Project Management

Sixth Edition
Lecturer: Hassan Hussein
Abdi
 Making the most effective use of the people
involved with a project
 Processes include:
◦ Developing the human resource plan: identifying and
documenting project roles, responsibilities, and reporting
relationships
◦ Acquiring the project team: getting the needed
personnel assigned to and working on the project
◦ Developing the project team: building individual and
group skills to enhance project performance
◦ Managing the project team: tracking team member
performance, motivating team members, providing timely
feedback, resolving issues and conflicts, and coordinating
changes to help enhance project performance

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 Psychologists and management theorists have
devoted much research and thought to the field of
managing people at work
 Important areas related to project management

include:
◦ Motivation theories
◦ Influence and power
◦ Effectiveness

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 Intrinsic motivation causes people to participate
in an activity for their own enjoyment
 Extrinsic motivation causes people to do
something for a reward or to avoid a penalty
 For example, some children take piano lessons for
intrinsic motivation (they enjoy it) while others take
them for extrinsic motivation (to get a reward or
avoid punishment)

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 Abraham Maslow argued that humans possess
unique qualities that enable them to make
independent choices, thus giving them control of
their destiny
 Maslow developed a hierarchy of needs which

states that people’s behaviors are guided or

motivated by a sequence of needs

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 Frederick Herzberg wrote several famous books
and articles about worker motivation; he
distinguished between:
◦ Motivational factors: achievement, recognition, the
work itself, responsibility, advancement, and growth,
which produce job satisfaction
◦ Hygiene factors: cause dissatisfaction if not present,
but do not motivate workers to do more; examples
include larger salaries, more supervision, and a more
attractive work environment

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 Specific needs are acquired or learned over time
and shaped by life experiences, including:
◦ Achievement (nAch): achievers like challenging projects
with achievable goals and lots of feedback
◦ Affiliation (nAff): people with high nAff desire harmonious
relationships and need to feel accepted by others, so
managers should try to create a cooperative work
environment for them
◦ Power (nPow): people with a need for power desire either
personal power (not good) or institutional power (good for
the organization); provide institutional power seekers with
management opportunities

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 Douglas McGregor popularized the human relations
approach to management in the 1960s
 Theory X: assumes workers dislike and avoid work,
so managers must use coercion, threats, and various
control schemes to get workers to meet objectives
 Theory Y: assumes individuals consider work as
natural as play or rest and enjoy the satisfaction of
esteem and self-actualization needs
 Theory Z: introduced in 1981 by William Ouchi and is
based on the Japanese approach to motivating
workers, emphasizing trust, quality, collective
decision making, and cultural values

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1. Authority: the legitimate hierarchical right to issue
orders
2. Assignment: the project manager's perceived
ability to influence a worker's later work
assignments
3. Budget: the project manager's perceived ability to
authorize others' use of discretionary funds
4. Promotion: the ability to improve a worker's
position
5. Money: the ability to increase a worker's pay and
benefits

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6. Penalty: the project manager's ability to cause
punishment
7. Work challenge: the ability to assign work that
capitalizes on a worker's enjoyment of doing a
particular task
8. Expertise: the project manager's perceived
special knowledge that others deem important
9. Friendship: the ability to establish friendly
personal relationships between the project
manager and others

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 Projects are more likely to succeed when project
managers influence with:
◦ Expertise
◦ Work challenge
 Projects are more likely to fail when project
managers rely too heavily on:
◦ Authority
◦ Money
◦ Penalty

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 Power is the potential ability to influence behavior
to get people to do things they would not
otherwise do
 Types of power include:
◦ Coercive
◦ Legitimate
◦ Expert
◦ Reward
◦ Referent: charismatic person influences others via the
admiration, respect and trust

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 Project managers can apply Covey’s 7 habits to
improve effectiveness on projects
◦ Be proactive
◦ Begin with the end in mind
◦ Put first things first
◦ Think win/win
◦ Seek first to understand, then to be understood
◦ Synergize
◦ Sharpen the saw

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 Good project managers are empathic listeners;
they listen with the intent to understand
 Before you can communicate with others, you
have to have rapport, a relation of harmony,
conformity, accord, or affinity
 Mirroring is the matching of certain behaviors of
the other person, a technique to help establish
rapport
 Project Management professionals need to
develop empathic listening and other people skills
to improve relationships with users and other
stakeholders

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 Involves identifying and documenting project
roles, responsibilities, and reporting relationships
 Contents include:
◦ Project organizational charts
◦ Staffing management plan
◦ Responsibility assignment matrixes
◦ Resource histograms

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 A responsibility assignment matrix (RAM) is a
matrix that maps the work of the project as
described in the WBS to the people responsible
for performing the work as described in the OBS
 Can be created in different ways to meet unique

project needs

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 R = responsibility
A = accountability, only one A per task
C = consultation
I = informed
Note that some people reverse the definitions of responsible and accountable.

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 A staffing management plan describes when
and how people will be added to and taken off the
project team
 A resource histogram is a column chart that

shows the number of resources assigned to a

project over time

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 Acquiring qualified people for teams is crucial
 The project manager who is the smartest person
on the team has done a poor job of recruiting!
 It’s important to assign the appropriate type and
number of people to work on projects at the
appropriate times

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 Staffing plans and good hiring procedures are important,
as are incentives for recruiting and retention
◦ Some companies give their employees one dollar for every hour a
new person they helped hire works
◦ Some organizations allow people to work from home as an
incentive
 Enrollment in U.S. computer science and engineering
programs has dropped almost in half since 2000, and one-
third of U.S. workers will be over the age of 50 by 2010
 CIO’s researchers suggest that organizations rethink
hiring practices and incentives to hire and retain IT talent

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 Resource loading refers to the amount of
individual resources an existing schedule requires
during specific time periods
 Helps project managers develop a general

understanding of the demands a project will make

on the organization’s resources and individual
people’s schedules
 Overallocation means that more resources than

are available are assigned to perform work at a

given time

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 Resource leveling is a technique for resolving
resource conflicts by delaying tasks
 The main purpose of resource leveling is to create

a smoother distribution of resource usage and

reduce overallocation

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 When resources are used on a more constant
basis, they require less management
 It may enable project managers to use a just-in-

time inventory type of policy for using

subcontractors or other expensive resources
 It results in fewer problems for project personnel

and accounting department

 It often improves morale

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 The main goal of team development is to help
people work together more effectively to improve
project performance
 It takes teamwork to successfully complete most

projects

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 Forming
 Storming
 Norming
 Performing
 Adjourning

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 Training can help people understand themselves,
each other, and how to work better in teams
 Team building activities include:

◦ Physical challenges
◦ Psychological preference indicator tools

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 People are perceived as behaving primarily in one
of four zones, based on their assertiveness and
responsiveness:
◦ Drivers: are proactive and task-oriented,
◦ Expressives: are proactive and people-oriented,
◦ Analyticals: are reactive and task-oriented.
◦ Amiables: arc reactive and people-oriented.
 People on opposite corners (drivers and amiables,
analyticals and expressives) may have difficulties
getting along

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 Also uses a four-dimensional model of normal
behavior
◦ Dominance
◦ Influence
◦ Steadiness
◦ Compliance
 People in opposite quadrants can have problems
understanding each other

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 Team-based reward and recognition systems can
promote teamwork
 Focus on rewarding teams for achieving specific

goals
 Allow time for team members to mentor and help

each other to meet project goals and develop

human resources

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 Project managers must lead their teams in performing
various project activities
 After assessing team performance and related

information, the project manager must decide:

◦ If changes should be requested to the project
◦ If corrective or preventive actions should be recommended
◦ If updates are needed to the project management plan or
organizational process assets

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 Observation and conversation
 Project performance appraisals
 Conflict management
 Issue logs
 Interpersonal skills

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 Be patient and kind with your team
 Fix the problem instead of blaming people
 Establish regular, effective meetings
 Allow time for teams to go through the basic

team-building stages
 Limit the size of work teams to three to seven

members

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 Patrick Lencioni, author of several books on
teams, says that “Teamwork remains the one
sustainable competitive advantage that has been
largely untapped”*
 The five dysfunctions of teams are:
1. Absence of trust
2. Fear of conflict
3. Lack of commitment
4. Avoidance of accountability
5. Inattention to results
*Lencioni, Patrick, “Overcoming the Five Dysfunctions of a Team,” Jossey-Bass:
San Francisco, CA (2005), p. 3.

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 Plan some social activities to help project team
members and other stakeholders get to know
each other better
 Stress team identity
 Nurture team members and encourage them to

help each other

 Take additional actions to work with virtual team

members

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 Software can help in producing RAMS and
resource histograms
 Project management software includes several
features related to human resource management
such as:
◦ Assigning resources
◦ Identifying potential resource shortages or
underutilization
◦ Leveling resources

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 Project managers must:
◦ Treat people with consideration and respect
◦ Understand what motivates them
◦ Communicate carefully with them
 Focus on your goal of enabling project team
members to deliver their best work

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 Project human resource management includes the
processes required to make the most effective use
of the people involved with a project
 Main processes include:
◦ Develop human resource plan
◦ Acquire project team
◦ Develop project team
◦ Manage project team

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