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Human Side of Project Management

This document discusses managing human resources in project-based organizations. It notes that projects are increasingly used to deliver corporate strategy, which has managerial implications like using short-term contracts. HR practices must adapt as project teams change. Project phases include feasibility, formulation, implementation, and sustaining. Knowledge workers are more common than physical workers. Contract workers are less skilled than regular employees. The document also discusses competencies, learning styles, stakeholders, matrix structures, expectations between roles, and working relationships.

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Ahyaan
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39 views

Human Side of Project Management

This document discusses managing human resources in project-based organizations. It notes that projects are increasingly used to deliver corporate strategy, which has managerial implications like using short-term contracts. HR practices must adapt as project teams change. Project phases include feasibility, formulation, implementation, and sustaining. Knowledge workers are more common than physical workers. Contract workers are less skilled than regular employees. The document also discusses competencies, learning styles, stakeholders, matrix structures, expectations between roles, and working relationships.

Uploaded by

Ahyaan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Human Side of

Project Management
Dr C S Venkata Ratnam
Director
International Management Institute
Managing HR in project-based
organisation
• “We live in a world in which projects and multidisciplinary
working are key vehicles for delivering corporatae
strategy”
• The widespread use of projects as a way of organising
work has managerial implications for organisations in
areas such as governance, operational control and
management of knowledge and learning: for example I
– in staffing it is short/fixed term contracts
– Regular phasing out of people as contracts finish key problem
– incentives based not on ‘the more you work the more you get’,
but on ‘savings in time and cost.’
• It also impacts directly on the HR practices
of organisation. Every time a new project
is developed, the human configuration of
the organisation must change, demanding
adaptibility and flexibility from employers
and managers.
Phases and Stages
• PHASES • STAGES
– Feasibility – Gestation
– Formulation – Growth
– Implementation – Independence
– Installation – Declining
– Sustaining – Death/Closure
(Start, control,
coordinate, manage
project discontinuities
and project close-
down)
Dualism in People Characteristics
Power Shift & Management Approaches
• Physical Worker • Knowledge Worker
– Wealth: land/capital – Knowledge
– Human energy: brawn or – Brain or mind
muscle
– Dependence: one-sided – Two-way
– Communication: top down – Open, multiple
– Motivation: fear/favouritism – Fairness
– Leadership: Direction and – Consensus and
control commitment
Contract labour
• Regular worker • Contract worker
– Better skilled, – Less skilled and less
educated educated
– Better trained – Less trained
– More safe – Less safe
– Less work and more – More work and less
pay pay
– Better social security – Less or no social
security
Project Management Personnel
Competencies
• Competence • Maturity levels of
– Knowledge SEI/PCMM
– Skills – Initial: ad hoc, continual
– Core personality collection of data to
characteristics identity, analyse and
– Demonstrate performance correct defects
in accordance with – Repeatable: process
occupational/professional measured, minimum
and organisational metrics for quality and
competency standards productivity
– Defined: process is defined
and institutionalised
– Managed: process is
quantitatively measured
– Optimised: continuous
improvement
Kolbs learning styles
• Concrete experience
• Observations and reflections
• Formation of abstract concepts and
generalisation
• Testing implications of concepts in new
situations
Stakeholders and stakeholder
resources
• Stakeholders – • Resources
primary and – Allies or enemies
secondary
Matrix Structure, Dual Reporting
• Requirements of functional bosses at HQ
• Administrative exigencies of bosses at the
project site
• Conflict/clash of interests
• Managing the delicate balance:
– When to act without reporting to HQ
– When to act and report to HQ
– when
Dualism in Expectations
• Project Manager • Client
– Communicate – Be honest
requirements – Know the business
– Understand the work of the – Have the tech expertise
team – Keeping current
– Not indulge in – Being cooperative
scapegoating
– Communicating
– Provide time and resources
– Providing the best output
– Designate focal points
– Providing the best quality
– Be willing to experiment
– Take ownership
Mutual expectations of senior
management and boss
• Expectations from • Expectations from
senior management project manager
– Being honest? – Guidance and
– Taking decisive action direction
– Possessing expertise – Autonomy
– Doing a good ob – Support
– Commitment to the – commitment
project
– communciating
Working together
• With the senior management
• With colleagues: peers, superiors and
subordinates
• With customers: clients, contractors,
suppliers, dealers.
• Openness, ethics, trust and transparency
fairness and equity
• Have a win win attitude for mutual gains

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