project human resource management · project management certificate program effective listening the...

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Project Human Resource Management

Denver Instructor: Charles Cramm

[email protected]

303 462-7627

Fort Collins Instructor: Lee Varra-Nelson

[email protected]

970-407-9744

CSU Project Management

Certificate Program

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Agenda• Objectives / Syllabus

• Human Resource

Management Processes

• Project Human Resource

Management

• Project Communication

Management

• Summary

HR & Communication Management

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HR Management Objectives

• Identify and understand roles and responsibilities of project team and stakeholders.

• Understand the function of the project manager in managing and motivating project team members.

• Effective leadership styles.

• Managing conflict.

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Syllabus – Section 4 (three weeks)

Week 1 • Introductions, course objectives

• Instructor to outline class objectives which may include but are not limited to:

• Where HR management processes fit into the process groups

• HR Management processes (PMBOK p.201)

• Role identification and situational exercise

• Human Resource Planning

• Acquire Project Team

• Read PMBOK Chapter 9, HR Mgmt.

• Other homework to be determined by

instructor

Week 2 • Develop Project Team

• Conflict exercise & Motivational discussion

• Manage Project Team

• Where Communication management processes fit into the process

groups

• Communication Management processes (PMBOK p.201)

• Communication Planning

• Read PMBOK Chapter 10 – Communication

Mgmt.

• Other homework to be determined by

instructor

Week 3 • Information Distribution

• Performance Reporting

• Manage Stakeholders

• Final assessment – to be determined by

instructor

Description Homework

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How Human Resource Management

Processes Map to PMI Process Groups(PMBOK p.70)

Knowledge Area Initiating Planning (21) Execution Controlling Closing

Integration 4.1, 4.2 4.3 4.4 4.5, 4.6 4.7

Scope 5.1, 5.2, 5.3 5.4, 5.5

Time Mgmt. 6.1, 6.2, 6.3, 6.4, 6.5 6.6

Cost 7.1, 7.2 7.3

Quality 8.1 8.2 8.3

HR 9.1 9.2, 9.3 9.4

Communications 10.1 10.2 10.3, 10.4

Risk 11.1, 11.2, 11.3,

11.4, 11.5

11.6

Procurement 12.1, 12.2 12.3, 12.4 12.5 12.6

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Where do HR Management processes fit in?

INITIATING

PLANNING

CONTROLLING EXECUTING

CLOSING

Arrows represent flow of information

(9.1)

(9.4)

PMBOK Section

PMBOK Section

(9.2, 9.3)PMBOK Sections

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Project Management Certificate

Program

Project Human Resource

Management...

“includes the processes that organize

and manage the project team.”

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Program

Project HR Management Processes

9.1 Human Resource Planning

9.2 Acquire Project Team

9.3 Develop Project Team

9.4 Manage Project Team

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Program

9.1 Human resource planning involves not only creating the staffing management plan but also

identifying and documenting project roles, responsibilities and reporting relationships

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Program

As the Project Manager you must provide clarity regarding the different roles that impact your project.

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Program

Identifying roles:• Project Sponsor or Initiator

• During or prior to project initiating

• During project planning

• During project executing & monitoring and controlling

• During project closing

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Program

Identifying roles:• Team(notes)

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Program

Identifying roles:

• Stakeholder

(notes)

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Program

Identifying roles:

• Functional Manager(notes)

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Program

Identifying roles:

• Project Manager(notes)

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Program

Team Exercise (20 minutes) :

• Work together as a group (no PM required) to analyze the following

situations. Using information just discussed identify the key person

responsible to solve each of the problems below.

• Responsible person will either be, project manager, sponsor, team

member or functional manager. Also use the assumption that all scenarios

happen in a Functional Organization.

• The team is unsure of what needs to happen when.

• Two project team members are having a disagreement

• There are not enough resources to complete the project

• An activity needs more time without causing the project to be delayed

• There is talk that the project may no longer be needed

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Program

Human Resource Planning

Inputs

• Enterprise Environmental Factors

• Organizational Process Assets

• Project Management Plan

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Program

Human Resource Planning

Tools and Techniques• Organization Charts and Position Descriptions

• Networking

• Organizational Theory

Outputs

• Roles and Responsibilities

• Project Organization Charts

• Staffing Management Plan

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Program


9.2 Acquiring the project team is obtaining

the human resources needed to complete

the project

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Program

Acquiring the project team involves the following actions:

• Knowing which resources are pre-assigned

• Negotiate for the best possible resources

• Hire new employees

• Outsourcing or hiring contract workers

• Understand the possibilities and problems with using virtual teams

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Program

Acquire Project Team

Inputs• Enterprise Environmental Factors





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Program

Acquire Project TeamTools and Techniques

• Pre-Assignment

• Negotiation

• Acquisition

• Virtual Teams

Outputs• Project Staff Assignments

• Resource Availability

• Staffing Management Plan (updates)

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Program


9.3 Develop project team to improve the skills and the interactions of the team, leads to enhanced project performance

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Program

Develop Project Team

Inputs

• Project Staff Assignments


• Resource Availability

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Program

DEVELOP PROJECT TEAMTools and Techniques• General Management Skills

• Training

• Team Building Activities

• Ground Rules

• Recognition and Rewards

• Co-Location

Outputs• Team Performance Assessment

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Program

Team Exercise (20 minutes):

• Work together as a group (no PM required). Developing the

project team is done as part of executing the project. The

results of developing the project team are decreased turnover,

improved individual skills and improved teamwork.

• What needs to be done to develop a project team?

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Program


9.4 Manage Project Team – Includes

resolving issues, managing conflict,

observing team behavior and appraising

team member performance

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Program

What powers do project managers have to

maximize individual and team performance?

• Formal (legitimate) – Power based on your position

• Reward – Using rewards to improve performance

• Penalty (coercive) – Being able to penalize team members

• Expert – Being the technical or project management expert

• Referent – Based on you referring to the authority of

someone in a higher position

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Program

Leadership Styles:

• Directing – Telling others what to do

• Facilitating – Coordinating the input of others

• Coaching – Instructing others

• Supporting – Providing assistance along the way

• Autocratic – Making decisions without input

• Consultative – Seeking ideas from others

• Consensus – Problem solving or decisions based on group agreement

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Program

Conflict Resolution

• Confronting (problem solving) – Solving the real problem so the problem

goes away, leads to a win-win situation

• Compromising – Solutions that bring some degree of satisfaction to both

parties, lose-lose situation since no party gets what they want

• Withdrawal (avoidance) - postponing a decision

• Smoothing – Emphasizing agreement rather than difference of opinion

• Forcing – Pushing one view point at the expense of another

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Program

Notes from the conflict exercise:

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Program

Notes from the Motivation discussion:

• McGregor’s Theory of X & Y

• Maslow’s Hierarchy of needs

• Herzberg’s theory

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Program

Manage Project Team

Inputs• Organizational Process Assets

• Project Staff Assignments




• Team Performance Assessment

• Work Performance Information

• Performance Reports

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Program

Manage Project TeamTools and Techniques

• Observation and Conversation

• Project Performance Appraisals

• Conflict Management

• Issue Log

Outputs

• Requested Changes

• Recommended Corrective Actions

• Recommended Preventive Actions

• Organizational Process Outputs (updates)

• Project Management Plan (updates)

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Project Communication Management

Denver Instructor: Charles Cramm

[email protected]

303 462-7627

Fort Collins Instructor: Lee Varra-Nelson

[email protected]

970-407-9744

CSU Project Management

Certificate Program

36


Program

Project Communication Management

“Knowledge area that employs the processes required to ensure timely

and appropriate generation, collection, distribution,

storage, retrieval, and ultimate

disposition of project information.”

Real world meaning = managing

the flow of information!

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Agenda• Review schedule for remaining classes

• What is Communication Management?

• What are the processes?

• How to improve communications

• Summary and assignment

Communication Management

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How Human Resource Management

Processes Map to PMI Process Groups(PMBOK p.70)

Knowledge Area Initiating Planning (21) Execution Controlling Closing

Integration 4.1, 4.2 4.3 4.4 4.5, 4.6 4.7

Scope 5.1, 5.2, 5.3 5.4, 5.5

Time Mgmt. 6.1, 6.2, 6.3, 6.4, 6.5 6.6

Cost 7.1, 7.2 7.3

Quality 8.1 8.2 8.3

HR 9.1 9.2, 9.3 9.4

Communications 10.1 10.2 10.3, 10.4

Risk 11.1, 11.2, 11.3,

11.4, 11.5

11.6

Procurement 12.1, 12.2 12.3, 12.4 12.5 12.6

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Where do Communication Management

processes fit in?

INITIATING

PLANNING

CONTROLLING EXECUTING

CLOSING

Arrows represent flow of information

(10.1)

(10.3, 10.4)

PMBOK Section

PMBOK Sections

(10.2)PMBOK Section

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Program

Communication Management Processes

10.1 Communications Planning

10.2 Information Distribution

10.3 Performance Reporting

10.4 Manage Stakeholders

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Program

Communications Planning - determining the

information and communications needs of the project

stakeholders (PMBOK p. 225-228).

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Program

Effective Communication

The sender must „encode‟ a message carefully, determine the

communication method used to send it and confirm that the message is

understood.

Types of communication:

• Verbal – Word of mouth (face- to-face, phone, meetings, memos, letters)

• Nonverbal – About 55% of communication is nonverbal (body language)

• Paralingual – Where the pitch and tone of voice helps convey a message

• Feedback – Checking in, “Do you understand what I‟ve explained?”

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Program

Effective Listening

The receiver must „decode‟ a message and confirm that the message is

understood. Includes taking keys from the physical gestures of the

speaker.

• Feedback – Checking in, “Could you please repeat what you said?”

• Active Listening – Receiver confirms they are listening (body language)

• Paralingual – pitch and tone of voice can show you are ready to receive the

message and understanding the message

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Program

Communication Channels

When you add one more person to your team do communications grow

linearly or exponentially?

Communication formula N(N-1) / 2

N = number of people

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Program

Communications Planning• Inputs

• Enterprise Environmental Factors


• Project Scope Statement

• Project Management Plan

• Constraints

• Assumptions

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Program

Communications Planning• Tools and Techniques

• Communications Requirements Analysis

• Communication Technology

• Outputs

• Communications Management Plan

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Team Exercise :

1. Break into your teams (take 30 minutes)

2. Select your Project Manager (PM)

3. Read exercise 4.2 (pages 631-635 in black & white book)

4. Use template on the next slide and complete for your project

• Create a Communication Plan for your project at the highest level (no more

than 3 layers down – execs, client, and team)

• Identify key deliverables, i.e., weekly team meeting, minutes published

within 2 days, monthly exec/sponsor reviews, etc.

• Answer first 3 questions on page 635 (black & white book) for your project.

• PM presents to the class - keep <5 minutes please

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Communications Template (p543, red book)

What Why (purpose)

Who (receiver)

When How Where

(stored)

Inputs

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Program

Information Distribution is making needed information

available to project stakeholders in a timely manner.

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Program

Example of Communication method to Sponsors –

Project Dashboard

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Major Initiatives -

Milestones/DeliverablesDue Dates Dependencies on Comments

Milestone #1 Target:

Actual:

Dependency:

Due date:

Reason for status:

Issues


Actual: Dependency:

Due date:

Reason for status:

Issues:


Actual:

Dependency:

Due date:

Reason for status:

Issues:


Actual:

Track:

Dependency:

Reason for status:

Issues:


Actual:

Track:

Dependency:

Reason for status:

Issues:

Weekly Status: Project Name

Executives: list sponsors names

Leads: other PM’s you’re working with in the program

Overall Status:

Last Updated: N/A – first update

Y

C

Y

C

Status Summary: Project objective and progress against that objective

Y

G

YY

R

G

R

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Program

Example of Communication method to Stakeholders: Executive Summary outline (email format)

• Project Objective: Summarize objective from project plan

• Project Status and Trend: red, yellow, green

• If status is not green, what's required to get to green

• Actions Taken: review team actions and owners to get status to green

• Accomplishments this week: Review the team accomplishments

• Goals for next week:

• Project documents and summaries of weekly team meetings posted at: Team website or share drive

• Project Team: list members

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Program

Example of Communication method for Status

Reviews to Stakeholders

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Project Name Plan & High Level Timeline

Sep 27 Oct 11Oct 04

Project Name Key activity

Sep 20 Sep 21Sep 21 Sep 24

Key activity

Nov 26 Nov 30Oct 19 Nov 1Oct 22 Nov 23

Close Out Project

• Summary of activities or a deliverable that aligns to a date or dates above.




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Status SummaryDeliverables in Progress Due Status

Sep 7

Sep 7

Sep 20

Sep 21

Sep 21

Sep 21

Sep 24

Sep 24

Sep 21

Sep 24

Sep 30

Risks & Issues

• List Risks

• List Risks

Next Planned Activities

• List Activity with due date

• List Activity with due date

Recent Accomplishments

• List accomplishments

• List accomplishments

On target to achieve goals?

LEGEND

No YesIssues Complete

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Program

Information Distribution• Inputs

• Communications Management Plan

• Tools and Techniques

• Communication Skills

• Information Gathering

• Information Distribution Methods

• Lessons Learned Process

• Outputs

• Organizational Process Assets (updates)

• Requested Changes

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Program

Performance Reporting• Inputs

• Work performance information

• Performance Measurements

• Forecasted Completion

• Quality control measurements

• Project management plan

• Performance measurement baseline

• Approved change requests

• Deliverables (unique and verifiable product or result usually subject to

external sponsor approval)

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Program

Performance Reporting

• Tools and Techniques• Information presentation tools

• Performance information

• Gathering & compilation

• Status review meetings

• Time reporting systems

• Cost reporting systems

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Program

Performance Reporting • Outputs

• Performance reports

• Forecasts

• Requested changes

• Recommended corrective actions

• Organizational process assets (updates)

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Program

Manage Stakeholders• Inputs

• Communications management plan

• Organizational process assets

• Tools and Techniques• Communication methods

• Issue logs

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Program

Manage Stakeholders• Outputs

• Resolved issues

• Approved changed requests

• Approved corrective actions

• Organizational process assets (updates)

• Project management plan (updates)

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Congratulations!

• You have completed

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project human resource management · project management certificate program effective listening the...

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