Pmbok Chapter 8 - Hrm

8/3/2019 Pmbok Chapter 8 - Hrm

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Chapter 8:

Project 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 oforganizations 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 managementincludes the processes required to make themost effective use of the people involved

with a project.

Processes include

Organizational planning


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Keys to Managing People

Psychologists and management theorists havedevoted much research and thought to the field ofmanaging people at work

Important areas related to HR managementinclude

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 thelowest 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. Examplesinclude larger salaries, more supervision, and a more

attractive work environment

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McGregors Theory X and Y

Douglas McGregor popularized the human relationsapproach 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 tomeet 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 totheir 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 onprojects

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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12th of 21 planning phase process

It involves identifying, documenting, andassigning project roles, responsibilities, and

reporting relationships The assignment can be internal or they may come fromoutside.

Internal groups are usually composed of specificfunctional 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 interfacesformal and information reportrelationships among different organizational units; Technicalinterfaces: formal and informal reporting relationships among

technical disciplines; formal and information reportingrelationship 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 ofthe project team, expected staff assignments.


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Tools and techniques

Templates

help to define roles and responsibilities or reportingrelationships

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 expectationsare 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, theirusage, and availability along a timeline are often incorporatedinto 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 anew 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 learninganything 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, theirusage, and availability along a timeline are often incorporated

into the staff management plan. It is part of the project plan. It isthe 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 onstaffing.


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Negotiations

ensure that there are appropriate resources at therequired time. It is the role of project managernegotiate with functional managers or others (e.g.other project managers)

Pre-assignment

in some cases, staff were promised the assignmentbefore the project started. It is an internal practice in

many organizations.

Procurement

recruiting people outside the organization. Thistechnique 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 smootherdistribution 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 functionas a coordinated unit

it takes teamwork to successfully complete most projects

This is critical on uncertain projects, such as risky research anddevelopment (R&D) project

It is necessary to develop each person in both managerialand technical areas.

Training can help people understand themselves, each other, andhow to work better in teams

Team building activities include physical challenges

psychological preference indicator toolsChapter 8


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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 availableto support the project.

Project plan

incorporates the integrated documents that provide the baseline forcontrolling 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. Statusreports describe the projects current standings. Progress reports describe theteams accomplishments.

External feedback

criticism from outside the project helps the project team make periodicmeasures of performance.


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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 wellas extrinsic factors like pay raise, and workingconditions.

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 toplaces 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 TypeIndicator


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Reward and Recognition Systems

Team-based reward and recognition

systems can promote teamwork

Focus on rewarding teams for achievingspecific goals

Allow time for team members to mentor

and help each other to meet project goalsand develop human resources

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Social Styles Profile

People are perceived as behaving primarily inone of four zones, based on their assertivenessand responsiveness:

Drivers Expressives

Analyticals

Amiables

People on opposite corners (drivers and amiables,analyticals and expressives) may have difficultiesgetting 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 memberscontribution to the project

Project manager can use periodic evaluations and/orannual performance reviews according to theorganizations HR policy.


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General Advice on Teams

Focus on meeting project objectives andproducing 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 andresource histograms

Project management software includesseveral features related to human resourcemanagement such as

viewing resource usage information

identifying under and over-allocated resourcesleveling 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 themCommunicate 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


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

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