Project Human resource managment introduction

Project Human Resource
Management
1

Reflection
1. What is Human Resource Management?
2. What do you think are the major areas of Project
Human Resource Management?
3. Can you list some of the problems related to Project
Human Resource Management and what do you think
are the reasons for this problems? Suggest solutions to
solve the problems. (take your own organization as a case
study)
2

What is HRM?

HRM is the management of people working in an
organization, it is a subject related to humans.

It is the management of humans or people.

HRM is a managerial function that tries to match an
organization’s needs to the skills and abilities of its
employees.

People are important part of a project’s success.
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Process of Project HRM

Project Human resource management includes the processes required
to coordinate the human resources on a project.
4

Process of Project HRM

The main processes involved in a project human resource
management are:
a) Human resource planning: identifying, documenting, and assigning
project roles, responsibilities, and reporting relationships.
b) Acquiring the project team: getting the human resources needed
assigned to and working on the project.
c) Developing the project team: developing individual and group skills
to enhance project performance.
d) Managing the team: managing the whole process of the project team
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Human Resource Planning
 The process of analyzing staffing needs and identifying
actions to satisfy these needs over time.
 It must support the implementation of strategies and
advance the accomplishment of key objectives.

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Human Resource Planning
 It is having the right people available to do the required
work essential to the success of any strategy, and
 It is the responsibility of all managers to ensure that all
jobs in their work units are filled with people who can best
perform the required tasks.

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Factors That Determine HR Plans

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Steps in the HR Planning Process
 Review organizational strategies and objectives.
 Establish and refine HR objectives and policies to
compliment the strategic plans.
 Establish HR needs……..via
Job Analysis which results:
1.Job Description
2.Job Specifications.

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Steps in the HR Planning Process
 Forecast....Project future staffing requirements and
anticipate internal and external supply.
HR Audit
Replacement Charts
SuccessionTables
 Take action…recruit - terminate - transfer - promote -
whatever….

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Attracting A Quality Workforce
 The Recruiting Process
 Advertising of job vacancy.
 Preliminary contact with potential job
candidate.
 Initial screening to create a pool of
candidates.

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Attracting a Quality Workforce
 Recruiting Practices
External
Internal
Traditional
Realistic

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Attracting a Quality Workforce
 Making Selection Decisions
Application Forms
Interview or SiteVisit
EmploymentTests (Validity and Reliability)
Reference Checks
Physical Examinations
Analysis and Decision

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Developing a Quality Workforce
 SOCIALIZATION
A process of systematically changing the expectations,
behavior, and attitudes of a new employee in a manner
considered desirable by the organization.

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 SOCIALIZATION
It begins with the initial Employee Orientation and
continues during later training and development
activities as well as day-to-day supervisor-subordinate
relations.

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Developing A Quality Workforce
 Training and Development
A set of activities that provides learning
opportunities through which people acquire and
improve job related skills.

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 Types of Training
On-the-Job
• Job Rotation - Coaching - Apprenticeship
Modeling - Mentoring
Off-the-Job
• Management Development
• Management Simulation Games

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The Role of Performance Appraisal
The process of formally assessing someone's work
and providing feedback on performance.

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 Purposes of Performance Appraisal
Evaluation: Letting people know where they stand
relative to objectives and standards.
Development: Assisting in the training and continued
personal development of people.

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 Performance Appraisal Methods
1. Graphic Rating Scales
2. NarrativeTechnique
3. Behaviorally Anchored Rating Scales
4. Critical-IncidentTechniques
5. Multiperson Comparison
6. 360 degree appraisal
7. BSC

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 Problems in Performance Appraisal
1. Recency bias
2. The same as to me
3. Different from me
4. Central tendency
5. Bias
6. Leniency
7. Strictness

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Maintaining a Quality Workforce
 Career Development
A Career is a sequence of jobs and work pursuits
constituting what a person does for a living.
 A Career Path
A sequence of jobs held over time during a
career.

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 Career Planning
Is the process of systematically matching career
goals and individual capabilities with
opportunities for their fulfillment.

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 Career Stages
 The Move to Early Adulthood
 Mid-lifeTransition
 Middle and Later Adulthood
 A Career Plateau

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 Retention andTurnover
 Promotions
 Transfers
 Layoffs
 Retirements
 Early Retirements
 Firings

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 Managing Compensation and Benefits
 Base Compensation
Fringe Benefits
Competitive Structures
Flexible Programs

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 Labor-Management Relations
Labor unions are organizations to which workers
belong and which collectively deal with employers on
their behalf.
 Typical Provisions of a Union Contract
Job Specification andWork Rules
Seniority Provisions
Compensation
Grievance Mechanisms

Project Team Building and Conflict
Management
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Contents
• Team Building (Human Resource)
• Conflict management
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What is Team?
 “A team is a group of people working together towards a
common goal.” (Clark, 1994)
 A team is a small number of people with complementary skills
who are committed to a common purpose, performance, goals,
and approach for which they hold mutually accountable.
 Teams have become an essential part of the way business is being
done.
 Synergy is the property where the whole is greater than the sum
of its parts.
30

Teamwork in projects
 Projects are managed by people working together as a
team.
In a team,
• People depend on each other;
• May or may not work in the same physical location,
• Combine to achieve something together
31

Team Building
 The process of working with a team to clarify its task and
how team members can work together to achieve it.
 A strategy that can help groups to develop into a real team
is “team building”
32

Key actions in Team Building
 Setting and maintaining the teams objectives and standards
 Involving the team as a whole in the achievement of
objectives
 Maintaining the unity of the team
 Communicating efficiently with the team
 Consulting the team – members before taking any decisions
33

Nature of project team
 The project team is usually a new, temporary group with
out previous experience of working together.
 Complex projects require complex teams with a set of work
rules and norms.
 High degree of learning and interdependency requires well
functioning and cohesive teams.
34

Team building processes
 Initial project team assembly
introductions
goal explained
rough network proposed
 Some issues debated
 who else should be on the team?
 without concern for budget restrictions, what would
each member contribute?
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 The group would construct an idealized network (one
they would implement if they could do what they
wanted)
 This would be done with the participation of team
members, giving them an opportunity to know each
other’s views.
 Involvement of people right from the goal setting stage
nurtures commitment & continuity.
36

 Iterate towards a realistic plan negotiations with each
other and the project team
 Here the practical constraints and limitations would be
brought up by the members from their own areas of
expertise and experience
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 This is the participative process
 Continue the process of negotiation until a feasible
solution is found (operationally viable and within the
budget)
 This network becomes the initial project plan with which
project execution begins.
38

Aspects of Team Development
 When people from different departments are assembled
for a project they form a temporary social system and as it
is new there is no system of customs that indicate proper
behavior while working on that project.
 Each person brings him/her own set of customs, beliefs
and perceptions to the project.
39

Operating culture
 Group “mind”
 Common set of objectives and motives
 Explicit Vs implicit contract
 Heterogeneous group has no communality of motives
 The initial project plan is the explicit contract for the team.
Working towards building that network helps to develop
the implicit contracts which are necessary for a smooth
working team.
40

Group attributes
 Members perceive themselves as in a group and they know
who is in the group and who is not.
 There is at least one objective that all the members agree
upon, although each individual member may have a
multitude of other objectives.
 There is a need for interaction because of the
interdependencies of the people in the group as they work
towards the agreed upon objective.
41

Group performance
 Studies indicate that heterogonous groups tend to be
more productive than homogenous groups.
 A team is a heterogeneous group with complementary
rather than competing skills in the members.
 It is a temporary alliance created for a specific purpose
or objective.
42

Key factors to successful
performance of a team – S.C.O.R.E
 Strategy
 Clear Roles and Responsibility
 Open Communication
 Rapid Response
 Effective Leadership
43

Strategy:
Shared purpose
Clearly articulated values and ground rules
Understanding of risks and opportunities facing the team
Clear categorization of the overall responsibilities of the
team
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Clear Roles and Responsibilities:
Clear definition of roles and responsibilities
Responsibility shared by all members
Specific objectives to measure individual results
45

 Open communication:
Respect for individual differences
Open communication environment among team members
 Rapid response:
Rapid response to the team’s problems
Effective management to change in the internal and
external environment
46

• Effective Leadership:
Team leader who is able to help members achieve the
objective and build the team
Team leader who can draw out and free up the skills of
all team members, develop individuals
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“Coming together is a beginning
Keeping together is progress; and
Working together is success”
Henry Ford
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Stages inTeam Building
Forming
Storming
Norming
Performing
Adjourning
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Stages in team building ...
 Forming: Provide clear direction to establish the team’s
purpose, setting goals, etc.,
 Storming: Provide strong, hands-on leadership to keep
people talking and task-focused
 Norming: Codes of behavior becomes established and an
identifiable group culture emerges. People begin to enjoy
each other’s company and appreciate each other’s
contributions.
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 Performing: Teams that reach this stage achieve results
easily and enjoyably. People work together well and can
improve systems, solve problems and provide excellent
customer service.
 Adjourning: Temporary project team reaches this stage;
celebrate their team’s achievements.
51

Characteristics of an Effective Team
 Interdependence
 Team leaders have good people’s skills
 Common vision
 Willingness for contribution
 Relaxed climate for communication
 Readiness to take risk
 Clear objectives
 Clear definition of members’ roles
 Open communication and information flow
 Motivation
 Trust, acceptance and support among members
5
3

Characteristics of an Effective Team…
• Defined roles
• No personal attack
• Creating new idea
• Ability to influence
• Shared leadership
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Team Problems
 Drop in productivity or quality
 Plops formation: Little interaction with new members
 Pinches: frustrations when expectations are not met.
 The Abilene Paradox: lack of consensus.
 Clique formation
 Groupthink: members feel invulnerable to error
5
5

Causes for Team Problems
 The goal is not specific enough
 Absence of clearly defined roles
 Absence of a charter or Poor team charter
 Poor team leadership
 Unclear working agreements
 Mismanaged conflict
 Lack of resources
 Failure to integrate the work of the team with the
organization
5
6

Understanding Team Members:
The four Johari Window
perspectives
5
7

Leadership roles in team work
 Project Management is more of the mgt of the
team than the management of the tasks.
 The team goes through various stages in its
development and maturity
58

Task relevant maturity levels
M1 Less maturity level
M4 Maximum maturity level
M1= group can not accomplish the task without direct
supervision
M4= group has matured to accomplish the task with a
minimum of supervision
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Leadership style
 Style 1 :Structuring:
• Organize and direct the work of others
• make each person accountable
• demonstrate
 Style 2 : Coaching:
• tutoring
• Joint effort
• Role model
60

 Style 3 : Encouraging
• greater responsibility with doer
• recognize and praise good work
 Style 4 : Delegating
• assign task responsibilities and let others carry it out
• motivate by giving control and respect
61

Task relevant maturity level Vs
leadership style.
M1 S1 [ less matured employees need
structuring]
M4 S4 [ more matured staff need
delegation]
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Conflict Management
 Conflict is the contest between people with opposing
needs, ideas, beliefs, values, or goals.
 It occurs within all organizations.
 It is an important element of an organization’s
development, and can serve as a means to build
organizational capacity, and to generate creative ideas.
63

 Actually, conflict can have both positive and negative
outcomes.
 Conflict is positive when it causes a broadening of ideas,
stimulates innovation and creativity, and leads to
improved results of a project.
 Conflict can be negative when it leads to tension,
frustration, confusion, and less quality and productivity
of a project.
64

In general, all potential conflict fits one of three categories:
 Goal-oriented conflicts are associated with end results,
performance specifications and criteria, priorities, and
objectives.
 Administrative conflicts refer to the management structure
and philosophy and are mainly based on definition of roles
and reporting relationships and on responsibilities and
authority for tasks, functions, and decisions.
 Interpersonal conflicts result from differences in work ethics,
styles, egos, and personalities of the participants. 65

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Sources of Conflict Definitions
Conflict over Project Priorities View of project participants differ over sequence
of activities and tasks.
Conflict over Administration
Procedures
Managerial and administrative oriented conflicts
over how the project will be managed
Conflict over Technical
Opinions and Performance
Trade- offs
Disagreements over technical issues, performance
specifications, technical trade-offs.
Conflict over Human Power
Resources
Conflicts concerning staffing of project team with
personnel from other areas.
Conflict over Cost Conflict over cost estimates from support areas
regarding work breakdown structures.
Conflict over Schedules Disagreements about the timing, sequencing, and
Sources of Conflict and their Definitions

 Effective conflict management involves analyzing a
conflict, understanding the dynamics between the parties
in conflict, and determining the appropriate method of
conflict resolution.
 In the absence of confidence and skill in conflict
management, most public officials resort, often
counterproductively, to the use of power, manipulation
and control. Possessing confidence and skill, one can
effectively exercise the available options for managing
conflict. 67

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Style Description Effect
Avoiding Retreats from an actual or potential
conflict situation
Does not solve the
problem
Smoothing Emphasizes areas of agreement
rather than areas of difference
Provides only short-
term solution
Compromising Searches for and bargains for
solutions that bring some degree of
satisfaction to all parties
Provides definitive
resolution
Forcing Pushes one’s viewpoint at the expense
of others; offers only win-lose
situations
Hard feelings may
come back in other
forms
Collaborating Incorporates multiple viewpoints and
insights from differing perspectives;
leads to consensus and commitment
Provides long-term
resolution
Problem Solving Treats conflict as a problem to be
solved by examining alternatives;
requires give-and take attitude and
Provides ultimate
resolution
Conflict Management Style

 Conflict can be healthy if it is managed effectively.
Conflict management requires a combination of analytical
and human skills.
 Every project participant should learn to resolve project
conflicts effectively. Good conflict managers work at the
source of conflict.
 To resolve it permanently, they must address the cause of
the conflict and not just the symptoms of it.
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This Concludes Today’s Presentation
Thank you for your attention
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Thank you!
Wishing you continued
success on your project
management journey!
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Project Human resource managment introduction

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