Lecture Four

Human Resource Management (HRM) and

Stakeholder Management
 i. Importance of Human Resource Management with IT
Development and Applications

 There are very few places on Earth where you

cannot access the Internet.
 Most countries have at least one Internet
service provider that provides a network
infrastructure (hardware such as equipment,
cables, and wireless access) to major cities.
 Even in areas with no local Internet service
providers, global satellite networks can
provide Internet access to remote areas.
 i. Importance of Human Resource Management with IT
Development and Applications
 Broadband technology in developing countries is slow, resulting
in the populations of these countries using mobile technology
to access the Internet (Statista, 2018).
 Because of the availability of Internet services through mobile
devices, Internet use has been consistently growing (Statista,
2018).
 Smartphones are becoming less expensive with more features,
and mobile service providers are providing more reliable
Internet over less-expensive cellular networks.
 This is contributing to increased Internet penetration rates in
many countries.
 In 2016 was the first year in which mobile device access made
up the majority of worldwide Internet usage (Statcounter,
2016).
 i. Importance of Human Resource Management with IT
Development and Applications
The Internet penetration rate refers to "the
percentage of the total population of a given
country or region that uses the Internet" (IGI
Global, n.d.).
As of September 2017, the global Internet
penetration rate is estimated at 51% (Statista,
2018).
Accordingly, approximately one half of the world's
population has access to the Internet and the
capacity to use the Internet (see Figure 1 for a
breakdown of the Internet penetration rate by
region).
i. Importance of Human Resource Management with IT
Development and Applications
 i. Importance of Human Resource Management versus IT
Development and Applications
As connections to the Internet become more reliable
and more people connect, more important services
tend to be provided online.
Mobile devices, mobile Internet, and these apps are
so popular that government services, payments,
investments, public and private transportation and
many other services are fully integrated in the
application (Kessel and Mozur, n.d.).
With critical services increasingly being offered online
- at times, accompanied by a reduction of offline
services, there is also more opportunity to abuse
technology and to commit crime services than online
services
 i. Importance of Human Resource Management with IT
Development and Applications
 Tanzania also experiences considerable increase of numbers of users of mobile phones
and internet penetration rates according to TCRA Quarterly Communications Statistics for
July - September 2020 https://www.tcra.go.tz/statistic/2020%20Quarterly%20Statistics
%20Reports/september
 In Tanzania
 i. Importance of Human Resource Management with IT
Development and Applications

 In Tanzania
 i. Importance of Human Resource Management with IT
Development and Applications
 In Tanzania
 i. Importance of Human Resource Management with IT
Development and Applications
 High mobile and Internet users
 High dependence of human on ICTs;
 Most operations and resources for government and non-government rely
on ICT
 Lives have changed socially, physiologically, economically, politically and
legally
 As the economy changes and technology progresses, however, people
need to continually upgrade their skills to remain marketable and flexible.
 The global job market for IT workers is expanding, and the demand for
project managers continues to increase.
 People are needed to develop and maintain IT hardware, software,
networks, and applications
 Workers need to know how they personally contribute to an organization’s
bottom line and how they can continue to do so.
 Negotiation and presentation skills are also crucial to finding and keeping a
good job.
 Generally, there is the need for skilled IT workers and project managers
 i. Importance of Human Resource Management with IT
Development and Applications
• However,
• Many people are struggling with how to increase and diversify the IT
labor pool. Noted problems include:
– The fact that many IT professionals work long hours and must constantly
stay abreast of changes in the field
– Undesirable stereotypes that keep certain people away from the career
field, like women
– The need to improve benefits, redefine work hours and incentives, and
provide better human resource management
• Many corporate executives have said, “People are our most important
asset.”
• People determine the success and failure of organizations and projects.
• Thus, to implement IT projects successfully, organizations need to
understand the importance of project human resource management and
make effective use of people.

• Organizations must work to fulfill their human resource needs and the
needs of individual people in their organizations, regardless of the job
market
 i. Importance of Human Resource Management versus IT
Development and Applications
• However,
• Many people are struggling with how to increase and diversify the IT
labor pool. Noted problems include:
– The fact that many IT professionals work long hours and must constantly
stay abreast of changes in the field
– Undesirable stereotypes that keep certain people away from the career
field, like women
– The need to improve benefits, redefine work hours and incentives, and
provide better human resource management
• Many corporate executives have said, “People are our most important
asset.”
• People determine the success and failure of organizations and projects.
• Thus, to implement IT projects successfully, organizations need to
understand the importance of project human resource management and
make effective use of people.
• Organizations must work to fulfill their human resource needs and the
needs of individual people in their organizations, regardless of the job
market
• Such approaches will develop future talents in IT for developing new
technologies and innovative products
 ii. What is Project Human Resource Management?

• Project human resource management includes the

processes required to make the most effective use
of the people involved with a project.
• It includes all project stakeholders: sponsors,
customers, project team members, support staff,
and suppliers supporting the project
• Processes include
1. Planning human resource management involves
identifying and documenting project roles,
responsibilities, and reporting relationships. The main
13 output of this process is a human resource plan.
ii. What is Project Human Resource Management?

2. Acquiring the project team involves assigning the needed personnel

to work on the project. Outputs are project staff assignments,
resource calendars, and project management plan updates.
3. Developing the project team involves building individual and group
skills to enhance project performance. Team-building skills are often
a challenge for many project managers. Outputs are team
performance assessments and enterprise environmental factors
updates.
4. Managing the project team involves tracking team member
performance, motivating team members, providing timely feedback,
resolving issues and conflicts, and coordinating changes to help
enhance project performance. Outputs include change requests,
project management plan updates, project documents updates,
enterprise environmental factors updates, and organizational process
14 assets updates.
 I. Keys to Managing People
• Psychologists and management theorists have devoted
much research and thought to the field of managing people
at work.
• Psychosocial issues that affect how people work and how
well they work include
a) Motivation (Abraham Maslow, Frederick Herzberg, David
McClelland, and Douglas McGregor )
b) Influence and power (H. J. Thamhain and D. L. Wilemon),
c) Effectiveness (Stephen Covey)
d) Emotional Intelligence (Howard Gardner and Daniel Goleman),
e) Leadership (Peter Northouse-Leadership: Theory and Practice,
Daniel Goleman, John C. Maxwell, Warren Bennis).
15
 a) Motivation Theories
• Psychologists, managers, coworkers, teachers, parents, and most
people in general struggle to understand what motivates people to
do what they do.
• Intrinsic motivation causes people to participate in an activity for
their own enjoyment. For example, some people love to read, write,
or play an instrument because it makes them feel good.
• Extrinsic motivation causes people to do something for a reward or
to avoid a penalty. For example, some young children would prefer
not to play an instrument, but they do because they receive a
reward or avoid a punishment for doing so.
• Why do some people require no external motivation to produce
high-quality work while others require significant external
motivation to perform routine tasks?
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 a) Motivation Theories
• Why can’t you get someone who is extremely productive at work to
do simple tasks at home?
• Humankind is fascinated with asking and trying to answer these types
of questions.
• A basic understanding of motivational theory will help anyone who
works or lives with other people to understand themselves and
others.
• In the 1950s, Sigmund Freud’s psychoanalytic theory promoted the
idea that human beings were not the masters of their destiny and
that all their actions were governed by unconscious processes
dominated by primitive sexual urges.
• Furthermore, during the same time behavioral psychologists saw
human beings as controlled by the environment.
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 A. Maslow’s Hierarchy of Needs
• Maslow argued that both schools of thought failed to recognize
unique qualities of human behavior: love, self-esteem, belonging,
self-expression, and creativity.
• He argued that these unique qualities enable people to make
independent choices, which gives them full control of their destiny.
• He developed a hierarchy (pyramid structure) of needs to illustrate
his theory that people’s behaviors are guided by a sequence of needs.
• Maslow’s hierarchy of needs states that people’s behaviors are
guided or motivated by a sequence of needs.
• At the bottom of the hierarchy are physiological needs. Once
physiological needs are satisfied, safety needs guide behavior. Once
safety needs are satisfied, social needs come to the forefront, and so
on up the hierarchy.
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 A. Maslow’s Hierarchy of Needs
• The order of these needs and their relative sizes in the pyramid are
significant.
• Maslow suggests that each level of the hierarchy is a prerequisite for
the levels above.
• A person cannot consider self-actualization without first addressing
basic needs of security and safety.
• For example, people in an emergency, such as a flood or hurricane,
do not worry about personal growth. Personal survival will be their
main motivation. Once a particular need is satisfied, however, it no
longer serves as a potent motivator of behavior.
• The bottom four needs: physiological, safety, social, and esteem—
are referred to as deficiency needs, and the highest level, self-
actualization, is considered a growth need. Only after meeting
deficiency
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needs can people act upon growth needs.
 A. Maslow’s Hierarchy of Needs

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 A. Maslow’s Hierarchy of Needs
• The needs hierarchy is almost certainly an over-simplification of
motivation in practice.
• Motivation should also take into account different personality types:
i. Task-oriented.
• The motivation for doing the work is the work itself;
ii. Self-oriented.
• The work is a means to an end which is the achievement of
individual goals - e.g. to get rich, to play tennis, to travel etc.;
iii. Interaction-oriented
• The principal motivation is the presence and actions of
co-workers. People go to work because they like to go to
work.
 A. Maslow’s Hierarchy of Needs
• The project manager needs to understand each team member’s
motivation, especially with regard to social, esteem, and self-
actualization or growth needs.
• To address social needs, some companies organize gatherings and
social events for new workers.
• Other project members may find these events to be an invasion of
personal time that they would rather spend with their friends and
family, or working on an advanced degree.
• Maslow’s hierarchy conveys a message of hope and growth. People
can work to control their own destinies and naturally strive to satisfy
higher needs.
• Successful project managers focus on meeting project goals by
understanding team members’ personal goals and needs to provide
appropriate
22
motivation and maximize team performance.
 B. Herzberg’s Motivational and
Hygiene Factors
• In 1968, Frederick Herzberg analyzed the factors that affected
productivity among a sample of 1,685 employees.
• Popular beliefs at the time were that work output was most
improved through larger salaries, more supervision, or a more
attractive work environment.
• According to Herzberg, these hygiene factors would cause
dissatisfaction if not present, but would not motivate workers to do
more if present.
• Today, professionals might also expect employers to provide health
benefits, training, and a computer or other equipment required to
perform their jobs.
• Herzberg found that people were motivated to work mostly by
feelings of personal achievement and recognition.

23
 B. Herzberg’s Motivational and
Hygiene Factors
• He referred to factors that cause job satisfaction as motivators and
factors that could cause dissatisfaction as hygiene factors

24
 C. McClelland’s Acquired-Needs Theory
• David McClelland proposed that a person’s specific needs are
acquired or learned over time and shaped by life experiences.
• The main categories of acquired needs include achievement,
affiliation, and power.
• Normally, one or two of these needs are dominant in people.
• Achievement: People who have a high need for achievement
(nAch) seek to excel, and tend to avoid both low-risk and high-risk
situations to improve their chances for achieving something
worthwhile.
– Achievers need regular feedback and often prefer to work alone or with
other high achievers. Managers should give high achievers challenging
projects with achievable goals.
– Achievers should receive frequent performance feedback, and although
money is not an important motivator to them, it is an effective form of
feedback.

25
 C. McClelland’s Acquired-Needs Theory
• Affiliation: People with a high need for affiliation (nAff) desire
harmonious relationships with other people and need to feel
accepted by others.
– They tend to conform to the norms of their work group and prefer work that
involves significant personal interaction.
– Managers should try to create a cooperative work environment to meet the
needs of people with a high need for affiliation.
• Power: People with a need for power (nPow) desire either personal
power or institutional power.
– People who need personal power want to direct others and can be seen as
bossy.
– People who need institutional power or social power want to organize others
to further the goals of the organization.
– Management should provide such employees with the opportunity to manage
others, emphasizing the importance of meeting organizational goals.
– The Thematic Apperception Test (TAT) can be used to measure the individual
needs of different people as it presents subjects with a series of ambiguous
26
pictures and asks them to develop a spontaneous story for each picture,
assuming they will project their own needs into the story.
 D. McGregor’s Theory X and Theory Y
• 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

27
 b) Influence and Power
• Many people working on a project do not report directly to project
managers, and project managers often do not have control over
project staff who report to them.
• For example, if they are given work assignments they do not like,
many workers will simply quit or transfer to other departments or
projects as they are free to change jobs when they like.
• Influence is related to power, which is the ability to influence
behavior to get people to do things they would not otherwise do.
• Power is much stronger than influence, because it is often used to
force people to change their behavior
• H. J. Thamhain and D. L. Wilemon investigated the approaches that
project managers use to deal with workers and how those
approaches relate to project success with nine influence bases that
are available to project managers
• French and Raven’s classic study, “The Bases of Social Power”
developed
28 five main types of power.
 A. Influence
Thamhain and Wilemon’s Ways to Have Influence on Projects
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
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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 A. Influence
Thamhain and Wilemon’s Ways to Have Influence on Projects
• 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

30
 B. Power
French and Raven’s classic study, “The Bases of Social Power.”
i. Coercive power involves using punishment, threats, or other negative
approaches to get people to do things they do not want to do. This
type of power is similar to Thamhain and Wilemon’s influence category
called penalty.
ii. Legitimate power is getting people to do things based on a position of
authority. This type of power is similar to the authority basis of
influence. Overemphasis on legitimate power or authority also
correlates with project failure.
iii. Expert power involves using personal knowledge and expertise to get
people to change their behavior. People who perceive that project
managers are experts in certain situations will follow their suggestions.
iv. Reward power involves using incentives to induce people to do things.
Rewards can include money, status, recognition, promotions, and
special work assignments.
v. Referent power is based on a person’s own charisma. such as Martin
Luther King, Jr
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 B. Power
French and Raven’s classic study, “The Bases of Social Power.”
• Project managers should understand what types of influence and
power they can use in different situations.
• New project managers often overemphasize their position—their
legitimate power or authority influence—especially when dealing
with project team members or support staff.
• They also neglect the importance of reward power or work challenge
influence.
• People often respond much better to a project manager who
motivates them with challenging work and provides positive
reinforcement for doing a good job.
• Project managers should understand the basic concepts of influence
and power, and should practice using them to their own advantage
and to help their teams.

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 c) Covey and Improving Effectiveness
Stephen Covey, through The 7 Habits of Highly Effective People
 The first three habits of effective help people achieve a private
victory by becoming independent.
i. Be proactive. People have the ability to be proactive and choose their
responses to different situations (like Maslow). Project managers and
team members must be proactive for problems or inevitable changes
on projects.
ii. Begin with the end in mind. Focus on values to be accomplished and
significance by writing a mission statement. Many organizations and
projects have mission statements that help them focus on their main
purpose.
iii. Put first things first. Develop a time management system and matrix
to help people prioritize their time. Most people need to spend more
time doing things that are important, but not urgent as well as
putting out fires.

33
 c) Covey and Improving Effectiveness
Stephen Covey, through The 7 Habits of Highly Effective People
 The next three habits help people to strive for interdependence by
developing
iv. Think win/win. Use a win/win paradigm when parties in potential
conflict work together to develop new solutions that benefit all
parties but in competitive situations managers must use a win/lose
paradigm.
v. Seek first to understand, then to be understood. Empathic listening
is listening with the intent to understand as it sets aside personal
interests as in active listening. Empathic listening begins two-way
communication which is critical for project managers to understand
stakeholders’ needs and expectations.
vi. Synergize. A project team can synergize by creating collaborative
products that are much better than a collection of individual efforts
through valuing differences in others to achieve synergy.+ve synergy
• Positive synergy is essential to many highly technical projects and
major
34 breakthroughs in IT e.g. new 32-bit superminicomputer
 c) Covey and Improving Effectiveness
Stephen Covey, through The 7 Habits of Highly Effective People

 The last seventh habit—sharpen the saw—helps people to develop

and renew their physical, spiritual, mental, social, and emotional
selves.
vii.Sharpen the saw. It involves taking time to renew managers and
team members physically, spiritually, mentally, and socially. The
practice of self-renewal helps people avoid burnout. It ivolve to
retrain, reenergize, and occasionally even relax to avoid burnout. A
simple technique like encouraging people to stand up and walk
around for a brief time every hour can improve physical health and
mental performance.

35
 d) Emotional Intelligence
• Howard Gardner’s book Frames of Mind: The Theory of Multiple
Intelligences, introduced the concept of using more than one way to
think of and measure human intelligence.
• It suggested the need to develop both interpersonal intelligence (the
capacity to understand the motivations, intentions, and desires of
others) and intrapersonal intelligence (the capacity to understand
oneself, one's feelings, and motivations).
• Empathic listening is an example of interpersonal intelligence, while
knowing that you have a high need for achievement is an example of
intrapersonal intelligence.
• The concept emotional intelligence—knowing and managing one’s
own emotions and understanding the emotions of others for
improved performance—became popular in 1995 when Daniel
Goleman’s book, Emotional Intelligence, became a best-seller.

36
 d) Emotional Intelligence
• EI comes into play as project managers work on team building,
collaboration, negotiation, and relationship development.
• EI is also becoming a more sought after characteristic. According to a
CareerBuilder.com survey of over 2,600 U.S. hiring managers and
human resource professionals:
 71 percent said they value EI in an employee more than IQ.
 59 percent said they would not hire someone who has a high IQ but low EI.
 75 percent said they are more likely to promote an employee with high EI than
an employee with a high IQ
• Quotes:
– Anybody can become angry – that is easy, but to be angry with the right person
and to the right degree and at the right time and for the right purpose, and in
the right way – that is not within everybody’s power and is not easy by
Aristotle.
– The first and best victory is to conquer self by Plato
– The greatest of faults is to be conscious of none by Thomas Carlyle
– Everyone thinks of changing the world, but no one thinks of changing
37 himself.” by Leo Tolstoy
 d) Emotional Intelligence
• Intellectual Intelligence ● Adaptability to a new or changing
environment ● Capacity for knowledge and the ability to acquire it ●
Capacity for reason and abstract thought ● Ability to comprehend
relationships ● Ability to evaluate and judge ● Capacity for original
and productive thought
• Intellectual Intelligence Ability to: • Learn about • Learn from •
Understand • Interact
• Emotional Intelligence Ability to recognize and understand emotions
in yourself and others AND your ability to use this awareness to
manage your behavior and relationships.

38
 d) Emotional
 Intellectual Intelligence (IQ)
Intelligence
– Adaptability to a new or changing environment
– Capacity for knowledge and the ability to acquire it
– Capacity for reason and abstract thought
– Ability to comprehend relationships
– Ability to evaluate and judge
– Capacity for original and productive thought
– Ability to learn about, learn from, understand and Interact
 Emotional Intelligence (EQ) is ability to recognize and
understand one’s own emotions and to use this awareness
to manage the behavior and relationships towards others.

39
 d) Emotional Intelligence

40
 What does EI have to do with ECP?
WHAT I SEE WHAT I DO

Self-Awareness Self-Management/Adaptability
•Ability to accurately perceive your own •Ability to use awareness of your emotions
emotions not dark secrets or unconciones to stay flexible and positively direct your
•It is good to understand yourself, the good behavior
Intrapersonal/ and the bad. What, why, how •Managing your emotional reactions to all
PERSONAL •Stay aware of your emotions as they situations and people
COMPETENCE happen •Be flexible and cultivating different
•Keep on top of how you tend to respond to perspectives
specific situations and people •Choose the Opposite

Social Awareness Relationship Management/Resilience

•Ability to accurately pick up on emotions in •Ability to use awareness of your emotions
other people and emotions of others to manage
• interactions successfully
Interpersonal/ Showing empathy enables you to have •Ensure clear communication both through
more positive relationships and minimize
SOCIAL unproductive conflict verbal and nonverbal, and effective handling
COMPETENCE • of conflict
Understand what is really going on
•Change your perspective
•Understanding what other people are
thinking and feeling even if you don’t feel •Translate your negative thoughts into
the same way neutral or positive statements
 e) Leadership
• A leader focuses on long-term goals and big-picture objectives while
inspiring people to reach those goals.
• Leadership is a soft skill, and there is no one best way to be a leader.
• Peter Northouse, author of a popular textbook called Leadership:
Theory and Practice, says, “In the past 60 years, as many as 65
different classification systems have been developed to define the
dimensions of leadership.”
• Some classification systems focus on group processes, while others
focus on personality traits or behaviors.
• People discuss transformational leaders, transactional leaders, and
servant leaders, to name a few.
• There are many different leadership styles, and the one thing most
experts agree on is that the best leaders are able to adapt their style
to needs of the situation.

42
 e) Leadership
• Daniel Goleman’s book Primal Leadership describes six different
styles of leadership and situations where they are most appropriate:
i. Visionary: Needed when an organization needs a new direction, and
the goal is to move people towards a new set of shared dreams. The
leader articulates where the group is going, but lets them decide how to
get there by being free to innovate, experiment, and take calculated
risks.
ii. Coaching: One-on-one style that focuses on developing individuals,
showing them how to improve their performance. This approach works
best with workers who show initiative and request assistance.
iii. Affiliative: Emphasizes the importance of team work and creating
harmony by connecting people to each other. This approach is effective
when trying to increase morale, improve communication, or repair
broken trust.
iv. Democratic: Focuses on people’s knowledge and skills and creates a
commitment to reaching shared goals. This leadership style works best
when the leader needs the collective wisdom of the group to decide on
43
the best direction to take for the organization.
 e) Leadership
v. Pacesetting: Used to set high standards for performance. The leader
wants work to be done better and faster and expects everyone to
put forth their best effort.
vi. Commanding or autocratic or military or authoritarian style
leadership: This style is most effective in a crisis or when a
turnaround is needed.
• The goal for leaders should be to develop a solid understanding of
the different styles of leadership and their implications,
• and reach the point where choosing the right one for the situation
becomes second nature to them.
• Leadership depends on respect not titular status.
• There may be both a technical and an administrative leader.
• Democratic leadership is more effective that autocratic leadership.
• Good project managers are empathic listeners; they listen with the
intent to understand
44
 e) Leadership
• IT professionals often need to develop empathic listening
and other people skills to improve relationships with users
and other stakeholders
• Some organizations require business people, not IT
people, to take the lead in determining and justifying
investments in new computer systems
• CIOs push their staff to recognize that the needs of the
business must drive all technology decisions
• Some companies reshape their IT units to look and
perform like consulting firms

45
 II. Organizational Planning
• Organizational planning involves
identifying, documenting, and assigning
project roles, responsibilities, and
reporting relationships
• Outputs and processes include
– project organizational charts
– work definition and assignment process
– responsibility assignment matrixes
– resource histograms
46
 Sample Organizational Chart for a Large IT Project

47
 Work Definition and Assignment Process

48
 Sample Responsibility Assignment Matrix
(RAM)

49
 RAM Showing Stakeholder Roles

50
 Sample Resource Histogram

51
 III. Staff Acquisition
• Staffing plans and good hiring procedures are important
in staff acquisition, 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
• Research shows that people leave their jobs because they
don’t make a difference, don’t get proper recognition,
aren’t learning anything new, don’t like their coworkers,
and want to earn more money

52
 Resource Loading and Leveling
• Resource loading refers to the amount of individual
resources an existing project schedule requires during
specific time periods
• Resource histograms show resource loading
• Overallocation means more resources than are available
are assigned to perform work at a given time
• 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
53
 Resource Leveling Example

54
 IV. Team Development
• It takes teamwork to successfully complete most
projects
• 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
• MBTI is a popular tool for determining personality
preferences and helping teammates understand each other

55
 a) Meyers-Briggs Type Indicator (MBTI)
• Four dimensions include:
– Extrovert/Introvert
Introverts like more private communications, while extroverts like
to discuss things in public
– Sensation/Intuition
Intuitive people like to understand the big picture, while sensing
people need step-by-step details
– Thinking/Feeling
Thinkers want to know the logic behind decisions, while feeling
people want to know how something affects them personally
– Judgment/Perception
Judging people are driven to meet deadlines while perceiving
people need more help in developing and following plans
• NTs or rationals are attracted to technology fields
• IT
56
people vary most from the general population in not
being extroverted or sensing
 b) 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

57
 Social Styles

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 c) 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

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 d) General Advice on Teams
• Focus on meeting project objectives and producing
positive results
• Fix the problem instead of blaming people
• Establish regular, effective meetings
• Nurture team members and encourage them to help each
other
• Acknowledge individual and group accomplishments

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 V. Stakeholder management
• The four processes in project stakeholder management include
the following:
i. Identifying stakeholders involves identifying everyone involved in
the project or affected by it and determining the best ways to
manage relationships with them. The main output of this process
is a stakeholder register.
ii. Planning stakeholder management involves determining
strategies to effectively engage stakeholders in project decisions
and activities based on their needs, interests, and potential
impact. Outputs of this process are a stakeholder management
plan and project documents updates.
 V. Stakeholder management
iii. Managing stakeholder engagement involves communicating
and working with project stakeholders to satisfy their needs and
expectations, resolving issues, and fostering engagement in
project decisions and activities. The outputs of this process are
issue logs, change requests, project management plan updates,
project documents updates, and organizational process assets
updates.
iv. Controlling stakeholder engagement involves monitoring
stakeholder relationships and adjusting plans and strategies for
engaging stakeholders as needed. Outputs of this process are
work performance information, change requests, project
documents updates, and organizational process assets updates.
 VI. Using Software to Assist in Human Resource
Management
• Software can help in producing RAMs and
resource histograms
• Project management software includes several
features related to human resource management
such as
– viewing resource usage information
– identifying under and overallocated resources
– leveling resources
• Note: Project Resource Management involves
much more than Using Software
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 iii. Conclusion
 Humankind is very complex and dynamics. Keep on learning on HRM
particularly for local and global diversity
 Project managers must consider the following:
i. Consistency
 Team members and stakeholders should all be treated in a
comparable way without favourites or discrimination.
ii. Respect
 Treat people with consideration and respect as well as
understanding what motivate them.
 Different team members and stakeholders have different skills and
these differences should be respected.
iii. Inclusion-Involve all team members and stakeholders, and make sure
that people’s views are considered.
iv. Honesty-Always be honest about what is going well and what is going
badly in a project by ccommunicate carefully with team members.
The next lesson, Project Communication Management