bsbpmg506a manage project human resources manage project human resources human resource management...

BSBPMG506A Manage Project Human Resources

Manage ProjectHuman Resources

Human Resource Management Processes – Part 2

Diploma of Project Management 17872Qualification Code BSB51507

Unit Code BSBPMG506A


Project HR Management Processes – Part 2

PMBOK Project HR Management Processes -9.1 Develop Human Resource Plan

9.2 Acquire Project Team

9.3 Develop Project Team

9.4 Manage Project Team

Related processes from Project Integration Management –

4.2 Develop Project Management Plan

PMBOK 4th Edition


Learning Objectives

1. Understand of the processes required to manage Human Resources on a project

2. Explain the project human resource planning process and describe the contents of a Human Resource Plan

3. Understand how to assist with Human Resource management of a project.

4. Understand different methods of acquiring human resources for a project

5. Understand the importance of developing people and the project team, including conflict resolution

6. Reflect on the Human Resource management processes of your organisation or others you have experienced


Reading – HR Processes

Please take some time to review the PMBOK Chapters 4.2, 9.1, 9.2, 9.3 and 9.4

This could take 30 to 45 minutes


Project Manager’s Interpersonal Skills

• In addition to the ability to apply the 9 key knowledge areas, Project Managers require important interpersonal skills to assist in the effective management of projects, specifically in the achievement of project objectives and success criteria –

1. Leadership

2. Team Building

3. Motivation

4. Communication

5. Influencing

6. Decision Making

7. Political and Cultural Awareness

8. NegotiationSource – PMBOK, 4th Edition, Appendix G Interpersonal Skills



• Inputs to Develop Project Team -

Project Staff Assignments

Project Management Plan

Resource Calendars

Organisational Process Assets– HR policies and procedures– Templates for organisation charts and position descriptions– Competency frameworks– Lessons learned from previous projects– People and performance management procedures– Change management methodologies

Adapted from PMBOK 4th Edition



• Tools and techniques for Develop Project Team


InterpersonalSkills Development

ActivitiesTraining

Team BuildingActivities

TeamCharter

Co-location

Recognition& Rewards

CollaborationTools

ConflictResolutionFramework


Project Manager’s Interpersonal Skills

• In addition to the ability to apply the 9 key knowledge areas, Project Managers require important interpersonal skills to assist in the effective management of projects, specifically in the achievement of project objectives and success criteria –

1. Leadership

2. Team Building

3. Motivation

4. Communication

5. Influencing

6. Decision Making

7. Political and Cultural Awareness

8. NegotiationSource – PMBOK, 4th Edition, Appendix G Interpersonal Skills


Good Leaders

• Provide clear direction and goals

• Motivate the team to achievement the goals

• Monitor performance

• Recognise and reward high performance

• Are charismatic and inspire people

• Are flexible and adjust their style for the team and the individuals

• Resolve conflict

• Provide room for development and learning


Conflict Resolution

• When you manage a team there will be lots of opportunity to exercise conflict resolution and negotiation skills

• Most of the conflict occurs in the “storming” phase

• It is natural and can be positive if resolved well

• Be open, focus on the issues and not the people

• Concentrate on the present and not the past


Communication

• Encourage clear and open communication between team members

• Practice “active listening” to increase effectiveness of communication

• Build rapport and spend some time getting to know each team member

• Establish a common language or glossary

• Set up rules on how the team wants to work together in a Team Charter



Training –

One of the primary ways to enhance skills for team members and to address skill gaps for current positions

Can be on-the-job style training or external courses, which are considerably more expensive

Development Activities -

Alternative ways to fill skill gaps or to obtain new skills, includes mentoring and coaching, self study, secondments etc

Often overlooked in development plans as most team members tend to look for external training opportunities (which are much more costly)




Team-Building Activities –Can vary from a short kick of meeting for a project to off-site,

to regular team drinks, to externally facilitated workshopsCritical in the early stages of team formation to ensure that

the team can become productive and needs to continue throughout the project

Often includes setting of Ground Rules and common objectives, as well as mechanisms to discuss issues and to resolve conflict

Team Charter or Ground Rules -Formal document developed at the inception of the project

team that defines behaviours and expectations for team members – decreases misunderstandings and increases productivity

Needs to be consistent with the organisational cultureAdapted from PMBOK 4th Edition



Co-location –

Where possible it is a good idea to place all of the active project team members in the same work place

Greatly enhances team work but may not be possible due to distributed workforce, space limitations and virtual teaming

Collaboration Tools -

Essential communication mechanisms and repository for all project deliverables, procedures and documentation

Especially important where the team members cannot be co-located

Includes tools such as SharePoint, Intranet etc




Reward & Recognition –Involves recognising and rewarding desirable behaviours

and results to encourage all team members to perform at a high level

Often restricted by organisational performance management policies and procedures

It is critical that poor performance is also addressed

Conflict Resolution Framework –Often set up for a project team as part of the Ground Rules

and Team Charter – provides depersonalised framework to discuss and discuss conflict

May also have organisational procedures such as employee grievance processes for severe issues




• Outputs of this process include –Team Performance Assessments

– Formal and informal assessment of project team and individual performance

– Often governed by organisational performance management policies and procedures

– Enables identification of training and development requirements, or assistance that may be required to improve effectiveness

Change Management Activities– Improves the team’s ability to perform at a high level– Assesses resistance factors and provides an environment where

concerns can be addressed– Assists in identification of optimal team building activities



Team Formation Cycle

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

• Psychologist Bruce Tuckman first came up with “forming, storming, norming and performing” back in 1965 to describe the path that most teams follow.

• Tuckman's model explains that as the team develops maturity and ability, relationships establish, and the leader changes leadership style.

• Beginning with a directing style, moving through coaching, then participating, finishing delegating and almost detached. At this point the team may produce a successor leader and the previous leader can move on.

• Added adjourning phase in 1975.

Tuckman’s Ladder of Team Development


Forming

• Team meets and learns about the project

• Roles and responsibilities are assigned

• Team members are positive and polite

• There is some anxiety and excitement

• Normally a very short phase of several weeks


Storming

• The honeymoon is over

• Team refines it’s approach & methodology

• Members learn each others terminology

• Commence work on deliverables

• The project goal will be questioned

• Conflict, misunderstandings and challenges will arise


Norming

• Team members adjust work habits and behaviours to work better together

• Trust and respect should be evident

• Start asking for help and providing constructive feedback

• Commitment to the project goal should be improving

• Often long overlap with Storming phase


Performing

• Team functions as a well organised and cohesive unit

• Issues are resolved smoothly and co-operatively

• Good progress towards the shared vision of the project goal

• More delegation is possible

• Team culture is strong


Adjourning or Mourning

• Project work is completed and the team moves on

• Breaking up a team can be very stressful for the members

• Particularly difficult for those with strong interpersonal relationships and a dislike of change


Situational Leadership

• The different stages of team development require different leadership approaches

• Individual team members require different leadership styles depending on their level of competence and confidence

Adapted from Hersey and Blanchard’s Situational Leadership Model & Tuckman’s Ladder of Team Development

Forming

Storming

Norming

Performing

Directive

Influencing

Participating

Delegating


Leadership Approach in Each Stage

• Forming Direct the team clearly Establish objectives clearly Conduct an initial team introduction activity, but don’t expect too

much too soon

• Storming Establish process and structure, and work to smooth conflict and

build good relationships between team members Generally provide support, especially to those team members who

are less secure Influencing style - remain positive and firm in the face of challenges

to your leadership or the team’s goal Establish a common language and set up ‘working together’

guidelines in a Team Charter



• Norming Step back and help the team take responsibility for progress

towards the goal This is a good time to arrange a social or team-building event Participative style, seek contributions or suggestions and act on

some of them, provide rationale for those you don’t take on board

• Performing Delegate as far as you sensibly can Once the team has achieved high performance, you should aim to

have as “light a touch” as you can You will now be able to start focusing on other goals and areas of

work



• Adjourning When breaking up a team, take the time to celebrate its

achievements Provide assistance with moving to new roles within the organisation After all, you may work with some of these people again, and this

will be much easier if people view past experiences positively

• Undertake regular reviews of the stage your team has reached. Adjust your behaviour and leadership approach to suit each stage and each team member


Plan for the Transition

1. Make sure that you leave plenty of time in your schedule to coach team members through the “Forming”, “Storming” and “Norming” stages.

2. Think about how much progress you should expect towards the goal and by when, and measure success against that. The Team must go through the “Forming”, “Storming” and “Norming” stages before they start “Performing”. There may not be much progress during this time.

3. Not all teams and situations will behave in this way, however many will – use this approach, but don’t try to force situations to fit it. Ensure that people don’t use knowledge of the “storming” stage as a license for unacceptable behaviour.



• The process of tracking team member performance, providing feedback, resolving issues and managing changes to improve team performance

• As a result of managing the project team, change requests are submitted, the human resource plan is updated, issues are resolved, input is provided to performance reviews and lesson’s learned are complied

• Team management requires a variety of skills including – communication, conflict management, negotiation and leadership

• Undertaken during ExecutionInitiation Planning Execution Close

Monitor

Control




• The inputs into Manage Project Team are –Project Staff Assignments

Project Management Plan

Team Performance Assessments

Performance Reports – Status Reports

Organisational Process Assets

– Performance Management Policies and Procedures

– Reward and Recognition schemes

– Bonus and Remuneration Schemes

– Awards and Certificates Initiation Planning Execution Close

Monitor

Control




• Tools and techniques to Acquire Project Team include -


Observation &Conversation

Issue Log

ConflictManagement

InterpersonalSkills

PerformanceAppraisals Performance

Questionnaires

PerformanceData



Observation & Conversation –

Used to stay in touch with the work and attitudes of project team members

Project management team monitors progress towards project deliverables, major accomplishments and interpersonal issues

Performance Appraisals -

Governed by the organisation’s employee performance management policies and procedures

May be informal or formal, may have different approaches for contractors versus permanent employees

May be done by the Project manager during the project or by line management after the project is completed




Performance Questionnaires –

Often used to gather data from team mates, supervisors and major stakeholders on performance objectives and behaviour of team members

Mixture of subjective and objective performance ratings

Performance Data -

Taken from status reports and other performance gathering mechanisms such as time sheets, actual costs etc

Aims to be objective source of performance rating




Issue Log –

A log of issues that arose throughout the project

Helps to assign responsibility for resolution to individuals and then to monitor their performance in resolving the issues

Interpersonal Skills -

Project managers need to use a variety of technical, people and management skills to effectively manage the project team

Primary skills include – Communication, Leadership, Influencing and Effective Decision Making




Conflict Management –

Successful conflict management processes improve productivity of the project team and increase the chance of overall project success

The Project Manager is primarily responsible for setting up and running these processes

Preferably conflict is addressed early, in private and using a collaborative approach

Different conflict responses or resolution styles will be appropriate for different circumstances, team members or stages of the project




• Outputs of this process include – Project staff assignments

– Project directory

– Letters confirming engagement

Project Organisation Chart updates

Resource Calendars

Project Management Plan updates

Human Resource Management Plan updates

Staffing Management Plan updates

Project Schedule updates

Project Budget updates

Change RequestsAdapted from PMBOK 4th Edition


What is Conflict on Projects?

• A conflict exists when two people wish to carry out acts which are mutually inconsistent. They may both want to do the same thing, such as to deliver a project, but in fundamentally different ways. Or they may want to do different things where the different things are mutually incompatible, such as increase scope or decrease the timeframe.

• A conflict is resolved when some mutually compatible set of actions is worked out.

• The definition of conflict can be extended from individuals to groups (such as teams and organisations) and more than two parties can be involved in the conflict.


The Benefits of Conflict

• Conflict is inevitable and often good, for example, good teams always go through a "form, storm, norm and perform" period. Getting the most out of diversity means often-contradictory values, perspectives and opinions.

• Conflict is often needed and can -Help to raise and address problemsEnergizes work to be on the most appropriate issuesHelp people "be real", for example, it motivates them to

participateHelp people learn how to recognize and benefit from their

differences

• Conflict is not the same as discomfort. The conflict isn't the problem - it is when conflict is poorly managed that it becomes a problem.

Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008


Conflict is a problem when it…

1. Hampers productivity

2. Lowers morale

3. Causes more and continued conflicts

4. Causes inappropriate behaviours

5. Causes delays or cost overruns

6. Causes scope or quality issues



Major causes of conflict in teams…

• Poor Communication Team members experience continuing surprises, they

aren't informed of new decisions, programs, etc

Team members don't understand reasons for decisions, they aren't involved in decision-making

As a result, team members trust the "rumor mill" more than management



• Poorly defined roles and responsibilities Disagreement about "who does what“ Lack of respect for decision making powers and authority

• Interpersonal chemistry Arising from conflicting values or approaches Strong personal natures that clash Failure to acknowledge and value experience of team

members




• Under Resourcing Stress from working with inadequate resources Avoidance of assigned work tasks

• Ineffective project sponsorship Inconsistent expectations Inexperienced with projects Avoiding decision making Lack of trust Lack of understanding of team roles and project activities




Tips to Reduce Team Conflict

• Regularly review job descriptionsSeek team member’s input and agreementDocument, distribute and date themReview roles to ensure no overlaps, gaps or conflict

• Build relationships Execute Communication Plan with stakeholders and team

membersConduct team member one on onesConduct regular team meetings



• Get regular status updates including –Accomplishments and progressCurrent risks and issuesPlans for the upcoming periodNeeds for assistance

• Conduct basic training about –Interpersonal communicationConflict management and resolutionDelegation and decision making




• Develop team rules for working togetherProcedures for key tasks based on team inputAgreements about how the team will operate – Team CharterClearly communicate behavioural expectationsMake easily accessibleFeedback and review protocolsConflict resolution frameworksEscalation procedures




• Encourage feedback and inputBe prepared to act on good ideasEnsure rationale behind suggestions that are not taken up

are clearly communicatedConsider an anonymous suggestion box in which employees

can provide suggestions




5 Common Responses to Conflict

1. Competing

2. Avoiding

3. Accommodating

4. Compromising

5. Collaborating

Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998



1. Competing is a style in which one's own needs are advocated over the

needs of others.It relies on an aggressive style of communication, low regard

for future relationships, and the exercise of coercive power.Those using a competitive style tend to seek control over a

discussion. They fear that loss of control will result in solutions that fail to meet their needs.

Competing tends to result in responses that increase the level of threat.




2. Accommodatingalso known as smoothing or appeasing, is the opposite of

competing.People using this style yield their needs to those of others,

trying to be diplomatic.They tend to allow the needs of the group to overwhelm their

own, which may not ever be stated, as preserving the relationship is seen as most important.



5. Responses to Conflict

3. Avoidinga common response to the negative perception of conflict –

perhaps it will go awayfeelings get pent up, views go unexpressed, and the conflict

festers until it becomes too big to ignore.Perhaps it could have been overcome if tackled earlyCan break relationships and severely impact project

success.Because needs and concerns go unexpressed, people are

often confused, wondering what went wrong?




4. Compromising

is an approach to conflict in which people gain and give in a series of tradeoffs.

While it gets an outcome, compromise is generally not satisfying for all parties

Often there is a lack of trust and risk taking involved in more collaborative behaviours is avoided




5. Collaborating is the pooling of individual needs and goals toward a

common goal.Often called "win-win problem-solving," collaboration requires

assertive communication and cooperation in order to achieve a better solution than either individual could have achieved alone.

It offers the chance for consensus, the integration of needs, and the potential to exceed the original possibilities.

Dispute are resolved more meaningfully



Team Formation and Conflict

1. Take some time to reflect on the early stages of team formation for teams that you have been a part of.

2. What types of conflict have you experienced and how was it addressed? What do you think were the root causes of the conflict and how could it have been resolved in a more positive manner?

3. Then go to the Forum on Team Formation and Conflict and provide comment on the questions that are posed. You can also respond the comments and observations made by other learners in the course.

Research Practice Comment


Next Steps

Please proceed to Tests & Tasks and take

the Project Human Resources Quiz and

the Project Human Resources Knowledge Test

Be sure that you have participated in the Forums.

Best of Luck!

These are all due during Weeks 13 and 14 in the Course Delivery Schedule

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