PMBOK Chapter 9 Project Human Resource Management And Case Study Jacob Sandnes 3/30/15.
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Transcript of PMBOK Chapter 9 Project Human Resource Management And Case Study Jacob Sandnes 3/30/15.
![Page 1: PMBOK Chapter 9 Project Human Resource Management And Case Study Jacob Sandnes 3/30/15.](https://reader038.fdocuments.in/reader038/viewer/2022110401/56649de65503460f94ade5bb/html5/thumbnails/1.jpg)
PMBOK Chapter 9 Project Human Resource ManagementAnd Case Study
Jacob Sandnes3/30/15
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Road Map
• Introduction• Plan Human Resource Management• Acquire Project Team• Develop Project Team • Manage Project Team • Case Study• Conclusion
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Introduction • Project HRM – the processes that organize,
manage, and lead the project team. • The project team – those with assigned roles
to complete the project.• The project management team – responsible
for management and leadership. • Project HRM can also include.– Sponsors, clients, support staff, etc.
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Introduction • Managing and leading involves– Influencing the project team (human factors)– Professional and ethical behavior.
• Project HRM processes interact with other areas knowledge areas. – Initial team members create WBS– Additional members may be needed – Their experience levels may increase or decrease
project risk
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Introduction • Process areas are – Plan human resources – Acquire project team • Confirm HR availability and obtain team
– Develop project team • Improve competencies, interaction, and environment
– Manage project team • Tracking performance and managing changes
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Road Map
• Introduction• Plan Human Resource Management• Acquire Project Team• Develop Project Team • Manage Project Team • Case Study• Conclusion
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Plan Human Resource Management
• Process of:– Identify/document• Roles• Responsibilities• Required skills• Reporting• Relationships
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Plan Human Resource Management
• Key benefits– Establishes • Roles• Responsibilities • Project org. charts• Staffing management
plan
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Plan Human Resource Management
• Inputs– Project management plan– Activity resource requirements• Specifically human resources needed.
– Enterprise environmental factors• Organizational culture and structure.• Existing human resources.
– Organizational process assets • Policies, templets, lessons learned, etc.
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Plan Human Resource Management
• Tools and Techniques – Org. charts and position descriptions• Hierarchical, matrix, and text-oriented
– Networking– Organizational theory – Expert judgment– Meetings
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Plan Human Resource Management
• Charts
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Plan Human Resource Management • Outputs– Human resource management plan• Defines roles and responsibilities
– Role, authority, responsibility, and competencies
• Project org. charts• Staffing management plan
– Staff acquisition – Resource calendars– Staff release plan– Training needs– Recognition and rewards– Compliance and safety
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Road Map
• Introduction• Plan Human Resource Management• Acquire Project Team• Develop Project Team • Manage Project Team • Case Study• Conclusion
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Acquire Project Team
• Process of:– Confirming HR availability– Obtaining the team.
• Key benefit:– Outlining & guiding the
team selection and responsibility assignment.
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Acquire Project Team
• Inputs – Human resource management plan– Enterprise environmental factors– Organizational process assets
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Acquire Project Team • Tools and techniques – Pre-assignment• Selected in advance
– Negotiation• Functional mangers, other PM teams, and external org
– Acquisition– Virtual teams– Multi-criteria decision analysis • Availability, cost, experience, ability, knowledge, skills,
attitude, international factors
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Acquire Project Team
• Outputs – Project staff assignments– Resource calendars– Project management plan updates
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Road Map
• Introduction• Plan Human Resource Management• Acquire Project Team• Develop Project Team • Manage Project Team • Case Study• Conclusion
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Develop Project Team
• Process of:– Improving competencies – Team member interaction– Team environment
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Develop Project Team
• Key benefits:– Improved teamwork– Enhanced people skills – Enhanced competencies – Motivated employees– Reduced staff turnover– Better project performance
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Develop Project Team
• Inputs – Human resource management plan – Project staff assignments– Resource calendars
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Develop Project Team
• Tools and Techniques – Interpersonal skills• Emotional intelligence, conflict resolution, negotiation,
influence, team building and group facilitation
– Training• Classroom, online, on-the-job, etc.
– Team-building activities (Tuckman ladder)• Forming, storming, norming, performing, adjourning
– Ground rules
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Develop Project Team
• Tools and Techniques – Colocation • Meeting rooms (war room), poster boards, etc.
– Recognition and rewards– Personnel assessment tools• Surveys, structured interviews, ability tests, and focus
groups
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Develop Project Team
• Outputs– Team performance assessments– Enterprise environmental factors updates
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Road Map
• Introduction• Plan Human Resource Management• Acquire Project Team• Develop Project Team • Manage Project Team • Case Study• Conclusion
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Manage Project Team
• Process of:– Tracking performance– Providing feedback– Resolving issues – Managing changes
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Manage Project Team
• Key benefits:– Influences behavior– Manages conflicts– Resolves issues– Appraises performance
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Manage Project Team
• Inputs– Human resource management plan– Project staff assignments– Team performance assessments – Issue log– Work performance reports – Organizational process assets• Newsletters, websites, bonus structures, etc.
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Manage Project Team• Tools and techniques– Observation and conversation– Project performance appraisals– Conflict management• Withdraw/avoid• Smooth/accommodate• Compromise/reconcile• Force/direct• Collaborate/problem solve
– Interpersonal skills (leadership, influence, decisive)
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Manage Project Team
• Outputs– PMP updates– Project document updates• Issue log
– Enterprise environmental factors updates– Organizational process assets updates
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Road Map
• Introduction• Plan Human Resource Management• Acquire Project Team• Develop Project Team • Manage Project Team • Case Study• Conclusion
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Case Study
• Title - “Overcoming Barriers to Self-Management in Software Teams”
• The team – Basic work unit– A small number of people with complementary
skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.
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Case Study
• Key question- “How should you organize teamwork for software development”
• Two major types – Command and control• Centralized decision authority• Individual decisions
– Self-managed• Scrum • Shared decision making
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Case Study• Self-managing teams – Benefits• Problems dealt quickly and accurately • Reduce cost, improve quality• Higher employee satisfaction• Higher functional redundancies
– Problems• Team performance is complex • Depends on competence in managing and executing• Difficult to implement
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Case Study• This study examines – 5 teams – 3 companies – 3 years
• All introduced agile into their projects
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Case Study
• Company A, B, and C– A develops customer specific software on
contract. Specifically for planning and work coordination
– B manufactures receiving stations for meteorological and earth observation satellite data.
– C develops software for maritime, offshore, and process industries.
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Case Study• All five teams received – One day of general intro to scrum.– One day of tailoring agile practices to their
projects.• Data gathering methods– Observation of daily work and meetings (stand-
ups, retrospectives, etc.)– Conducted interviews – Inspected documents
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Case study
• Key topic emerged – Self-Management
• Barriers to self-management– Team-level – Organizational-level
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Case study
• Team-level barriers– Individual Commitment– Failure to learn – Individual leadership
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Case study• Individual commitment– To much priority to individual goals• Specialization • Developers created
– Individual plans, full control over modules
• Team members had less interaction• What if someone got sick?
– Unrealistic plans• Too much in one sprint• Plans were too broad and too flexible
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Case study• Individual commitment– Unclear completion criteria• When is the task done?
– Meetings weren’t engaging • Scrum tool was distracting • Scrum master directly addressed developers• In companies A and B some developers fell asleep!
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Case study• Failure to learn– Low team autonomy• Outside people needs to respect efforts at
improvement.• Need to affect managerial decisions to improve.
– Symbolic self-management
• In company C product owner distracted team– New issue/crisis– Presented new features with uncertainty – Distracted team from iteration plan.
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Case study• Failure to learn– Impression management• Made project team look good• Reported unfinished task as finished• Motivated by competing project resources• Company A lost trust in team
– Specialization • Problems with developer owned code unreported
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Case study• Individual leadership – Decentralized decision making• Failure to understand what others are doing
– Company A • Developer spent 3 days implementing features for
future products.– Decision hijacking
– Many scrum master didn’t change decision habits.– Who should be involved in what decision?• One experienced new hire was left out of decisions.
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Case study
• Organizational barriers– Shared Resources – Organizational control– Specialist culture
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Case study
• Shared resources– Projects competed for shared HR • Developers assigned to two projects • Some scrum masters were allowed to prevent
developers from other projects• Failure to provide scheduling and cross training
– Culture did not allow changes in organization of teams.
– No investment in redundancy
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Case study• Organizational Control – Company B• Tool for organizing tasks included information for QA
department.• Project team ignored information and characterized it
as busy work.
– Company A • Management interested in number of hours reported
rather than progress.• Scrum masters told developers to report more hours
than were actually worked.
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Case study• Specialist Culture– Generalists needed to be able to fill in. – Company C• Chief architect controlled all decisions
– Company B• Developers protected their knowledge• Developers became important and could not be fired
– Company A• Developers afraid to take responsibility for code• Developers would be stuck with that product
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Case study• Overcoming the barriers – Organize cross-training• Increases responsiveness to change and flexibility
– Collocate the team • Increases interaction and cooperation
– Appreciate generalists • Select team members with potential for redundancy
– Build trust and commitment• Teams’ need for learning should motivate not
management’s control.• Beware of impression management
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Case study
• Overcoming the barriers– Align people to one project at a time • Easier in large organizations • Must be coordinated by management, not team
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Road Map
• Introduction• Plan Human Resource Management• Acquire Project Team• Develop Project Team • Manage Project Team • Case Study• Conclusion
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Conclusion
• Thank you for your time!• Questions?
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References
• Moe, N., Dingsøyr, T., & Dybå, T. (2009). Overcoming Barriers to Self-Management in Software Teams. IEEE Software, 20-26.
• Project Human Resource Management. (2013). In A guide to the Project Management Body of Knowledge (PMBOK guide), fifth edition (5th ed.). Newtown Square, Pa.: Project Management Institute.