Project Human Resources Week 9 Learning Objectives You should be able to: §List and describe...
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![Page 1: Project Human Resources Week 9 Learning Objectives You should be able to: §List and describe staffing processes, inputs, outputs, and tools §Discuss HR.](https://reader035.fdocuments.in/reader035/viewer/2022062314/56649de85503460f94ae2f5a/html5/thumbnails/1.jpg)
Project Human ResourcesWeek 9 Learning ObjectivesYou should be able to:List and describe staffing processes, inputs,
outputs, and toolsDiscuss HR issues unique to PM and ITList obstacles to team development of IT teamsList characteristics of a high-performance IT teamDefine the 5 levels of the P-CMMExplain what P-CMM adds to the CMM, overall,
and at each level
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Human Resource (HR) ManagementHR skills and knowledge also apply to PM
leadershipcommunicationnegotiationdelegationmotivationcoaching and
mentoring
team buildingconflict resolutionperformance appraisal recruitment retention job designcareer development
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Project HR Mgmt Challenges
transient nature of jobstemporary personal and organizational
relationshipsstakeholders change from phase to phasestill need compliance with administrative
requirements (EEOC, etc.)IT: continuing shortage of skilled workers
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Maslow’s Hierarchy of Needs
1. Physiological
2. Safety
3. Social
4. Esteem
5. Self-actualization
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Maslow’s Motivators are Sequential
Human behavior: love, self-esteem, belonging, self-expression, creativity - do have control
The lower the level, more urgent the needPeople are motivated by higher level needs only when
lower level needs have been satisfied1st 4 are deficiency needs, 5th is growth needSelf-actualized: problem-focused, growth-orientedDifferent people at different levels IT people likely to have met #1 and #2
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Herzberg’s 2-factor Theory
Satisfiers / MotivatorsAchievementRecognitionResponsibilityAdvancementGrowth
Dissatisfiers / HygieneWorking conditionsSalaryRelationshipsSecurity
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Expectancy Theory: How to motivate with rewards
Individual must believe that:effort -> performance
expectancy
performance -> rewards instrumentality
and, rewards are valued valence
extrinsic and intrinsic rewards
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Pay Can be Motivating If:
It is contingent on behaviorIt is equitableIt is based on clear, accurate, and realistic
measures
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Types of Power:Position and PersonalCoercive power
threat of punishment
Reward power promise of incentives
Legitimate power formal authority
Expert power knowledge, experience,
judgment needed by someone else access, control of information access to key decisionmakers
Referent power identification with power
source charisma
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Implications for PM’s
Understand motivation and individualsUnderstand organizational power and
influenceRely on work challenge and expertise more
than authority and money to motivateDevelop communication skills
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Covey’s 7 HabitsBe proactive: anticipate and choose responses
Begin with end in mind: focus on goals
Put first things first: priorities for managing time categorize activities re: importance, urgency focus on important as much as urgent
Think win/winSeek to understand, be understood: communication
Synergize: collaboration
“Sharpen the saw”: take time to self-renew
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Project HR Management Processes
Organizational Planning
Team Development
Staff Acquisition
Staffing Management Plan
Roles & Responsibilities
Project Interfaces
Staffing Needs
Staff Assignments
Team Directory
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Organizational Planning
Identify, document, and assignRoles, responsibilities, and reporting
relationshipsTo groups and individualsLinked to communication planningTools:
templates from previous projects HR practices, policies, procedures, etc.
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Organizational Planning InputsProject Interfaces
formal and informal reporting relationships among organizational units
organizational, technology, interpersonal
Staffing requirementsConstraints
organization structure and culture contractual agreements team preferences and skills
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Organizational Planning OutputsRole and responsibility assignments
who does what (roles) who decides what (responsibilities)
Staffing Management Plan when, how staff are added and released formal or informal, broad or detailed Goal: reduce cost, minimize “make work” Goal: improve morale by reducing uncertainty
Organization chart: reporting relationshipsSupporting details:
organization impacts, job descriptions, training needs
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Project Organization Charts
OBS: organization breakdown structure units responsible for work items
RAM: responsibility assignment matrix people responsible for and performing work stakeholder responsibilities for activities
Resource histogram staffing levels needed over time
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Resource Loading and Leveling
Resource loading amount of resources required during specific
time periods shows over-allocation
Resource leveling smoother distribution of resource use shift tasks within slack allowances easier to manage more even levels
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Staff AcquisitionInputs:
staffing management plan staffing pool description
• experience, interests, compatibility, availability
Outputs: staff assignments and team directory
Tools: negotiation with FMs, other PMs pre-assignment or procurement (external) need to address retention as well as recruitment
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Team Development: Definition
Help people work together more effectively to improve project performance
Enhancing the ability of stakeholders to contribute to the project
Enhancing the ability of the team to function as a team
Complicated by multiple reporting relationships (matrix structures)
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Team Development Process:Inputs and Outputs
Inputs:StaffProject and staffing
plansPerformance reportsExternal feedback
Outputs:Performance
improvements Inputs to performance
appraisals
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Tools for Team DevelopmentTraining and education
management, technical
Team-building involvement of team members in planning ground rules (conflict, decision-making) professional facilitation
Reward and recognition systems promote specific behaviors link rewards to clear, achievable performance goals
Co-location: distributed teams?
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Team Development PhasesForm
gather information
Storm Conflict over styles, values, goals, power
Norm Achieve balance, coordination, protocols
Perform Complete tasks, handle conflict Motivation, satisfaction
Disband - closure
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An Effective Team:
Gets the job doneTakes care of its membersTrust and support each otherHas confidence in its decisionsHas open, honest communicationMembers’ values & needs match group’sListen and respond constructivelyValue each others’ contributions
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IT: programmers and teamsKnowledge workers
traditional HR may not apply still need structure:
• job definition, motivation, feedback, career focus
Programmers vs. team work Programmers view teams as stifling to creativity Equate meetings, team processes, as time away from
real work Heroes are individual stars, not teams
Challenge: Scarcity of IT personnel
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Managing a TeamAssume the best about people - be kindFix the problem vs. finding blameHave regular, effective meetings
focused, results-oriented, action-oriented
Limit team size to 3-7Plan social activitiesNurture team members and train and
encourage team to nurture itselfRecognize individual and team achievement
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People Capability Maturity Model (P-CMM)
Recognition of need for team developmentParallels CMMSame 5 levels
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Optimizing(5)
Managed (4)
Defined(3)
Repeatable(2)
Initial(1)
P-CMMLevels
Instill basic discipline inworkforce activities
Identify primarycompetencies and alignworkforce activities withthem
Quantitatively manageorganizational growth inworkforce capabilities andestablish copetency-based teams
Continuously improve methodsfor developing personal andorganizational competence
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1. Initial Level (P-CMM) Inconsistent performance Little guidance or training Managers do not accept responsibility for
workforce development Workforce capability unknown Mismatch between practices and work Individual agendas High turnover
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2. Repeatable (P-CMM)Eliminate obstacles to performance:
environmental distractions unclear performance objectives lack of skill or knowledge poor communication
Establish policiesInstill responsibility and disciplineManagement commitment
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3. Defined (P-CMM) Adapts workforce practices to its specific
business Identifies core competencies, plans to
develop them Systematic skill development Common organizational culture Shared workforce responsibility for growth Improved ability to predict performance
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4. Managed (P-CMM) Quantitative objectives for core competencies Alignment across organization High-performance competency-based team
culture• complementary knowledge & skills• team building and maintenance
Mentors: support, guidance, skills Quantitative assessment and analysis Predictable performance results
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5. Optimizing (P-CMM)
Continuous improvement of individual competencies• incremental advances• innovative practices
Data used to measure improvements Culture of performance excellence
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Optimizing (5)
Managed (4)
Defined (3)
Repeatable (2)
Initial (1)
Key Process Areas of P-CMM
Work EnvironmentCompensationTrainingCommunication
Participatory CultureCareer DevelopmentWorkforce PlanningKnowledge and Skills Analysis
Organizational performance alignmentTeam-Based practiccsTeam Building
Continuous workforce innovationCoachingPersonal Competency Development
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Major Themes in P-CMM
Developing capabilitiesBuilding teams and cultureMotivating and managing performance Workforce focus
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