Succeed With HR Projects

When you leave this session, you should know:

How to manage or contribute to the success of HR related projects.

How to contribute HR and “people” knowledge and skills to help other (e.g. technical) projects succeed.

Succeed With HR Projects

Presenter: David Scott SHRM-SCP, PMP

Sue Hudson MEd

Successful Project Consulting

Wilmington, Delaware

Greater Valley Forge SHRM Conference 2017

Why Project Management?

You can SEE the results!

SuccessfulEffectiveEfficient

Executives are happy when they can SEE that a project is focused on business results, will deliver what they expect, and is well managed.

Human Resources

Business Results

Project Management

Why Project Management?

Characteristics of Projects

• Projects are unique, “one-off” events.

• They have a specific purpose.

• There is a risk of failure.

Projects are planned for managing change within defined timeframes.

Characteristics of Projects

Start

End

Limited Resources

Characteristics of Projects

Time Money People

Requests for change are common

•More staffing•More time•More money•Added features

Characteristics of Projects

Planned Change

PM – Vehicle for Planned Change

Current

State

Problem

Continues

Drivers for ChangeFuture State

More

Problems

Transition or Transformation

Why projects Fail

•Wrong Focus

•Lack of Real or Significant Support

• Ineffective Governance

• Insufficient Planning

•Poor Integration with Operations/Implementers

Successful Projects Need to Have

• Business Relevance• Strategic Alignment• Robust Governance• Support and Commitment• Resource Constraint Awareness• Adequate Planning• Careful Project Execution• Stakeholder Collaboration and Frequent Communication• Supportive Implementation

Project Success Model

SuccessfulProjects

Value for Money

Fit for Service

Working TogetherPeople Engagement

Project Life Cycle and Process Life Cycle

Deliverable Accepted

Product Development (The Focus)

People Engagement (Support)

Process Management (Enabler)

Sustainment

Implementation

How Can HR Professionals Contribute

To Project Success?

People Engagement

•Governance

•Project Charter

•Project Plan

• Exececutive Support (Sponsorship)

•Vision, Goals, Pathway

• Stakeholder Engagement

•Review and Communicate

Project Human Resource Management

Core Activities

•Human Resource Planning•Acquiring the Project Team•Developing the Project Team•Managing the Project Team (Including Changes)

HR Skill Contribution to Projects

•Staffing•Team Building•Change Management•Conflict Management•Group Facilitation•Stakeholder Engagement•Succession Planning•Risks and Opportunities•Coaching & Counseling

Managing Projects

Methodologies:Which One is Right for My Situation?

Make your decision based on risk analysis:

• Predicative (Traditional) – PMBOK and PRINCE2 – High Certainty For Project Success – Few Anticipated Changes to the Project Plan

• Iterative and Incremental (Rolling Wave) – Moderate Certainty For Project Success – Limited Changes Expected

• Adaptive (Agile) – Scrum – Low Certainty For Project Success – Many Anticipated Changes Before Completion

Managing Projects Systematically

Follow 5 Processes: - All Are Critical For Success

• Initiating•Planning •Executing•Monitoring and Controlling•Closing

Project Management Process Model

Dynamic PM Processes

9 Key Actions for Effective Results

1. Start With End In Mind

2. Document All Steps

3. Gain And Keep Stakeholder Support

4. Assess Risk – Both Positive And Negative

5. Communicate Early And Frequently

6. Select A Common Project Management Methodology

7. Monitor Action And Measure Output

8. Deal Effectively With Change And Conflict

9. End The Project Decisively

Risk Management

Risk

Risk Opportunity

10 Golden Rules of Project Risk Management

1. Make Risk Management Part of Your Project2. Identify Risks Early in Your Project3. Communicate About Risks4. Consider Both Threats and Opportunities5. Clarify Ownership Issues (Responsibility)6. Prioritize Risks7. Analyze Risks8. Plan and Implement Risk Responses9. Register Project Risks10. Track Risks and Associated Tasks

adapted from article by Bart Jutte www.projectsmart.co.uk

Dealing with Risks: & Negative Positive

Ways to Deal with Threats (Negative Risk)• Avoid • Reduce/Mitigate • Transfer • Accept

Ways to Deal with Opportunities (Positive Risk)• Exploit • Enhance • Reject

The MoSCoW Rules

Must Have Should Have Could Have Won’t Have This Time!

≤ 60%≈ 20%≈ 20%

Analyzing Risk

SWOT Analysis

Identifying Risks

•What could go wrong?

•What could go right?

•What would failure look like?

•What does success look like?

•Where are we vulnerable?

•Which activities are the most complex?

Chartered Accountants - https://survey.charteredaccountantsanz.com/risk_management/small-firms/identify.aspx

Risk Register

Chartered Accountants -https://survey.charteredaccountantsanz.com/risk_management/small-firms/identify.aspx

Risk Matrix

Stakeholder Analysis and Management

Stakeholder Communication Plan

More Tools And Techniques

Management Planning Check List48 Key Questions For All Project Leaders

© 1993 — 2017 CS Odessa Corp

Cause and Effect Diagram - Fishbone Diagram

Mindmaps

Force Field Analysis

© Michael Carman 2010-2013

Scope Creep

Project Scope Management

•Collect Requirements•Define and Document the Scope •Create Work Breakdown Structure (WBS)•Review the Scope Deliverables•Control Scope – Say No!

Summary

In the End…

Was the product:

• Fit for Purpose?

•Value for Money?

•Was the result what the originators wanted?

Review – Your Questions

• Divide into groups of 4 or 5.

• Generate 3 questions about Project Management for HR and rank them according to which one you’d most like to discuss.

• No more than one question from each person.

• Choose one member to act as the recorder and spokesperson for the group.

• If your group’s #1 question has been answered, move to the next one.

• Answers will be sent to you by email for questions not covered due to time limits (if you leave us your questions and email addresses).