Project Human Resource Management PDF

PROJECT HUMAN RESOURCE MANAGEMENT PMP-Part (3) 1 SPONSOR ❑ Initiation: A. Provide financial resources for the project. B. Determine requirements and initial scope. C. Giving authority to the project manager. D. Provide the information required to d...

PROJECT HUMAN RESOURCE MANAGEMENT PMP-Part (3) 1 SPONSOR ❑ Initiation: A. Provide financial resources for the project. B. Determine requirements and initial scope. C. Giving authority to the project manager. D. Provide the information required to develop the project charter. ❑ Planning: A. Define required reports. B. Identify high-level risks. C. Authorize project management plan. PMP-Part (3) 2 SPONSOR ❑ Execution: A. Solving problems out of project manager. B. Answering questions regarding project scope. C. Impose a quality policy. ❑ Monitoring and control: A. Authorize changes. ❑ Closing: A. Final acceptance for the project. (if he is the client). PMP-Part (3) 3 ❑ Functional manager A. Individuals who manage resources in specific departments. B. Assign resources to the project manager. C. Approve the final schedule and final project management plan. D. Recommend changes to the project. ❑ Portfolio manager A. Manage unrelated projects. B. Ensure that selected projects provide value to the organization C. Getting the best return from resources invested. PMP-Part (3) 4 ❑ Program manager A. Manage a group of related projects. B. Adjust projects for program benefit. C. Guide and support project managers. ❑ Team A. Help identify requirements, constraints, and assumptions. B. Help creating WBS, and time/cost estimations. C. Execute/comply with the project management plan. D. Recommend changes. PMP-Part (3) 5 Project manager ❑ In charge of the project and does not have to be a technical expert. ❑ Influence project team and environment. ❑ Coordinate interaction between the project and key persons. ❑ Select appropriate processes for the project. ❑ Lead / direct planning efforts. ❑ Assist and support the team during execution. ❑ Determine and deliver required levels of quality. ❑ Determine the need for changes. ❑ Maintain control over the project. ❑ Must say No when necessary. ❑ Apply project management knowledge. ❑ Spend more time being proactive than reacting to problems. PMP-Part (3) 6 Project manager (with human resources) ❑ Determine what resources will be needed. ❑ Create job descriptions. ❑ Create a project team directory. ❑ Create a human resource plan. ❑ Create a recognition and reward system. ❑ Make sure that all roles and responsibilities are clearly assigned. ❑ Report team members' performance. ❑ Understand training needs for team members. PMP-Part (3) 7 Project Human Resource Management ❑ It includes the processes that organize, manage, and lead the project team. ❑ Project Human Resource Management processes A. Plan Human Resource Management B. Acquire Project Team C. Develop Project Team D. Manage Project Team Dr. Mohamed Badawy Plan Human Resource Management (Planning) Dr. Mohamed Badawy Organization charts and position descriptions ❑ Various formats exist to document team member roles and responsibilities. ❑ Most of the formats fall into one of three types; hierarchical, matrix, and text-oriented. ❑ The objective is to ensure that each work package has an owner. ❑ All team members have a clear understanding of their roles and responsibilities. Dr. Mohamed Badawy Roles and Responsibility Definition Formats Dr. Mohamed Badawy Hierarchical-type charts ❑ The traditional organization chart structure can be used to show positions and relationships in a graphical, top-down format. Dr. Mohamed Badawy Matrix-based charts ❑ A responsibility assignment matrix (RAM) is a grid that shows the project resources assigned to each work package. ❑ This ensures that there is only one person accountable for any one task to avoid confusion of responsibility. ❑ One example of a RAM is a RACI (responsible, accountable, consult, and inform) chart. ❑ A RACI chart is a useful tool to use when the team consists of internal and external resources to ensure clear divisions of roles and expectations. Dr. Mohamed Badawy RACI Matrix Person Activity Mohamed Ahmed Ali Omar Abdo Create charter A R I I I Collect I A R C C Requirements Submit change I A R R C Request Develop test plan A C I I R R= Responsible A = Accountable C = Consult I = Inform Dr. Mohamed Badawy Text-oriented formats ❑ Team member responsibilities that require detailed descriptions can be specified in text-oriented formats. ❑ It includes position descriptions and role-responsibility- authority forms. Dr. Mohamed Badawy ❑ Networking (TT) A. Formal and informal interactions with others. B. Ex. Lunch meetings, informal conversations, events, and conferences. ❑ Organizational theory (TT) A. It provides information regarding how people, teams, and organizational units behave. B. Effective use of common themes identified in organizational theory can shorten the amount of time, cost, and effort. PMP-Part (3) 16 Human Resource Management Plan (O) ❑ The human resource management plan is a part of the project management plan. ❑ It provides guidance on how project human resources should be defined, staffed, managed, and eventually released. A. Roles and responsibilities B. Project organization charts C. Staffing management plan PMP-Part (3) 17 Role and Responsibility ❑ Role; the function assumed by or assigned to a person in the project. Ex. civil engineer. ❑ Authority; the right to apply project resources, make decisions, sign approvals, and accept deliverables. ❑ Responsibility; the assigned duties and work that a project team member is expected to perform to complete the project’s activities. ❑ Competency; The skill and capacity required to complete assigned activities within the project constraints. Dr. Mohamed Badawy Project organization chart; ❑ It is a graphic display of project team members and their reporting relationships. ❑ It can be formal or informal. ❑ highly detailed or broadly framed Dr. Mohamed Badawy Staffing management plan ❑ Where they will come from (acquisition). ❑ When recruiting should be started (calendar & histograms). ❑ Staff release plan (help mitigate risks and improve morale). ❑ Training need (if expecting team members will not have required skills). ❑ Compliance with HR rules and governmental regulations. ❑ Safety policies and procedures. PMP-Part (3) 20 Staffing management plan ❑ Recognition & reward systems: A. Say (thank you) B. Member of the month prize/performance prize. C. Recommend him for raises. D. Parties, events, and celebrations. E. Paid training courses PMP-Part (3) 21 9.2. Acquire Project Team ❑ It confirms human resource availability and obtaining the team necessary to complete project activities. Dr. Mohamed Badawy ❑ Pre-assignment (TT) A. When project team members are selected in advance, they are considered pre-assigned. B. Because of their expertise, or sponsor requires these resources to be assigned to the project. C. Pre-assignments are defined within the project charter. ❑ Negotiation (TT); the project management team may need to negotiate with functional managers, other project management teams within the performing organization, or external organizations, vendors, suppliers, and contractors. Dr. Mohamed Badawy Negotiation ❑ When negotiating within your organization: A. Know the needs of your project and its priority in the organization. B. Understand that the resources manager has his own work to do. C. Do not ask for the best resources if the project does not need them. D. Be able to prove why the project requires these resources quality and quantity. E. Build a relationship with the resource manager and discover what he will need from you. PMP-Part (3) 24 Acquisition ❑ When the performing organization is unable to provide the staff needed to complete a project, the required services may be acquired from outside sources. PMP-Part (3) 25 Virtual Teams ❑ People with little or no time spent meeting face to face. ❑ Advantages: ❑ Form teams of people from the same organization who live in widespread geographic areas; ❑ Add special expertise to a project team even though the expert is not in the same geographic area; ❑ Incorporate employees who work from home offices; ❑ Include people with mobility limitations or disabilities; ❑ Move forward with projects that would have been ignored due to travel expenses. PMP-Part (3) 26 Virtual Teams ❑ Disadvantages: ❑ Possibility for misunderstandings. ❑ Feeling of isolation. ❑ Difficulties in sharing knowledge and experience between team members. ❑ cost of appropriate technology. PMP-Part (3) 27 Multi-Criteria Decision Analysis ❑ Criteria are developed and used to rate or score team members. ❑ The criteria are weighted according to the relative importance of the needs within the team. ❑ Ex. Availability, cost, experience, skills, knowledge, ability, attitude. ❑ Halo effect; is the tendency to rate employees on all factors due to one factor. This action has negative impacts and should be avoided PMP-Part (3) 28 Project Staff Assignments (O) ❑ The project is staffed when appropriate people have been assigned to the team. ❑ The documentation of these assignments can include a project team directory. ❑ Send memos to team members. ❑ Insert names into project organization charts and schedules. PMP-Part (3) 29 Resource calendar (O) ❑ Calendars that identify the working days and shifts on which each specific resource is available. ❑ One tool for charting human resources is a resource histogram, used by the project management team as a means of providing a visual representation or resource allocation to all interested parties. ❑ This chart illustrates the number of person-hours that will be needed each week or month over the project. Dr. Mohamed Badawy Resource calendar (O) PMP-Part (3) 31 9.3. Develop Project Team ❑ it improves teamwork, enhances people skills and competencies, motivates employees, reduces staff turnover rates, and improves overall project performance. Dr. Mohamed Badawy Interpersonal skills “soft skills” (TT) ❑ Interpersonal skills are behavioral competencies such as A. communication skills, B. emotional intelligence, C. conflict resolution, D. negotiation, E. influence, F. team building. ❑ It can use emotional intelligence to reduce tension and increase cooperation. Dr. Mohamed Badawy Training (TT) ❑ Training includes all activities designed to enhance the competencies of the project team members. ❑ Training can be formal or informal. ❑ Scheduled training takes place as stated in the human resource management plan. ❑ Unplanned training takes place budget or observation. ❑ Training costs could be included in the project budget or supported by the performing organization if the added skills may be useful for future projects. ❑ It could be performed by in-house or external trainers. PMP-Part (3) 34 Team-Building Activities (TT) ❑ These help individual team members work together effectively. ❑ It is essential during the initial stages of a project, it is a never- ending process. ❑ Handle team members' problems & discuss them as team members' issues. ❑ Manage conflicts effectively. ❑ Introduce appropriate rewards and recognition. ❑ Provide good leadership ❑ Promote trust and open communication among team members. ❑ WBS creation is a team-building tool. PMP-Part (3) 35 Team development stages ❑ It is one of the models used to describe team development (Tuckman) Forming People are brought together as a team. Storming There are disagreements as people learn to work together. Norming Team members begin to build good relationships and begin to trust each other. Performing team members work effectively together as well as organized unit. Adjourning team members complete the work and move on from the project. PMP-Part (3) 36 ❑ Ground rules (TT); establish clear expectations regarding acceptable behavior and what is not acceptable: A. How should team members resolve conflicts with others? B. Who is authorized to give directions to contractors? C. Acceptable behavior during meetings. ❑ In a matrix organization, you do not have the ability to give the team a rise or promotion. Trust as well as recognition and reward system will make you able to get people to cooperate. PMP-Part (3) 37 Colocation ❑ Colocation, also referred to as “tight matrix,” involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team. ❑ Colocation can be temporary. ❑ Colocation strategies can include a team meeting room “war room”, places to post WBS, and schedules. PMP-Part (3) 38 Personnel Assessment Tools (TT) ❑ Personnel assessment tools give the project manager and the project team insight into areas of strength and weakness. ❑ These tools help project managers assess the team's preferences, and aspirations, how they process and organize information, how they tend to make decisions, and how they prefer to interact with people. ❑ Various tools are available such as surveys, specific assessments, structured interviews, ability tests, and focus groups. ❑ These tools can provide improved understanding, trust, commitment, and communication among team members and facilitate more productive teams throughout the project. PMP-Part (3) 39 Team Performance Assessments (O) ❑ The evaluation of a team’s effectiveness may include indicators such as: ❑ Improvements in skills that allow individuals to perform assignments more effectively, ❑ Improvements in competencies that help the team perform better as a team. ❑ Reduced staff turnover rate. ❑ Increased team cohesiveness where team members share information and experiences openly and help each other to improve the overall project performance. PMP-Part (3) 40 Manage Project Team ❑ The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. Dr. Mohamed Badawy Tools and Techniques ❑ Observation and Conversation; used to stay in touch with the work and attitudes of project team members. ❑ Project Performance Appraisals; A. Evaluation of employees’ performance by their supervision. B. 360-degree review is one of the ways to complete appraisal by including the input of coworkers, subordinates, and supervisors. Dr. Mohamed Badawy Conflict Management (TT) ❑ Conflict sources; schedule, project priorities, technical opinions, resources, administrative procedures, cost, personality. ❑ Conflict properties: A. Conflict is natural and inevitable. B. Conflict is consequence of organizational interaction. C. Conflict resolution needs openness. D. Conflict resolution focus on issues not personalities. E. Conflict resolution focus on present not past. Dr. Mohamed Badawy ❑ Conflict avoiding techniques; A. Ground rules. B. Role definition. C. Communication planning. D. Inform team of project objectives, constraints, charter. E. Make work assignments interesting and challenging. ❑ Resolution responsibility: A. Conflict is best resolved by those involved in the conflict. B. If conflict escalate, project manager should help facilitate satisfactory resolution. C. If disruptive conflict continues, formal procedures should be used including disciplinary actions. PMP-Part (3) 44 General techniques for resolving conflict ❑ Collaborate/Confront (Problem Solve). Incorporating multiple viewpoints and insights from differing perspectives. it leads to consensus then problem goes away leading to win-win situation. ❑ Compromise/Reconcile. Bring some degree of satisfaction to all parties then no party gets everything, leading to lose-lose situation. Compromising is not the best choice but rather second to confronting. Dr. Mohamed Badawy General techniques for resolving conflict ❑ Withdraw/Avoid. Retreating from an actual or potential conflict situation; postpone a decision,. the issue will be resolved by others. ❑ Smooth/Accommodate. Emphasizing areas of agreement rather than areas of difference; conceding one’s position to the needs of others to maintain harmony and relationships. ❑ Force/Direct. Pushing one’s viewpoint at the expense of others; offering only win-lose solutions, usually enforced through a power position to resolve an emergency. Dr. Mohamed Badawy Power of project manager A. Formal; based on his position. B. Reword; giving rewards and prizes. C. Penalty; D. Expert; E. Referent; it is the power of charisma. ❑ Best powers are expert and reward. The worst is penalty. ❑ Power derived from PM position are formal, reward, and penalty. ❑ Power earned on your own is expert. PMP-Part (3) 47 Management and leadership styles ❑ Directing; tell other what to do. (at the beginning) ❑ Facilitating; coordinate the input of others (execution). ❑ Coaching; help other achieve their goal (execution). ❑ Supporting; provide assistance along the way (execution). ❑ Autocratic; has power to do what he want. ❑ Consultative; obtain others’ opinions & act as servant for team. ❑ Consultative- autocratic; takes input from team members but retains decision making authority for him self. ❑ Consensus; making decisions based on group agreement. PMP-Part (3) 48 Management and leadership styles ❑ Delegation; establish goals & give team authority to complete work. ❑ Bureaucratic; following procedures exactly appropriate for critical work. ❑ Charismatic; encourage team in performing. ❑ Democratic; team own the decision made by group. ❑ Lasissez-faire; leave alone and allow act. ❑ Analytical; asks questions to get facts. ❑ Driver; constantly giving direction. His attitude drives team to win. ❑ Influencing; emphasizes team work. He works with his team to influence project implementation. PMP-Part (3) 49 Problem solving method ❑ Define the real problem. ❑ Analyze problem. ❑ Identify solutions. ❑ Pick a solution. ❑ Implement solution. ❑ Confirm solution solved problem. PMP-Part (3) 50 Special terms ❑ Expectancy theory: employees who expect to be rewarded for their accomplishments remains productive as rewards meet their expectations. ❑ Perquisites (Perks); some employees receive special reward such as assigned parking space. ❑ Fringe benefits; standard benefits formally given to all employees such as insurance, profit share. PMP-Part (3) 51 Motivation theories ❑ McGregor’s theory of X & Y ❑ Theory X; managers who believe that people need to be watched every minute. ❑ Theory Y; managers who believe that people are willing to work without supervision. PMP-Part (3) 52 B- Maslow’s theory hierarchy of need ❑Physiological: air, water. ❑Safety: security, stability. ❑Social: love, friends. ❑Self-esteem: respect, attention. ❑Self-actualization: learning, growth. ❑To ascend to the next level, you should fulfill the levels below. PMP-Part (3) 53 Question (1) ❑ Which knowledge area involves organizational theory as a tool/technique? A. Communications Management B. Cost Management C. Risk Management D. Human Resource Management Dr. Mohamed Badawy Question (2) ❑ You have inherited a project that is in trouble. The team members are spread out in 5 states, the schedule is behind by 20%, the former project manager alienated the team and there is no communication plan. The first issue you must work on is building a cohesive team to get the project back on track. Which of the following is not a technique that you would use in team development? A. Flying everyone in for a team meeting B. Provide training for those areas that are suffering the most C. Establish a reward system that will pay out based on getting the critical path back within the established time frame D. Use performance reports to get feedback on individual performance Dr. Mohamed Badawy Question (3) ❑ You have had your Scope Definition approved and are working on your budget and schedule. In order to estimate the labor costs and the schedule you need to know who your team members are, and what their skill level is. You consult your staffing management plan and your staffing pool description. By following the recruitment practices and working with the procurement department to negotiate for various external contractors you are able to complete a project directory. All these are steps in what process? A. Organizational Planning B. Resource Planning C. Team Development D. Staff Acquisition Dr. Mohamed Badawy Question (4) ❑ A staffing management plan includes all of the following except: A. Determining how to bring team members onto the project B. A resource histogram C. Determining how to release team members from the project D. Documentation on who has the authority to make decisions Dr. Mohamed Badawy Question (5) ❑ Which of the following is not a consideration in selecting project staff members? A. Type of organization B. Personal characteristics C. Previous experience D. Personal interests Dr. Mohamed Badawy Question (6) ❑ Which of the following is not a method for acquiring team members? A. Escalating issues to the project sponsor B. Negotiating with functional managers C. Procuring outside resources D. Negotiating with other project teams Dr. Mohamed Badawy Question (7) ❑ Which of the following is not an appropriate reason to provide members of your project team with additional training? A. Feedback from other project managers about team performance B. Reports about performance that do not meet project requirements C. Excessive overtime requirements in order to meet the project schedule D. New technologies involved in the scope of the project Dr. Mohamed Badawy Question (8) ❑ Team development is undertaken to improve performance. Which of the following is not a way in which team development improves team performance? A. Improvement of individual skills B. Development of technical breakthroughs C. Improvement of team behaviors D. Development of better ways of doing work Dr. Mohamed Badawy