motivation, leading cannot be donehuman behavior and personality.Understanding Human Behaviorunderstand human behavior, perhaps more soin tight compartment, and continually9in tight compartment, and continuallysuccessful accomplishment of project.done without knowing the fundamentals ofCharles Cooley: Looking-glass self, explains the selfwe think others see usPersonalityGeorge Herbert Mead: CentralconceptisaSelf Personality/Self = Self image + Self awareness, which develops only thru social experienceexplains the self-image developing thru ,how PersonalityCentralconceptisaSelf = Self image + Self awareness, which develops SocializationPersonalityPersons fairly consistent patterns of thinking,totality of impression that one makes uponLife long social experience by which individuals develop human potential and learn patterns of their culture. It is basically conformance to social norms and valuesNature Vs.Charles DarwinSocializationVs.SocializationPersonality:thinking, feeling and acting OR it is sumupon othersocial experience by which individuals develop human potential and learn conformance to social norms and valuesNurtureJohn WatsonSocializationVs.Socialization SocietalEnvironmentconditions your behavior, and personality KarachiteLahorite LahoriteSocietyisjustacombinationof individualsbuttheircommon believes,cultures,trends,way of life (personalities) determines the social environmentTwo way processSocialization -- PersonalityAgents of SocializationSchoolingFamilySchoolingFamilyAgents of SocializationFamilyPeer Mass FamilyPeer GroupsMass Media Family basic building block of societySocialization/ Personality DevelopmentFamily basic building block of societySocialization/ Personality Development Familysocializationgreatly affects your personality Outlook towards lifePersonalityOutlook towards life Parental Kidsinteraction define the Personality Psychologistsbelieve75%of yourpersonalitydevelops duringthefirstfiveyearsof your childhoodPersonality Gender issues Domestic violence Disturbedmothercannot rear a satisfied childPersonality rear a satisfied child Cannot produce complete personalities Distortedpersonalities,broken families Personality Mothers LapIncrease Self-Awareness1. Ask yourself about yourselfSelf Awareness - PersonalityPersonality2. Listen to others3. Actively seek information about yourself4. See your different self5. Increase your open selfPersonalityPersonalityActively seek information about yourselfDo we understand ourselvesDo we understand other peopleHuman Resource Management 12/13/2014peopleDo we have enough of the right kind of people?MBTI (Myers-Briggs Type Indicator )Human Resource Management 18ExtrovertSensationesPersonality TypesThinkingJudgementtjESTJIntrovertINtuitioninPersonality TypesFeelingPerceptionfpINFPextrovertsensationesenRecommended Personality TypesthinkingjudgementtjtjP.MintrovertintuitioninenRecommended Personality TypesfeelingperceptionfptjP.MWhat is your suitability to Project Work? What is your suitability to Project Work?The Johari Window(Joseph Luft and Harry Ingham)Known to selfKnown to OthersOpenSelfSelf-ImageOthersNot known to othersSelfHidden SelfFahads Case Fahad is a lively guy, but his heart is broken Self-ImageThe Johari WindowJoseph Luft and Harry Ingham)Known to self Not known to selfBlind Self-AwarenessSelfUnknownSelfFahad does as a habit but he actually does so to overcome the depression because of broken heartFahad is a lively guy, but his heart is broken Fahad is a jolly guy but he does not knowthat his gestures towards society are confusingHuman Resource ManagementProject HumanprocessesneededProject teamCompetence,12/13/2014Competence,team is criticalHuman ResourceAsset and thedomain.Human FactorManagement,Human Resource ManagementHuman Resource Management includes theneededtoorganize, manageandleadthemotivation and participation of Project23motivation and participation of Projectcritical for successful completion of Projects.Resource is organizations Most Importantthe same is true in the Project ManagementFactor create difference with available level ofMachines and MethodsProject Managers Skill SetTechnical skills13 December, 2014 Which ones are most important for projects?Budgeting, Scheduling, DocumentingProject Managers Skill SetPeople Skills24Which ones are most important for projects?Leading, Motivating, Listening, EmpathisingProject Managers Skills A Project Manager must have a range of skills including: Leadership People management Contract management Effective Communication 13 December, 2014 Effective Communication Estimating Influencing Planning Negotiation Conflict Management Time Management Problem solving Creative thinking See how many are people related ?Project Managers SkillsA Project Manager must have a range of skills including:25See how many are people related ?StrategistVisionaryRecruiterMany Hats of a Project Manager (HR Related)RecruiterNegotiatorDecision-Maker IntegratorDesignerCommunicatorCoachCounsellorDiplomatMany Hats of a Project Manager (HR Related)Integrator InfluencorMentorCoachConflict ManagerExpeditorHave a VisionSees Systems Contextand strategic contextof the projectPromote EmpowermentCharacteristics of High Performing Project ManagerTake Risks andshow CourageKnowledge and CompetencyPromote EmpowermentAbility to keep abreastof all project-relateddevelopmentsInterpersonal SkillsTenacityMake work enjoyableCharacteristics of High Performing Project ManagerAbility to MotivateCommunication SkillsMentoring and GuidanceabilityAbility to inspire Trust and ConfidenceProject Management Human Resources Management Plan Human Resource Management 13 December, 20141. Plan Human Resource Management 2. Acquire Project Team 3. Develop Project Team 4. Manage Project TeamProject Management Human Resources Management Plan Human Resource Management 28Plan Human Resource Management Phases of Project ManagementKnowledge AreasProject Management Process GroupsInitiationPlanningProject Human Plan Human 13 December, 2014Project Human ResourceManagement Plan Human Resource Management Phases of Project ManagementProject Management Process GroupsExecutionControlling ClosingAcquire Project 29Acquire Project TeamDevelop Project teamManage Project teamProject Human Resource Management Plan Human Resource Management Process of identifying project roles, responsibilities, skillsdescriptions, reporting relationship Acquire Project Team Confirming HR availability or obtaining necessary HR Develop Project Team Improving competence, interaction,performance Manage Project Team Tracking their performance,conflicts, managing changes 12/13/2014Project Human Resource ManagementPlan Human Resource Managementidentifying project roles, responsibilities, skills, making job, reporting relationship and staff management planConfirming HR availability or obtaining necessary HRinteraction, team environment to improve performance, providing feedback, resolving issues and managing changes to optimize performance 30Human Resource Planning Human Resource Planning involvesassigning Project roles, responsibilities Project Organogram12/13/2014 Project Organogram Who is reporting to whom Project Responsibilities RAM Who is responsible for what Project Roles RACI Chart Who does what, in a given activityHuman Resource Planninginvolves identifying, documenting andresponsibilities and reporting relationships.31activityHuman Resource Planning12/13/2014Human Resource Planning32Activity Responsibility ChartIndividualsName of Persons12/13/2014ActivitiesActivity Responsibility Chart33Clarifies the role of differentindividuals in carrying out activitiesHuman Resource Planning12/13/2014Human Resource Planning34Responsibility Charts Also undertaken at a managerial and technical level: Managerial: Milestone Responsibility Chart, Principal Responsibility Chart12/13/2014 Technical: Activity Responsibility ChartResponsibility ChartsAlso undertaken at a managerial and technical level:Managerial: Milestone Responsibility Chart, Principal Responsibility Chart35Technical: Activity Responsibility ChartAcquire Project Team Acquiring Project Team means getting the Human Resources needed (individuals or groups). If the Best resources are not available, Project Management team must12/13/2014If the Best resources are not available, Project Management team mustensure that the resources that are available meet the Project Requirements.Acquire Project TeamAcquiring Project Team means getting the Human Resources needed If the Best resources are not available, Project Management team must36If the Best resources are not available, Project Management team mustensure that the resources that are available meet the Project Requirements. Factors affecting recruitment Importance of the project Management structure used to complete the project How to recruit? Acquire Project Team12/13/2014 How to recruit? Volunteers/Internees, transfers, promotions, direct recruitment Whom to recruit? Problem-solving ability Technological expertise Credibility, ability, competence Ambition, initiative, and energy References Management structure used to complete the projectAcquire Project Team37Volunteers/Internees, transfers, promotions, direct recruitmentDevelop Project TeamProject team Project teams usually come together for a project and then disbanded. Enhancing the ability of individuals to enhancing the ability to function as a teamDevelop Project TeamProject teamProject teams usually come together for a project and then disbanded.Enhancing the ability of individuals to contribute optimally, as well as ability to function as a team Be patient and kind with your team Fix the problem instead of blaming people Establish regular, effective meetings Allow time for teams to go through the basic teamDevelop Project Team12/13/2014 Limit the size of work teams from 5-12 Plan some social activities to help project team members and other stakeholders Stress team identity Nurture team members and encourage them to help each other Take additional actions to work with virtual team members Members should be in speaking distance of each other Develop an organization culture of cooperation and trust Gender and cultural sensitivityFix the problem instead of blaming peopleAllow time for teams to go through the basic team-building stagesDevelop Project Team3912 membersPlan some social activities to help project team members and other stakeholdersNurture team members and encourage them to help each otherTake additional actions to work with virtual team membersMembers should be in speaking distance of each otherDevelop an organization culture of cooperation and trustStages of Team DevelopmentFormingStormingStage 1Stage Tuckman Model of Team DevelopmentAdjourningStage 5Stages of Team DevelopmentStormingStage 2Stage 3Tuckman Model of Team DevelopmentPerformingNormingStage 4Develop Project Team Develop Project TeamDevelop Project Team Develop Project Team1. Common Characteristics such as;leadership, cohesiveness, identity, diversity,2. Team Development is done throughnorming, performing, and adjourning.Effective Teams12/13/2014norming, performing, and adjourning.3. Team Development facilitated throughstyles profiles, and reward systems.4. Project Manger's should utilize Peopleand conflict resolution within Project Teams; size range, purpose, communication,diversity, and cooperation.through 5-stage process; forming, storming,Effective Teams43through training, personality indicators, socialPeople handling strategies for motivationTeams.High-QualityHigh Response RateLesser ConflictsSelf-DirectedMembershipSelf-DevelopmentCharacteristics of HighHigh-QualityOn-BudgetOn-TimePROJECTSChange-OrientedHigh Morale and Team SpiritEnjoy WorkHigh Need forAchievementsMinimum Relianceon ProceduresQualityCommittedRisk-SharingInnovative BehaviourMembershipDevelopmentCharacteristics of High-Performing TeamsQualityBudgetTimePROJECTSMinimum Relianceon ProceduresQuality-OrientedEffective Cross-FunctionalInterfaces & AlliancesEffective CommunicationsTraining The main goal of teamdevelopment is to help people worktogether more effectively toimprove project performance.12/13/2014 Training can help peopleunderstand themselves and eachother, and understand how towork better in teams.45Managing Project TeamManaging Project Team 12/13/2014Managing Project TeamManaging Project Team 46Manage Project Team Tracking team member performance, Motivating team members, providing timely Feedback, resolving issues and conflicts, and coordinating changes to help enhance Project performance.12/13/2014Psychologists and management theoristsResource Management tools forrelating to project managementand power (3) Effectiveness (4) ConflictManage Project TeamTracking team member performance, Motivating team members, providing timely Feedback, resolving issues and conflicts, and coordinating changes to help enhance Project performance.47theorists both have developed Humanpeople at work. Important areasinclude (1)Motivation, (2) InfluenceConflict ManagementNegative Roles of Human Resourcein Project Management Aggressor Criticizes everybody and everything , Deflates the status and ego of other Dominator Always tries to take over, will challenge Professes to know everything , Tries Devils advocate Finds faults with everything and every Refuses to support project unless threatened Topic jumper Must be the first one with a new idea/approach, Cannot focus on ideas for a long time Tries to keep project implementationNegative Roles of Human Resourcein Project Management, Always acts aggressivelyteam memberschallenge those in charge for leadership roleto manipulate peopleevery one, acts more of a devil than an advocatethreatenedidea/approach, constantly changes topicstime unless it is his/her ideaimplementation as an action item foreverNegative Roles of Human Resourcein Project Management Recognition seeker Always argues in favor of his/her own ideas, likes to hear himself/herself talk Always demonstrates status consciousness Likes to boast rather than provide meaningful information Likes to boast rather than provide meaningful information Volunteers to become the project manager if status is recognized Withdrawer Is afraid to be criticized, shy , may withhold information Will not participate openly unless threatened Blocker Likes to criticize, rejects the views of others Cites unrelated examples and personal experiences Has multiple reasons why something will not workNegative Roles of Human Resourcein Project ManagementAlways argues in favor of his/her own ideas, likes to hear himself/herself talkAlways demonstrates status consciousnessLikes to boast rather than provide meaningful informationLikes to boast rather than provide meaningful information Volunteers to become the project manager if status is recognizedIs afraid to be criticized, shy , may withhold informationWill not participate openly unless threatenedLikes to criticize, rejects the views of othersCites unrelated examples and personal experiencesHas multiple reasons why something will not workPositive Roles of Human Resourcein Project Management Initiators Is there a chance that this might work? Lets try this. Information seekers Can we get this information? Have we tried anything like this before? Do we know other organizations , where this has worked? Do we know other organizations , where this has worked? Information givers Other organizations found that . . . The literature says that . . . Benchmarking studies indicate that . . . Encouragers Your idea has a lot of merit. The idea is workable, but we may have to make small changes. What you said will really help us.Positive Roles of Human Resourcein Project ManagementIs there a chance that this might work?Have we tried anything like this before?Do we know other organizations , where this has worked? Do we know other organizations , where this has worked?Other organizations found that . . .Benchmarking studies indicate that . . .The idea is workable, but we may have to make small changes.Positive Roles of Human Resourcein Project Management Clarifiers Lets see if we can put this into right perspective. Let me state in my own words what Im hearing from the team. Are we saying that . . . ? Harmonizers Your ideas and mine are close together. Arent we saying the same thing? We sort of agree, dont we? We sort of agree, dont we? Consensus takers Lets see, if the team is in agreement. Lets take a vote on this. Lets see how the rest of the group feels about this. Gate keepers Who has not given us their opinions on this yet? Should we keep our options open? Are we prepared to make a decision or recommendation, or is there additionalinformation to be reviewed?Positive Roles of Human Resourcein Project ManagementLets see if we can put this into right perspective.Let me state in my own words what Im hearing from the team.Your ideas and mine are close together.Lets see how the rest of the group feels about this.Who has not given us their opinions on this yet?Are we prepared to make a decision or recommendation, or is there additional Leadership Motivation Managing ConflictsProject Human Resource Management 12/13/2014 Managing Conflicts Managing Stress at WorkProject Human Resource Management 52 Universal Elements of Effective Leadership: VisionLeadership Traits Vision Foresight Providing encouragement Trustworthiness Dynamism Positiveness ProactivenessUniversal Elements of Effective Leadership:Leadership TraitsProviding encouragement53 Leadership - Habits of a highly successful Managers/Leaders1. Be proactive2. Begin with the end in mindSteven Coveys 12/13/20142. Begin with the end in mind3. Put first things first4. Think win/win5. Seek first to understand, then to be understood6. Synergize7. Sharpen the saw8. Effectiveness to greatnessHabits of a highly successful Managers/LeadersSteven Coveys 8 Habits 54Seek first to understand, then to be understood12/13/2014 Motivation Theorists Maslows hierarchy of needs Herzbergs motivation-hygiene McGregors theory X and Y55Motivation Intrinsic motivation causes people to participate in an activity for their own enjoyment e.g.. Hobbies like read, gardeningMotivation Extrinsic motivation causes people to do something for a reward or to avoid a penalty e.g.. Homework, Job etc. (1960s) Abraham Maslow developed a hierarchy of needs to illustrate his theory that peoples behaviors are guided by a sequence of needsMaslow argued that humans possess unique Maslows Hierarchy of Needs12/13/2014 Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destinys) Abraham Maslow developed a hierarchy peoples behaviors are guided by a sequence of needspossess unique Maslows Hierarchy of Needs57possess unique make independent thus giving them control of their destiny12/13/2014 58 In the late 1960s Frederick Herzberg wrote about workers motivation. He draws distinction between various work factors and placed them in two categories.Herzbergs Motivation12/13/2014Motivation factorsHelp motivate workers directlye.g. Achievement, recognition, work, responsibilitys Frederick Herzberg wrote about workers motivation.He draws distinction between various work factors and placed them in two Herzbergs Motivation-Hygiene Theory59Hygiene factorsHelp motivate workers indirectly, e.g.. Money, Working conditions, Reward and Recognition Systems Recognize individual performance? Letters of commendationMotivation 12/13/2014 Letters of commendation Public recognition for outstanding work Desirable job assignments Increased personal flexibility Employee of the MonthReward and Recognition SystemsRecognize individual performance?Motivation 61Public recognition for outstanding work In the 1960s Douglas McGregor popularized the human relations approachMcGregors Theory X and Theory Y12/13/2014 Theory X: Workers dislike and avoid work Theory Y: Work is as natural as play or rest Theory Z: Emphasizing Trust, Quality, CollectiveDecision making, and Cultural valuess Douglas McGregor popularized McGregors Theory X and Theory Y62Theory X: Workers dislike and avoid workTheory Y: Work is as natural as play or restTheory Z: Emphasizing Trust, Quality, CollectiveDecision making, and Cultural valuesTheory X Think of these theories as a continuumTheory XEmployees fall somewhere in between the two ends13 December, 2014Theory X People dislike and avoid work, Managers should Control and Direct Theory X Theory YThink of these theories as a continuumTheory YEmployees fall somewhere in between the two ends63Theory YPeople dont dislike and avoid work,part of their livesManagers should create favorable environment , Motivate and Lead them.Project Human Resource Management Conflict Management Techniques on Projects: Withdraw / AvoidSmooth / Accommodate Smooth / Accommodate Compromise/Reconcile Force / Direct Collaborate / Problem Solving12/13/2014Project Human Resource ManagementConflict Management Techniques on Projects:Smooth / Accommodate Smooth / AccommodateCompromise/ReconcileCollaborate / Problem Solving64Thanks 12/13/2014ThanksThanks 65Thanks 66