Project Management

Human resource management

Project within the organisation

Projects usually part of organisation. Project will be influence by the organisation. Project can be influenced by the organisational structure, culture, and the maturity of the organisation with respect to project management systems

Understanding Organizations
Structural frame: Focuses on roles and responsibilities, coordination and control. Organization charts help define this frame. Political frame: Assumes organizations are coalitions composed of varied individuals and interest groups. Conflict and power are key issues. Human resources frame: Focuses on providing harmony between needs of the organization and needs of people. Symbolic frame: Focuses on symbols and meanings related to events. Culture is important.

Organizational tructures
!unctional
" #ngineering, Mar$eting, %esign, etc " taff grouped by speciality

Project
" Project &, Project ' " (ncome from projects

Matri)
" !unctional and Project based " Program Mgmt. Model " horter cycles, need for rapid de*elopment process

!unctional Organization

erits
! Clear definition of authority ! "liminates duplication ! "ncourages specialization ! Clear career paths

#rawbacks
! Can have lack of customer orientation ! ay have longer decisions cycles ! Conflicts across functional areas ! $ro%ect leaders have little power

Project Organization

erits
! &nity of command ! "ffective inter'pro%ect communication

#rawbacks
! #uplication of facilities ! Career path

Matri) Organization

erits
! $ro%ect integration across functional lines !"fficient use of resources !(etains functional teams

#rawbacks
! )wo bosses for personnel ! Comple*ity ! (esource + priority conflicts

uccess criteria for projects

+echnical +angible ,uantitati*e %eadlines Performance pec. pecific ,uality tandards -ost .e/uirements .esource -onstraints

uccess criteria for projects

People (ntangible ,ualitati*e -ommitment -ooperati*e attitude Positi*e image +otal Project focus .is$ &ssessed #thical conduct

Organisational planning understand the organisational framework in which the project will function
%efine the role of the project manager which can range from a more passi*e coordinating to a more asserti*e commanding approach Understand the constraints placed on the project by management and other $ey sta$eholder organisations Understand the pertinent human resource policies, procedures and guidelines &ssess the a*ailability, timing, s$ills and capabilities of the people to be assigned to the project

%etermine project organisational structure

&ssess the *arious project organisation alternati*es (dentify the approach that would best meet the needs of the project #*aluate the organisation constraints and limitations %etermine the optimal structure within the constraints and limitations %iscuss the recommendation with the project sponsor and decide

%efine roles and responsibilities

%etermine the most appropriate people on the team to be responsible for all 0' deli*erables and $ey acti*ities on the acti*ities list 0or$ with each team member to understand what is in*ol*ed with each assignment 'alance the wor$load e/ually among team members -onfirm each team members commitment to fulfil their responsibilities -reate a responsibility assignment matri) to summarise e*eryone1s assignments (dentify any deli*erables or acti*ities that are not assigned and ensure they are accepted by the appropriate team members (dentify $ey staffing ris$s due to lac$ of needed s$ills or staffing le*els

%e*elop taffing Plan

.e*iew project staffing re/uirement .e*iew the 0' , networ$ diagram and acti*ity duration estimates being used to de*elop the project schedule (dentify the start and completion dates for the different people or s$ill sets #nter these preliminary assignments into the project scheduling tool if one is being used or map them on a calendar .e*iew the preliminary assignments with the team, acti*ity owners and other $ey sta$eholders Obtain commitments and ma$e adjustments as re/uired to de*elop a realistic staffing management plan

-reate project organisation chart

(dentify the reporting relationships of e*eryone directly in*ol*ed in the project 2ist the people by function or project phase in a hierarchical manner that clearly shows lines of authority Publish the chart and send it to all $ey sta$eholders

%ocument upporting %etail

&lternati*e organisational approaches " this should be a description of each structure, the reason for its e)clusion and the person responsible for ma$ing the decision -reate job descriptions " although this is not mandatory it is a good idea to create written descriptions for each position (dentify and describe training needs " acti*ities that will be needed to pro*ide the necessary training must be incorporated into the project plan

taff &c/uisition 3 (dentify

.elated wor$ history and performance pecial $nowledge and e)pertise Pre*ious attendance record -urrent wor$load -ost and permits to wor$ o*ertime (nterest in the project

taff identification in*ol*es

-ompare the staffing re/uirements to the resource pool (dentify those indi*iduals with the closest match to the re/uirements for the *arious project assignments (dentify bac$ up selections in case of any of the first selections becoming una*ailable (dentify gaps in the staffing plan where suitable internal candidates are una*ailable

4egotiate taffing -ommitments

%e*elop positi*e relations with the *arious project managers 'e asserti*e about staffing the project with the best people, but be willing to compromise (dentify alternati*e internal staff selection %etermine the feasibility and costs in*ol*ed with hiring from the outside if the re/uired people cannot be made a*ailable ee$ to negotiate a fair deal in which both parties can achie*e their objecti*e -onsult with the project sponsor in cases where a reasonable agreement cannot be wor$ed out -onfirm all negotiated staff commitments in writing

(dentify and recruit new team members

Obtain authorisation to hire e)ternally5 including the recruitment related costs 0or$ closely with a recruiter who has e)perience hiring people with the re/uired /ualification %e*elop and implement a recruitment strategy #nsure /ualified candidates are inter*iewed by $ey team members and project sta$eholders elect the candidate who will wor$ best with the other team members and who has the most suitable /ualifications

(dentify and Obtain 4eeded Outside .esources

Obtain authorisation to contract with e)ternal employment agencies, including the needed budget (dentify /ualified employment agencies olicit proposals from /ualified employment agencies elect the most appropriate employment agencies 4egotiate a contract with the employment agency for the timely deli*ery of specific ser*ices or deli*erables

Publish team directory

Obtain needed information form all team members and other project sta$eholders (dentify who needs to recei*e the team directory %etermine the most appropriate means for distributing the team directory, ranging from a memo or a printed publication, to an e3mail notification or a lin$ on a project3 related website

+eam de*elopment "team building

Organise an off3site team building meeting to $ic$ the project off (n*ol*e all team members in putting together the project schedule and plan -larify roles, responsibilities and e)pectations &gree on a set of ground rules to go*ern team beha*iour and interactions, including common methods for managing meetings, sol*ing problems, ma$ing decisions, resol*ing conflict and escalating issues resolution #ngage in group acti*ities that enable to get to $now each other better and de*elop mutual respect and trust

et up reward system
(dentify $ey milestones in the project schedule that will ser*e as appropriate times to recognise and reward indi*iduals and team accomplishments (dentify informal forms of recognition and rewards that are in the project manager1s authority to pro*ide (dentify formal forms of recognition and rewards that would be appropriate but re/uire high le*el appro*al ee$ appro*al for the project1s recognition and reward system from the project sponsor and functional management &dminister recognition and rewards in an e/uitable, non3 biased manner based upon indi*idual and team accomplishment of important project milestones

2ocation
&ssess the physical pro)imity of team members and determine whether co3location could significantly impro*e team communications %etermine if the potential benefits of co3locating team members would out3weigh the costs 0here co3location is not possible, organise a project war3room for displaying and discussing project information Pro*ide the team with an easy to use electronic mail system to e)pedite communication and the e)change of project documents

+raining
(dentify the s$ills re/uired for successful team performance &ssess team s$ills indi*idually and collecti*ely chedule technical and non3technical training needed by most members of the team 0or$ with indi*iduals who ha*e specific learning needs to attend appropriate classes #ncourage team members to share their $nowledge to help each other learn

-oach
Obser*e team member performance and identify areas for possible impro*ement 'e a*ailable to team members to tal$ about their /uestions, concerns and problems &s$ team members if they would li$e help or assistance -oach team members as needed to impro*e their performance

+he winning project team

%efine purpose 6&re we all committed to the same purpose78 &gree team roles 6How will we contribute to fulfilling our purpose78 -larify team rules and responsibilities 6How will we manage our relationships78 (ntegrate all team members7 6How will we wor$ together as a team78 Manage team performance #*aluate team performance

%ream team
+here is a common and inspiring *ision to which e*eryone is committed (ndi*idual roles and goals are clear People feel safe to say what they thin$ and feel People e)press themsel*es clearly without ambiguity #*eryone1s opinion is *alued and respected People get and gi*e appreciation and praise5 (nstead of criticism people gi*e helpful ad*ice People say what they li$e about ideas and de*elop them5 rather than dismiss them

%ream team continued9.

uccesses are celebrated and e*eryone enjoys being good at what they do People are open minded and welcome change and inno*ation +he team is supporti*e and e*eryone is encouraged to ta$e the initiati*e and lead -onflict is handled up front +hings mo*e bris$ly5 clear decisions are made and communicated5 it1s e)citing

4ightmare team
+here is no sense of purpose goals are not always agreed People are cautious and hold bac$. +hings are not said. !aces are enigmatic. (t1s not much fun the atmosphere is hea*y. Humour is at the e)pense of others People o*erly self3critical and ha*e no feeling of ownership e*en of their own jobs 4ew ideas are rejected. +he status /uo maintains. +he general posture is no +here are ri*alries5 competition is unhealthy and stems from internal politics

4ightmare team continues

& minority has a lot to say5 the majority says little5 some say nothing at all. People don1t listen to each other %ecisions ta$e along time and most are imposed without any real consultation +here is a high degree of frustration and complaints are e)pressed outside meetings People hate going to wor$

Projects Managers1 .esponsibility to the team

2eadership +eam building +eam Moti*ation +eam %ecision Ma$ing +eam .eward system -onflict Management Organisational Politics -ommunicating with group

Project Managers1 .esponsibilities to (ndi*idual Members

-ommunicating with (ndi*iduals Moti*ating -ounselling 4egotiating %elegating Problem .esolution Personal rewards Personal .ecognition Power: (nfluence

$ills re/uired in the management of people

&*oiding conflicts in ad*ance Moti*ation for the .ight -andidates +rac$ing People1s satisfaction &ccessing People1s %eli*ery in +erms of 'enefits brought to the Project

Project Manager
& ;ood Project Manager
" " " " " " " " " " " " +a$es ownership of the whole project (s proacti*e not reacti*e &de/uately plans the project (s &uthoritati*e 6NOT &uthoritarian8 (s %ecisi*e (s a ;ood -ommunicator Manages by data and facts not uniformed optimism 2eads by e)ample Has sound <udgement (s a Moti*ator (s %iplomatic -an %elegate

2eadership
Leadership is the capacity to translate vision into reality. Leadership occurs when one person induces others to work toward some predetermined objectives. The superior leader gets things done with very little motion. He imparts instruction not through many words but through a few deeds.

2eadership
He keeps informed about everything but interferes hardly at all. He is a catalyst, and though things would not get done well if he were not there, when they succeed he takes no credit. And because he takes no credit, credit never leaves him. Leader . . . is a man who can persuade people to do what they don't want to do, or do what they're too la y to do, and like it.

2eadership
A leader is best !hen people barely know that he e"ists, #ot so good when people obey and acclaim him, !orst when they despise him. $ail to honor people, they fail to honor you. %ut of a good leader, who talks little, !hen his work is done, his aim fulfilled, They will all say& '!e did this ourselves.'

2eadership composed of
+he person leading +he people being lead +he situation

2eadership +ypes
Hereditary e.g. !amily business, .oyalty ,ualities " positi*e /ualities de*eloped o*er years ituational " good in some situations !unctional " 6%oing things consistently well8

Project 2eadership
&chie*e the tas$ 'uild the team %e*elop the indi*idual

#ffecti*e 2eadership (nfluenced by

uperior1s e)pectations and beha*ior +as$ .e/uirements Peer1s e)pectations and beha*ior ubordinate1s characteristics, e)pectations and beha*ior Organisational climate and policies Personality, past e)perience and e)pectations

2eadership tyles
&utocratic culture. Hierarchical decision ma$ing. ;ood for early stage of team 6!orming8 -harismatic. Manager sells decisions by personal influence 6 torming:4orming8 %emocratic consulting with team but decision finally made by manager 64orming:Performing8 #mpowering 6Performing8

2eadership based on trust

2eaders do what they say and say what they mean +hey admit when they are wrong +hey enlist the opinions and ideas of others in decisions that impact them (n this way they earn the trust of the people with whom they wor$ +o be a good leader one has to find, build, earn and grant trust to others +rust is earned through commitment +rust is lost through inconsistent beha*ior

Moti*ational +heory
Maslow Hertzberg +heory = and +heory >

Maslow1s hierarchy of needs

Maslow
elf " actualisation 6need to grow, to be fulfilled8 #steem 6 elf respect, achie*ement8 ocial needs 6&ffection, belonging, human contact8 ecurity 6 afety, order, freedom8 Physiological 6&ir, food, water, se)8

Herzberg1s +heory
Hygiene factors? pay, attitude, wor$ing conditions @0hat it ta$es to maintain minimal health of the organisationA Poor hygiene factors may destroy moti*ation by impro*ing hygiene factors under normal circumstances we are not li$ely to increase moti*ations Moti*ators? Positi*e moti*ation results from an opportunity to achie*e and e)perience self3 actualisation. +he wor$er should ha*e a sense of personal growth and responsibility

Mc;regor1s +heory = and +heory >

+heory = 6Management theory prior to world war s8 +he traditional approach to the management of wor$ers. Managers organise the elements of the producti*e enterprise3 money, material, e/uipment, people " in the interest of economic ends. 0or$ers are seen as inherently self3 centered, lazy, lac$ing ambition. & top3down *iew of how people should be managed

Mc;regor1s +heory = and +heory >

+heory > People are not by nature resistant to organisational needs. +hey are willing and able to accept responsibility and are concerned with self3growth and self3fulfillment. Managers should try to create an en*ironment where wor$ers @can achie*e their own goals best by directing their own efforts towards organisational objecti*es

 +han$ you for your attention