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Project Human Resource Management

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Dejene Tsegaye
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17 views5 pages

Project Human Resource Management

Uploaded by

Dejene Tsegaye
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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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
 Includes all project stakeholders:
o sponsors,
o customers,
o project team members,
o support staff,
o supplier supporting the project
 includes the processes required to make
 involves the following processes:
o organizational planning – involves identifying, assigning, and documenting project roles,
responsibilities, and reporting relationships
o Staff acquisition – involves getting the needed personnel assigned to and working on
the project
o Team development – involves building individual and group skills to enhance project
performance

Keys to managing people

 Abraham Maslow
o Developed a hierarchy at needs that suggests physiological safety, social, esteem, and
self-actualization needs motivate behavior

Self -
actualization

Esteem

Social

Safety

Physiological

Maslow’s hierarchy of needs


 Psychosocial issues that affect how people work and how well they work:
o Motivation Theories
o Influence and Power
o Improving Effectiveness
 Frederick Herzberg
o Distinguished between motivators and hygiene factors
o Hygiene factors such as larger salaries or more attractive work environment will cause
dissatisfaction if not present, but do not motivate workers to do more if present
o Factors such as achievement, recognition, responsibility, advancement and growth
produce job satisfaction and are work motivators
 Douglas McGregor
o One of the great popularizers of a human relations approach to management, and is
best known for developing Theory X and Theory Y
o Found that although many managers spouted the right ideas, they actually followed a
set of assumptions about worker motivation that he called Theory X (sometimes
referred to as classical systems theory)
o Suggested a different series of assumptions about human behavior that he called Theory
Y (sometimes referred to as human relations theory)
 Nine influences bases available to project managers:
o Authority – the legitimate hierarchical right to issue orders
o Assignment – the project manager’s perceived ability to influence a worker’s later work
assignments
o Budget – the project manager’s perceived ability to authorize other’s use of
discretionary funds
o Promotion – the ability to improve a worker’s position
o Money – the ability to increase a worker’s pay and benefits
o Penalty – the project manager’s perceived ability to dispense or cause punishment
o Work challenge – the ability to assign work that capitalizes on a worker’s enjoyment of
doing a particular task, which taps an intrinsic motivational factor
o Expertise – the project manager’s perceived special knowledge that others deem
important
o Friendship – the ability to establish friendly personal relationships between the project
manager and others
 Five main types of power:
o Coercive power – involves using punishment, threats, or other negative approaches to
get people to do things they do not want to do
o Legitimate power – getting people to do things based on a position of authority
o Expert power - involves using one’s personal knowledge and expertise to get people to
change their behavior
o Reward power – involves using incentive to induce people to do things
o Referent power – based on an individual’s personal charisma
 Steven Covey’s seven habits to improve effectiveness on projects:
o Be proactive
o Begin with the end in mind
o Put first things first
o Think win/win
o Seek first to understand, then to be understood
o Synergize
o Sharpen the saw

Organizational planning

 Generates an organizational chart for the project, roles and responsibility assignments, often
shown in matrix form called a responsibility assignment matrix (RAM), and a staffing
management plan

Project
manager

Deputy Project
Manager

Systems Independent Project Quality Configuration


Engineering Test Group Technical Lead Assurance Management

S/W S/W H/W


Subproject Subproject Subproject
Manager 1 Manager 2 Manager

Team 1 Team 2 Team 3 Team 1 Team 2 Team 1 Team 2

Sample Organizational Chart for a large information technology Project

 Deputy project managers


o Fill in for project managers in their absence and assist them as needed which is similar
to the role of a vice president
 Subproject managers
o Responsible for managing the subprojects into which a large project might be divided
 Process consists of four steps:
o Finalizing the project requirements
o Defining how the work will be accomplished
o Breaking down the work into manageable elements
o Assigning work responsibilities
 Organizational Breakdown Structure (OBS)
o Specific type of organizational chart that shows which organizational units are
responsible for which work items
o Can be based on a general organizational chart and then broken down into more detail
based on specific units within departments in the company or units in any
subcontracted companies
 Responsibility Assignment Matrix (Ram)
o Allocates work to responsible and performing organizations, teams, or individuals,
depending on the desired level of detail.

Staff acquisition

o Staff acquisition’s main outputs include project staff assignments and a project team directory
o Organizations that do a good job of staff acquisition hav good staffing plans, which describes the
number and type of people who are currently in the organization and the number and type of
people anticipated to be needed for the project based on current and upcoming activities
o It is important to have good procedures in place for hiring subcontractors and recruiting new
employees

 Resource loading
o The amount of individual resources an existing schedule requires during specific time
periods
o Helps project managers develop a general understanding of the demands a project will
make on the organization’s resources, as well as on individual people’s schedules
 Responsibility leveling
o Technique for resolving resource conflicts by delaying tasks
o Form of network analysis in which resources management concerns drive scheduling
decisions (start and finish dates)
o Its main purpose is to create a smoother distribution of resource usage

Team Development

 Training
o Project managers often recommend that people take specific training courses to
improve individual and team development
 Team building activities
o Include to common approaches: Using physical challenges and psychological preference
indicator tools
 Reward and Recognition systems
o If management rewards teamwork, they will promote or reinforce people to work more
effectively in teams.

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