hr management

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Human Resource Management Asim Shahzad, MIT, PMP The PMBOK characterizes Human Resource The PMBOK characterizes Human Resource Management as the “processes that Management as the “processes that organize and manage the project team”: organize and manage the project team”: Human Resource Planning Human Resource Planning Acquire Project Team Acquire Project Team Develop Project Team Develop Project Team Manage Project Team Manage Project Team

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Hr Management

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Page 1: Hr Management

Human Resource ManagementAsim Shahzad, MIT, PMP

• The PMBOK characterizes Human Resource The PMBOK characterizes Human Resource Management as the “processes that organize and Management as the “processes that organize and manage the project team”:manage the project team”: Human Resource PlanningHuman Resource Planning Acquire Project TeamAcquire Project Team Develop Project TeamDevelop Project Team Manage Project TeamManage Project Team

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Human Resource Management

• This is the project management area that holds the This is the project management area that holds the biggest challenges, biggest challenges,

• You can put tools in place that will monitor cost and You can put tools in place that will monitor cost and schedule performance, and ensure scope is deliveredschedule performance, and ensure scope is delivered

• you can plan for and even quantify many project risksyou can plan for and even quantify many project risks

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Human Resource Management

• ……But you can’t always predict with accuracy how humans will But you can’t always predict with accuracy how humans will interactinteract

• Projects are technical problems, but they have important human Projects are technical problems, but they have important human dimensionsdimensions

• And that’s the big challenge…And that’s the big challenge…• How you pull a new group together, get them all to an How you pull a new group together, get them all to an

appropriate stage of development, and get them all pulling in the appropriate stage of development, and get them all pulling in the same directionsame direction

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Human Resource Management

• The PMBOK goes on to note that “early involvement The PMBOK goes on to note that “early involvement of team members ads expertise during the planning of team members ads expertise during the planning process and strengthens commitment to the project”process and strengthens commitment to the project”

• This seems like obvious advice, but you’d be This seems like obvious advice, but you’d be surprised how often it’s ignoredsurprised how often it’s ignored

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Human Resource Management

• One new boss of mine came in and – despite my six years of One new boss of mine came in and – despite my six years of experience in negotiating contracts and project dates with the experience in negotiating contracts and project dates with the customer, proceeded to negotiate these things unilaterally, customer, proceeded to negotiate these things unilaterally, without my inputwithout my input

• The result was a new contract with provisions potentially The result was a new contract with provisions potentially injurious to the company, and unrealistic project target datesinjurious to the company, and unrealistic project target dates

• What do you think my level of buy-in was?What do you think my level of buy-in was?

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Human Resource Management

• Per the PMBOK, Human Resource Planning Per the PMBOK, Human Resource Planning determinesdetermines

• Determines project rolesDetermines project roles• Determines responsibilities and reporting relationshipsDetermines responsibilities and reporting relationships• Creates the staffing management planCreates the staffing management plan

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Human Resource Management

• The staffing management plan is a critical stepThe staffing management plan is a critical step In most companies, a project is a matrix organization overlaid In most companies, a project is a matrix organization overlaid

onto a functional structureonto a functional structure To reduce role conflicts, these multiple reporting relationships To reduce role conflicts, these multiple reporting relationships

must be reconciled, often by a project manager who has little must be reconciled, often by a project manager who has little authority in a weak matrix or functional organization structureauthority in a weak matrix or functional organization structure

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Human Resource Management

• The project structure continuum runs in this sequence:The project structure continuum runs in this sequence: FunctionalFunctional Project Expeditor-Project CoordinatorProject Expeditor-Project Coordinator Weak MatrixWeak Matrix Strong MatrixStrong Matrix ProjectizedProjectized

• Projectized structures are rare except in outsourcing Projectized structures are rare except in outsourcing contracts; project organization is usually a matrixcontracts; project organization is usually a matrix

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Human Resource Management

• In project HR Planning, the existing enterprise In project HR Planning, the existing enterprise context must be consideredcontext must be considered

• Organizational – How the organizations get alongOrganizational – How the organizations get along• Technical – What types do you need?Technical – What types do you need?• Interpersonal – The Cultural QuestionInterpersonal – The Cultural Question• Logistical – Distance between membersLogistical – Distance between members• Political – Private agendas of the mightyPolitical – Private agendas of the mighty

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Human Resource Management

• HR Planning ConstraintsHR Planning Constraints Organizational – Strength of the project will determine Organizational – Strength of the project will determine

strength of the project managerstrength of the project manager Collective Bargaining Pacts – Can have their effectCollective Bargaining Pacts – Can have their effect

• AT&T & Seminole County Schools examplesAT&T & Seminole County Schools examples Economic ConditonsEconomic Conditons

• At Convergys, lack of sufficient Travel Budget hampered our At Convergys, lack of sufficient Travel Budget hampered our efforts in India tremendouslyefforts in India tremendously

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Human Resource Management

• HR Planning AssetsHR Planning Assets As PM matures, lessons learned should make planning As PM matures, lessons learned should make planning

easiereasier• Templates such as org charts, processes such as Templates such as org charts, processes such as

escalation procedures or conflict management approachesescalation procedures or conflict management approaches• Checklists such as sequenced training programs, reward Checklists such as sequenced training programs, reward

ideas, common project roles & responsibilities, etcideas, common project roles & responsibilities, etc

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Human Resource Management

• HR Planning Tools & TechniquesHR Planning Tools & Techniques Org Charts & Position DescriptionsOrg Charts & Position Descriptions

• Everyone should be clear regarding who is responsible for Everyone should be clear regarding who is responsible for whatwhat

Organizational Breakdown StructureOrganizational Breakdown Structure• Shows work by functional department / organizational unitShows work by functional department / organizational unit

Resource Breakdown StructureResource Breakdown Structure• Shows work by type of resource (useful for project cost Shows work by type of resource (useful for project cost

accounting)accounting)

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Human Resource Management

• HR Planning Tools & Techniques (cont)HR Planning Tools & Techniques (cont) Responsibility Assignment Matrix (RAM)Responsibility Assignment Matrix (RAM)

• Shows project work by individual; clarifies rolesShows project work by individual; clarifies roles Other Text FormatsOther Text Formats

• Position/role descriptions, etc Position/role descriptions, etc NetworkingNetworking

• Never underestimate thisNever underestimate this• My adjunct assignments since leaving Convergys have My adjunct assignments since leaving Convergys have

happened due in large part to networkinghappened due in large part to networking

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Human Resource Management

• The primary HR Planning output is the Staffing The primary HR Planning output is the Staffing Management PlanManagement Plan Updated continually during the project to direct team Updated continually during the project to direct team

acquisition & developmentacquisition & development Includes sections for staff acquisition, timetable, release Includes sections for staff acquisition, timetable, release

criteria, training needs, recognition & rewards, compliance criteria, training needs, recognition & rewards, compliance (legal, union contracts, etc) and safety(legal, union contracts, etc) and safety

Resource histogram often produced showing resource Resource histogram often produced showing resource requirements over the life of the projectrequirements over the life of the project

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Human Resource Management

• Acquire Project Team is “the process of obtaining the Acquire Project Team is “the process of obtaining the human resources needed to complete the project”human resources needed to complete the project” Author comment dead on – if the PM is the smartest team Author comment dead on – if the PM is the smartest team

member, the PM has failed in recruitingmember, the PM has failed in recruiting

• If team members aren’t pre-assigned, this may If team members aren’t pre-assigned, this may requirerequire Negotiation skill (influence)Negotiation skill (influence) The use of Virtual Teams (which in turn will require more The use of Virtual Teams (which in turn will require more

focus on Communications)focus on Communications) Resolving individual schedule conflictsResolving individual schedule conflicts

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Human Resource Management

• Acquire Project Team uses two primary techniques to Acquire Project Team uses two primary techniques to accomplish his/her objective of achieving project accomplish his/her objective of achieving project success without increasing time or costsuccess without increasing time or cost Resource Loading, or allocating resources to the schedule Resource Loading, or allocating resources to the schedule

over specific time periodsover specific time periods Resource Leveling, or minimizing period-to-period variations Resource Leveling, or minimizing period-to-period variations

in resource loading via shifting tasks on the calendar using in resource loading via shifting tasks on the calendar using critical path analysis (specifically, float/slack analysis) critical path analysis (specifically, float/slack analysis)

• Word of caution: Automated Leveling using PM Word of caution: Automated Leveling using PM software often (usually) pushes out completion datesoftware often (usually) pushes out completion date

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Human Resource Management

• Develop Project Team is about assuring project Develop Project Team is about assuring project performance by improving the members’ performance by improving the members’ competencies & interactionscompetencies & interactions

• These activities yield the greatest benefit when done These activities yield the greatest benefit when done early in the project life cycle, but should not be early in the project life cycle, but should not be ignored during the remainder of that cycleignored during the remainder of that cycle

• Important for PM to recognize and respect the group Important for PM to recognize and respect the group formation cycleformation cycle Forming, Storming, Norming, Performing, AdjourningForming, Storming, Norming, Performing, Adjourning

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Human Resource Management

• Develop Project Team Tools:Develop Project Team Tools: General Management Skills (soft skills)General Management Skills (soft skills) TrainingTraining

• Formal / On-the-JobFormal / On-the-Job• Just-in-Time concept important hereJust-in-Time concept important here• Delivery methodology should be matched to specific needDelivery methodology should be matched to specific need

Team-BuildingTeam-Building• Myers-Briggs, DiSC, Wilson instrumentsMyers-Briggs, DiSC, Wilson instruments

Ground Rule SettingGround Rule Setting Co-Location (if possible)Co-Location (if possible) Recognition & Reward SystemsRecognition & Reward Systems

• Should be team-based to some extentShould be team-based to some extent

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Human Resource Management

• A few words about Reward & Recognition SystemsA few words about Reward & Recognition Systems Purpose is to incentive team to perform in a way that Purpose is to incentive team to perform in a way that

progresses the objectives of the projectprogresses the objectives of the project Should focus on controllable activities and results to be Should focus on controllable activities and results to be

effectiveeffective Should never be win-lose / limited in reachShould never be win-lose / limited in reach Should consider cultural differences, especially on Should consider cultural differences, especially on

international projectsinternational projects Focus on individual performance and mutual accountabilityFocus on individual performance and mutual accountability

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Human Resource Management

• Manage Project Team “involves tracking team Manage Project Team “involves tracking team member performance, providing feedback, resolving member performance, providing feedback, resolving issues and coordinating changes to enhance project issues and coordinating changes to enhance project performance”performance”

• Deals with the dual-reporting relationships inherent in Deals with the dual-reporting relationships inherent in matrix project structuresmatrix project structures

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Human Resource Management

• Power is the ability to get people to do things they Power is the ability to get people to do things they would otherwise not dowould otherwise not do

• Let’s look at the types of power that can be used by Let’s look at the types of power that can be used by the project manager in driving a project team:the project manager in driving a project team: Legitimate (formal position)Legitimate (formal position) Coercive (based on fear)Coercive (based on fear) Reward (positive reinforcement based)Reward (positive reinforcement based) Expert (the best, but takes time to develop)Expert (the best, but takes time to develop) Referent (based on personal charisma, or reference to Referent (based on personal charisma, or reference to

another)another)

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Human Resource Management

• Thamain and Wilemon’s Influence & Power BasesThamain and Wilemon’s Influence & Power Bases Authority (not good choice)Authority (not good choice) Assignment (future assignment influence)Assignment (future assignment influence) BudgetBudget PromotionPromotion Money (not good choice)Money (not good choice) Penalty (not good choice)Penalty (not good choice) Work Challenge (one of top two choices)Work Challenge (one of top two choices) Expertise (one of top two choices)Expertise (one of top two choices) FriendshipFriendship

• PMs often do not have direct control over project PMs often do not have direct control over project staff, so must use influence carefully staff, so must use influence carefully

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Human Resource Management

• One commonly used Manage Project Team Tool is One commonly used Manage Project Team Tool is Conflict ManagementConflict Management Project team members should be encouraged to resolve Project team members should be encouraged to resolve

their own conflicts, but the PM is responsible if those their own conflicts, but the PM is responsible if those conflicts escalateconflicts escalate

The primary output is Lessons Learned, to lessen the pain The primary output is Lessons Learned, to lessen the pain for future projects for future projects

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Human Resource Management

• Conflict Management MethodsConflict Management Methods Problem Solving/Confrontation (usually best)Problem Solving/Confrontation (usually best) CompromisingCompromising Smoothing (de-emphasizing differences)Smoothing (de-emphasizing differences) Withdrawal (delaying tactic)Withdrawal (delaying tactic) Forcing (win-lose – last resort)Forcing (win-lose – last resort)

• Choice of method should be situationalChoice of method should be situational

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Human Resource Management

• We’re going to do a quick spin through some of the We’re going to do a quick spin through some of the Motivational TheoryMotivational Theory

• Because project managers and team members need to know Because project managers and team members need to know about this stuff to keep the project team members focused on about this stuff to keep the project team members focused on the project objectivesthe project objectives

• If author’s GDP/Hour worked stats are correct, the US has lost If author’s GDP/Hour worked stats are correct, the US has lost its productivity edge – only working smarter versus its productivity edge – only working smarter versus harder/longer will get that edge back harder/longer will get that edge back

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• Motivational TheoriesMotivational Theories Intrinsic (personal enjoyment) versus Extrinsic (reward or Intrinsic (personal enjoyment) versus Extrinsic (reward or

penalty based)penalty based)• Intrinsic longer-lastingIntrinsic longer-lasting

Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs• PhysiologicalPhysiological• Safety / SecuritySafety / Security• SocialSocial• Self-Respect / Self-EsteemSelf-Respect / Self-Esteem• Self-Fulfillment / Self-ActualizationSelf-Fulfillment / Self-Actualization

• Can anyone explain how the hierarchy works?Can anyone explain how the hierarchy works?

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Human Resource Management

• Motivational TheoriesMotivational Theories HerzbergHerzberg

• Motivators are factors that cause job satisfactionMotivators are factors that cause job satisfactionActualization, personal achievement and recognitionActualization, personal achievement and recognitionResponsibility, advancement and growthResponsibility, advancement and growth

• Hygiene factors are factors that cause job dissatisfactionHygiene factors are factors that cause job dissatisfactionNecessary to avoid dissatisfactionNecessary to avoid dissatisfactionHigher pay, better benefits, etcHigher pay, better benefits, etc

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Human Resource Management

• Motivational TheoriesMotivational Theories McClellandMcClelland

• Acquired needs of Achievement, Affiliation and Power learned Acquired needs of Achievement, Affiliation and Power learned over time via life experiencesover time via life experiences

• Need for achievement is desire to seek attainable but challenging Need for achievement is desire to seek attainable but challenging goals and feedback on performancegoals and feedback on performance

• Need for affiliation is desire to be part of a group with friendly Need for affiliation is desire to be part of a group with friendly relationships and to have roles that involve human interactionrelationships and to have roles that involve human interaction

• Need for power is desire to make an impact and to be viewed as Need for power is desire to make an impact and to be viewed as influential and effectiveinfluential and effective

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Human Resource Management

• Motivational TheoriesMotivational Theories McGregor’s Theory X and Theory YMcGregor’s Theory X and Theory Y

• Theory X (classical systems theory) – Managers must use Theory X (classical systems theory) – Managers must use coercion, threats, etc, because workers want security above all coercion, threats, etc, because workers want security above all else and are inherently lazy (top-down view of managing)else and are inherently lazy (top-down view of managing)

• Theory Y (human relations theory) – Workers self-motivated, Theory Y (human relations theory) – Workers self-motivated, should be given environment to achieve goals through self-should be given environment to achieve goals through self-directiondirection

Ouchi’s Theory ZOuchi’s Theory Z• Describes how workers perceive managementDescribes how workers perceive management• Based on Japanese approach to motivating workersBased on Japanese approach to motivating workers

Emphasizes trust, quality, collective decision making and cultural Emphasizes trust, quality, collective decision making and cultural valuesvalues

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Human Resource Management

• Motivational Theories – Expectancy TheoryMotivational Theories – Expectancy Theory People will be motivated whenPeople will be motivated when

• They believe that their efforts will lead to a successful They believe that their efforts will lead to a successful outcome which is valued, andoutcome which is valued, and

• They believe they will be rewarded for that successful They believe they will be rewarded for that successful outcomeoutcome

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Human Resource Management

• Motivational Theories – Blake Mouton Managerial GridMotivational Theories – Blake Mouton Managerial Grid Managers are generally motivated by a concern for people Managers are generally motivated by a concern for people

or for productionor for production These concerns both run on a spectrum from 1 to 9, and via These concerns both run on a spectrum from 1 to 9, and via

an instrument, managers can be placed on a gridan instrument, managers can be placed on a grid

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• Motivational Theories – Blake Mouton Managerial Grid Motivational Theories – Blake Mouton Managerial Grid examplesexamples The (1,1) manager is invisibleThe (1,1) manager is invisible The (1,9) manager is very much focused on people, and very The (1,9) manager is very much focused on people, and very

little on resultslittle on results The (9,1) manager is very much focused on results, and very The (9,1) manager is very much focused on results, and very

little on peoplelittle on people The (9,9) manager is very focused on both people and resultsThe (9,9) manager is very focused on both people and results

• See where this information could help a project manager See where this information could help a project manager working with managers? working with managers?

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Human Resource Management

• Motivational Theories – Covey and Improving Motivational Theories – Covey and Improving Effectiveness (7 Habits)Effectiveness (7 Habits) Be ProactiveBe Proactive Begin with the End in MindBegin with the End in Mind Put First Things FirstPut First Things First Think Win/WinThink Win/Win Seek First to Understand, Then to be Understood (Empathic Seek First to Understand, Then to be Understood (Empathic

Listening – separates good PMs from average ones!)Listening – separates good PMs from average ones!) SynergizeSynergize Sharpen the SawSharpen the Saw

• Projects operate within an organizational context – Projects operate within an organizational context – challenge is to apply these theories and tools to the challenge is to apply these theories and tools to the many unique teams & individuals you encounter!many unique teams & individuals you encounter!

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Human Resource Management

• Some tips on managing project teams from your Some tips on managing project teams from your author:author: Manage by Walking Around (feel the pulse)Manage by Walking Around (feel the pulse) Do project performance appraisals (at least contribute)Do project performance appraisals (at least contribute) Understand/Proactively Apply conflict mgmt strategiesUnderstand/Proactively Apply conflict mgmt strategies Acknowledge important issues and take actionAcknowledge important issues and take action Focus on the problem, not the personFocus on the problem, not the person Establish regular, effective meetingsEstablish regular, effective meetings Allow time for the team-building stagesAllow time for the team-building stages Plan for social activitiesPlan for social activities Stress team identityStress team identity Acknowledge individual & group accomplishmentsAcknowledge individual & group accomplishments Take additional relevant actions for virtual teamsTake additional relevant actions for virtual teams

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Human Resource Management

• Some closing tips on project leadership, from someone who has Some closing tips on project leadership, from someone who has been there:been there: Share the credit, take the blame – if the project succeeds, there will Share the credit, take the blame – if the project succeeds, there will

be plenty of glory to go around; if not, you will be respected for be plenty of glory to go around; if not, you will be respected for having stood up and taken responsibilityhaving stood up and taken responsibility

Be even-handed in your approach – you can’t be effective in a Be even-handed in your approach – you can’t be effective in a leadership role if you play favoritesleadership role if you play favorites

You can’t please everyone, so you have to please yourself (Rick You can’t please everyone, so you have to please yourself (Rick Nelson quote) – the PM position, by definition, requires tough Nelson quote) – the PM position, by definition, requires tough decisions that will not make everyone happy; set a course and be decisions that will not make everyone happy; set a course and be consistent in following itconsistent in following it

Take risks and don’t be afraid to make decisions – that’s what a PM Take risks and don’t be afraid to make decisions – that’s what a PM is paid to do, and you can’t be respected as one unless you step up is paid to do, and you can’t be respected as one unless you step up to the whole job to the whole job

Be a role model, and live the project’s commitments – nobody will Be a role model, and live the project’s commitments – nobody will follow someone who isn’t willing to work as hard as they are asking follow someone who isn’t willing to work as hard as they are asking others to work; show you’re willing to make the same time sacrifice, others to work; show you’re willing to make the same time sacrifice, and they will follow you to some pretty strange placesand they will follow you to some pretty strange places

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Human Resource Management

• A very smart man I knew was fond of the quote “If A very smart man I knew was fond of the quote “If you believe you can, you will; if you believe you can’t, you believe you can, you will; if you believe you can’t, you won’t”you won’t”

• There’s a lot of truth in that statement – I’ve seen There’s a lot of truth in that statement – I’ve seen many tough projects succeed and many easier one many tough projects succeed and many easier one fail, all because of the project culturefail, all because of the project culture

• And the culture begins with the PM And the culture begins with the PM