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Lecture 8 - HR

This document discusses human resource management in project management. It covers: 1) Humans are the most expensive and important resource to manage for project success. HR management involves getting the right people, assigning the right roles, and motivating team members. 2) Factors like group composition, cohesiveness, communication, and organization influence how effective groups work together. 3) Successful project managers understand theories of motivation, influence different personality types, and adapt to new generations like Gen-Y using expertise, challenge, and flexible work arrangements rather than strict authority.

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0% found this document useful (0 votes)
33 views46 pages

Lecture 8 - HR

This document discusses human resource management in project management. It covers: 1) Humans are the most expensive and important resource to manage for project success. HR management involves getting the right people, assigning the right roles, and motivating team members. 2) Factors like group composition, cohesiveness, communication, and organization influence how effective groups work together. 3) Successful project managers understand theories of motivation, influence different personality types, and adapt to new generations like Gen-Y using expertise, challenge, and flexible work arrangements rather than strict authority.

Uploaded by

Hiêu Hà
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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FIT426 . Project Management .

Lecture 8

HR MANAGEMENT
Humans as a Resource
 The most expensive resource in a project
 A major determinant to project success
 A resource that fluctuates
 A resource that PM must best manage
 What does HR management mean?
 Getting the right people
 Assigning the right person to the job
 Motivating them
Factors in Group Working
 Factors that influence group working:
 Group composition - Is there the right balance of skills,
experience and personalities?
 Group cohesiveness – Does the group think of itself as a
team rather than as a collection of individuals?
 Group communication – Do the members of the group
communicate effectively with each other?
 Group organisation – Is the team organised in such a way
that everyone feels valued and is satisfied with their role?
Putting a Team Together
 Match skills needed to the project requirements
 Determine the roles and responsibilities of the core
and extended team
 Establish criteria for each role
 Provide clear briefs to members of the team
Group Cohesiveness
In a cohesive group team members see the group as more
important than the individuals within it:
 Group quality standard can be developed – because this is established
by consensus, it is more likely to be observed than external standards
imposed on the group
 Group members work closely together – people in the group learn from
each other. Inhibitions caused by not knowing something are minimised
 Group members can get to know each other’s work – continuity can be
maintained should a group member leave
 Work can be shared – programs and pieces of work are regarded as
group property rather than personal property.
Group Communication
 Good communication averts many problems
 Group size – communication more difficult the larger the
group size. Status difference between group members may
mean that some communications are one-way.
 Group structure – people often communicate more
effectively when in groups with informal structure rather
than formal, hierarchical structure. People at the same level
may not talk to each other.
 Group composition – if there are too many people in the
group who have the same personality types they may clash,
and inhibit communication
Group Organisation
 Team structures may vary, and structure will have
an effect on individuals working in the team
 We will consider 4 common team types:
 Functional Team
 Project (Single) Team
 Matrix Team
 Contract Team
Functional Team
 Often exist in hierarchical organisations
 Functional teams will deal will one part of a longer
process – i.e. systems analysts may all work
together; software developers may all work
together, testers may all work together. If the
hierarchy is rigid projects may be passed from one
section to another – ‘baton passing’
 Functional teams often have a team leader
 Also need a project manager to oversee work that
passes from one functional team to another
 May have problems with communication
Project Team
 Team set up to run a particular project
 Will have a project manager
 Team may stay together to run other projects –
common in software development
 Communication within the team should not be
such a problem, but need to ensure that
communication with other stakeholders is not
neglected
Matrix Team
 Staff report to different managers for different
aspects of their work
 Project manager will oversee project work
 Line manager will oversee other work
 Staff often seconded to work on a particular
project either full time or part time
Mixed Teams
 It is perfectly possible to have mixed teams where
staff may be:
 Full time and responsible to project manager
 Part time and responsible to project manager
 In matrix where work on project overseen by project
manager but responsible to line manager for other
work
 In hierarchy where work on project under line manager
but by negotiation with project manager
People Capability Maturity Model
 Software Engineering Institute (SEI) – USA
 Looking at Software Process Improvement –
 Capability Maturity Model (CMM) for software processes
 People Capability Maturity Model (P-CMM)
 Five level model:
 Initial – Ad hoc, informal people management
 Repeatable – Established policies for staff dev.
 Defined – Standardisation of best practice
 Managed – Goals for people management
 Optimising – Focus on improving individual
competence and workforce motivation
People Capability Maturity Model
Optimising
Continuous workforce innovation
Coaching
Managed Personal competency development

Organisational performance alignment


Organisational competency management
Team-based practices
Team building
Defined Mentoring
Participatory culture
Competency-based practices
Career development
Competency development
Workforce planning
Repeatable Knowledge and skills analysis
Compensation
Training
Performance management
Staffing
Communication
Work Environment
Initial
PM Perspective

HR Assemblin Developin Managing


Planning g Team g Team Team
Creating the Project Team HR
Planning
Assemblin
g Team
Developin
g Team
Managing
Team

 The first two processes are straightforward


 Usually constrained by HR in organization
 Planning HR
 Identifying and documenting project roles,
responsibilities, and reporting relationships
 Assemble Team
 Getting the needed personnel assigned to and working
on the project
The Difficult Part… HR
Planning
Assemblin
g Team
Developin
g Team
Managing
Team

 Bringing the individuals together as a team


 Understanding of team dynamics
 The process: forming, storming, norming, performing,
adjourning
 HR management centers around three key areas
 Motivation
 Influence and power
 Effectiveness
Motivation
 Motivation is an important factor, individuals are
motivated by different aspects of jobs
 Individuals need to be clear about their roles and
tasks – and happy with them
 In a psychological study into motivation, Bass and
Dunteman (1963) classified professionals into three
types:
 Task-oriented – motivated by the work they do
 Self-oriented – motivated by personal success and
achieving own goals
 Interaction-oriented – motivated by presence and actions
of colleagues
Motivating People
 Two types
 Intrinsic – if people enjoy a task, they will participate
on their own
 Extrinsic – otherwise, may participate for a reward or
avoid penalties
 Many studies on these motivations
 Understanding helps PM develop teams
 Many known theories
Maslow’s Hierarchy of Needs
 People’s behavior are dependent on the type of
needs that evolves over time
Herzberg’s Factors
 Motivational factors
 Achievement, recognition, the work itself,
responsibility, advancement, and growth
 These factors produce job satisfaction
 Hygiene factors
 Larger salaries, more supervision, and a more attractive
work environment
 These factors cause dissatisfaction if not present
 But do not motivate workers to do more.
Other Theories
 McClelland’s Acquired-Needs Theory
 McGregor’s Theory X and Y
 Thamhain and Wilemon’s Theory on
Influencing Projects

 What do all these theories do for PM?


The Answer
 Projects are more likely to succeed when project
managers influence people using
 Expertise
 Work challenge
 Projects are more likely to fail when project
managers rely too heavily on
 Authority
 Money
 Penalty
 What about Gen-Y in 2010?
Understanding Gen-Ys
 Gen-Ys are a different lot
 Do traditional HR practice still work?
 What about technological impacts? Do you Twitter?
 There are many good videos about managing
Gen-Ys
 http://www.youtube.com/watch?v=421vkU23-WY
 http://www.youtube.com/watch?v=TKQAt9B9RHY
Power
 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

24
Improving One-self
 Stephen’s Covey’s 7 Habits of Highly Effective
People
 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
Start Here…
 Good project managers are empathic listeners
 They listen with the intent to understand
 Build rapport
 Harmony, conformity, accord, or affinity
 Mirroring helps establish rapport
 Most professionals need to develop empathic
listening and other people skills to improve
relationships with users and other stakeholders
The Tools
 Project organizational charts
 Staffing management plans
 Responsibility assignment matrixes
 Resource histograms
Responsibility Assignment Matrix
 A matrix that maps the work of the project (WBS)
to the people responsible
Others
 Staffing management plan
 Describes when and how people will be added to and
taken off the project team
 Resource histogram
 A column chart that shows the number of resources
assigned to a project over time
Developing the Project Team
 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

30
Tuckman Model of Team Development
 Forming
 Storming
 Norming
 Performing
 Adjourning

31
Training
 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

32
Meyers-Briggs Type Indicator (MBTI)
 MBTI is a popular tool for determining personality
preferences and helping teammates understand each other
 Four dimensions include:
 Extrovert/Introvert (E/I)
 Sensation/Intuition (S/N)
 Thinking/Feeling (T/F)
 Judgment/Perception (J/P)
 NTs or rationals are attracted to technology fields
 IT people vary most from the general population in not
being extroverted or sensing

33
Social Styles Profile
 People are perceived as behaving primarily in one
of four zones, based on their assertiveness and
responsiveness:
 Drivers
 Expressives
 Analyticals
 Amiables
 People on opposite corners (drivers and amiables,
analyticals and expressives) may have difficulties
getting along

34
Figure 9-10. Social Styles

35
DISC Profiles
 Also uses a four-dimensional model of normal
behavior
 Dominance
 Influence
 Steadiness
 Compliance
 People in opposite quadrants can have problems
understanding each other

36
Figure 9-11. The DISC Profile

37
Belbin’s Team Roles
 Meredith Belbin – researcher at Henley Management
College
 Studied the behaviour of managers from all over the world
 Identified different clusters of behaviour underlying team
success
 Team Roles
 Action-oriented roles
 Shaper, Implementer, Completer Finisher
 People-oriented roles
 Co-ordinator, Team-worker, Resource Investigator
 Cerebral roles
 Plant, Monitor Evaluator, Specialist
 Overview of roles
Managing the Project Team

 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

39
Tools and Techniques for Managing Project Teams

 Observation and conversation


 Project performance appraisals
 Conflict management
 Issue logs
 Interpersonal skills

40
Keeping People Motivated
 People loose motivation when they
 feel they do not make a difference
 do not get proper recognition
 are not learning anything new
 do not like their coworkers
 want to earn more money
 How can PM address these issues?
 Can a PM address all these issues?
Reward and Recognition Systems
 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

42
General Advice on Teams

 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

43
General Advice on Teams (continued)
 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

44
Project Resource Management Involves Much More Than
Using Software

 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

45
Summary
 HR management is a soft skill
 Understanding how people behave is important
 Many different views and theories
 Textbook concepts – are they outdated?
 Best way to learn HR?
 Get involved
 Read books in Borders!
 Read accompanying textbook slides

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