Download - HRM PRES (2)

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PMBOKPMBOKGuidelinesGuidelines

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Project HRM Presented by Dr. Herb Brooks--2003 2

Human Resources Management

PMBOK Processes

1. Organizational Planning2. Staff Acquisition

3. Team Development

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Project Human Resources

Management DEFINED:

Includes the processes required to

make the most effective use of thepeople involved with the project

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Project HRM Dilemma HRMHRM questionsquestions on thePMP examPMP exam are

relatively easyeasy

Developing and using superiorsuperiorHRM skillsHRM skills

on realprojectsprojects is difficultdifficultand rarerare

A major distinction between superiorA major distinction between superior

leaders and others is goodleaders and others is goodteam buildingteam building

skillsskills

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ProjectHRM

Organizational Planning

Templates

HR Practices

OT

Stakeholder Analysis

--Project Interfaces

--Staffing Requirements

--Constraints

--Role/Responsibility Analysis

--Staff MGT Plan

--Organizational Chart

--Supporting Detail

InputsInputs OutputsOutputsPROCESSESPROCESSES

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ProjectHRM

Staff Acquisition

Negotiations

Preassignment

Procurement

--Staff MGT Plan

--Staff Pool Description

--Recruitment Practices

--Project Staff Assigned

--Project Team Directory


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ProjectHRM

Team Development

Team Building

MGT Skills

Reward SYS

Collocation

Training

--Project Staff

--Project Plan

--Staff MGT Plan

--Performance Reports

--External Feedback

--Performance Improvements

--Performance Appraisals


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Major Processes DefinedAn Informal View

1.

Identifythe

People

2.Obtain

the

People

3.

Develop

the

People1

2

3

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1. Staff Requirements

Identify PeopleKEY CONCEPTS

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Authority

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ProjectHRM

Types of Authority

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Project Managers Authority

None Low Medium High

Functional Project

ExpeditorProject

Coordinator

WeakMatrix

Strong

Matrix

Projectized

Increasing Authority

Type of Organization Structure

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Power

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PM Power Spectrum

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ProjectHRM

Power and Authority Problems Power and authority are perceived

Poorly documented or no formal authority

Dual accountability of personnel The project organization encourages individualism

Shifting of personnel loyalties from vertical tohorizontal lines

Ability to influence or administer rewards andpunishments

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Sources of Powerand Impact on People

Possible

Possible

Possible

PossiblePossible

Possible

Possible

Possible

Possible

Possible

Likely

Likely

Likely

Likely

Likely

Commitment Compliance ResistancePower Source

Legitimate

Reward

Coercive

Expert

Referent

Response of Individual

Total Power = Positional + Personal PowerTotal Power = Positional + Personal Power

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Elements of

Staff Management PlanResponsibility Assignment Matrix (RAM)

Line Responsibility Chart (LRC)

Team Organization Chart

Resource Spreadsheet

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Staffing Management Plan

Subset of overall project plan

Describes when and how human

resources will be brought onto and

taken off of the project team

Includes all organizational planning

outputs

Supporting detail

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ProjectHRM

Responsibility Assignment Matrix(RAM)

A structure which relates the projectorganizational structure to the work

breakdown structure to help ensure thateach element of the project's scope of workis assigned to a responsible individual ororganization. It is used to:

Establish functional responsibility

Establish contracting strategy

Establish manageable work packages for control andreporting

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ProjectHRMElements of a RAM

General management responsibility

Operations management responsibility

Specialized responsibility

Must be consulted

May be consulted

Must be notified

Must approve

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ProjectHRM

RAM Illustration

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Responsibility Matrix- Example

Purpose/BenefitShows level of

responsibility for groups

and/or individuals

Graphically links the

work to be done to those

doing it

PersonActivity

A B C

P = Participant A= Accountable

R = Review S = Sign-Off

Plan & Control

Requirements

Func Specs

Design

Fabrication

Validation

A

A

P

R

S

S

A

RA

R S

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ProjectHRM

LineR

esponsibility Chart LRC-

Describe how internal and external

communications should take place

"information originate by"

"reported to"

Show the distribution of data items

Identify skills distribution

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Team Organization Chart- Example

Purpose/BenefitDefines formal &

informal reporting

relationships amongpeople on the project

Helps in identifying

communication/

information channels

St ff

St ff

St ff

Business

Professionals

St ff

St ff

St ff

Systems

Developers

St ff

St ff

St ff

Technical

Experts

r j t M r

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Resource Spreadsheet- Example

Purpose/BenefitShows group and/or

individual

responsibilities setagainst time

Graphically links the

work to be done with

who and when

MonthActivity

Jul Aug Sep

Plan & Control

RequirementsFunc Specs

Design

Fabrication

Validation

Joe Joe Joe

SueSueTom

TomTom

Bill

Fred

Bill

Fred

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Check on Learning1. Which of the following are part ofthe Staff ManagementPlan?

a. List of project stakeholders

b. A chart describing work assignment responsibilities

c. A chart describing internal/external communications responsibilitiesd. A chart describing work responsibilities against time

2. Define Compliance_____________________________

3. Define Commitment____________________________

4. List 4 things a leader can influence to increase productivity.

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SOLUTIONS TO

Check on Learning1. Which of the following are part of the Staff Management Plan?

b. A chart describing assignment responsibilities---RAM

c. A chart describing internal/external communications responsibilities---LRC

d. A chart describing responsibilities against time---RESOURCESPREADSHEET

2. Compliance isMINIMUMEFFORT OR PERFORMANCETO AVOID BEING

PUNISHED ORRECEIVING UNWANTED ATTENTION.

3. Commitment is EXTRA EFFORT OR PERFORMANCETO ACCOMPLISHMORETHANMINIMUMREQUIRED. ENTHUSIAM AND INTEREST IN DOING GOOD JOB.

4. List 4 things a leader can influence to increase productivity.

1. IN FLUENCEPERCEPTION OFTECHNICAL EXPERTISE

2. OFFER CHALLENGING WORK3. ENCOURAGEFRIENDSHIPS

4. INC REASEPAY

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2. Staff Acquisition

Get StaffPMBOK GUIDELINES

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HR Processes In Depth

Suppliers

Inputs Tools/Tech Outputs

CustomersActivities

.1 Staff Mgmt Plan

.2 Staff Pool Descrip

.3 RecruitmentPractices

.1 Negotiations

.2 Pre-assignment

.3 Procurement

.1 Project Staff

Assigned

.2 Project Team

Directory

Functional Orgs.

HR Organization

Make assignments

Review PoliciesComplete hiring

paperwork

Project Manager

Project Team

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Project Managers Skills

Successful PMs prioritize the following as important skills

1. Communications skills

2. Organizational skills

3. Team building skills

4. Leadership skills5. Coping skills

6. Technological skills

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3. Team DevelopmentBuild Team/Develop People

PMBOK GUIDELINES

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Team Building Activities

Team Planning

Kickoff Meetings

Team Training

Team Exercises

Plan them in, otherwise they wont happen

Example actions include:

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Project Leader versus Manager

Project Leader Set direction/vision

Inspire team work

Align employees Motivate & support

Project Manager Plan & budget

Organize groups

Staff Control

Project Managers Who

Are Also Project Leaders

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Project Leader Is adaptable and innovative

Leads others through the project processes

Constantly learns

Is decisive; a problem solver

Is an accomplished motivator

Show genuine interest in members growth

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Project Leader(cont.) Can multitask with a broad knowledge base

Negotiates from strength built through

supplying accurate information

Is a good listener; relays directions

accurately

Understands varied behavioral styles and

motivation theory***

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Comparison ofContentContentTheories

Self-Actualization

Esteem

Social/Affiliation

Safety/Security

Physiological

Growth

Relatedness

Existence

Motivators

-advancement

-growth

-achievement

Hygiene

-job security

-salary

-working cond.

-group member

Need for

Achievement

Need forPower

Need for

Affiliation

1G: Needs1G: Needs TheoriesTheories2G: Motivator2G: Motivator

TheoryTheory

3G:3G:

AchievementAchievement

TheoryTheory

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MajorProcessProcess Theories

Theory X &YTheory X &Y

Contingency TheoryContingency Theory

Goal-setting Theory

Expectancy TheoryExpectancy Theory

Re-enforcement Theory

Equity Theory

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Project HRMMajor Problems andMajor Problems and

Best PracticesBest Practices

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Problems in Project HRM ConflictsConflicts

Disruptive PeopleDisruptive People

ConfrontationConfrontation

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Sources of ConflictSources of Conflict

Schedules

Project priorities

Manpower resources

Procedures

Technical opinions

Cost systems

Personality conflicts

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ProductivityProductivity Often, a factor of10 separates the best performers (or

teams) from the worst.

80/20Rule80/20Rule Also, the best is usually more than twice as productive as

the average.

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Best Practices in PMMANAGEMENT andMANAGEMENT and

LEADERSHIPLEADERSHIP

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---CLASSEXERCISE 1---

WHAT ARETHE9 PMBOKWHAT ARETHE9 PMBOK

AREAS??AREAS??1. ____________________

2. ____________________

3. ____________________4. ____________________

5. ____________________

6. ____________________

7. ____________________8. ____________________

9. ____________________

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Topic Overview

Introduction and background

Management

Power

Leadership

1st and 2nd GenerationSituational LeadershipSituational Leadership

3GSL - 3rd GenerationSituationalSituationalLeadershipLeadership

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China 2001--Present Transition into open and global marketplace

Growing complexitiesGrowing complexitiesrequire

transforming organizations through bestbestmodern management practicesmodern management practices

Adapting and coping with acceleratingacceleratingchangeschangesrequires transforming

organizations through new approaches tonew approaches toleadershipleadershipand tolerance for visionary anddisruptive leaders

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What is Management? Structured approach to allocating resources

to best meet goals efficiently and effectively

As complexitycomplexityincreases managementmanagement

sophistication increases

Planning**

Organizing**

Controlling**

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Management Science

Principles and practices for using resources to accomplish

organizational goals efficiently and effectively

Impersonal in nature

Formalized procedures for planning, organizing andcontrolling

Reduce uncertainty and risk

Improve efficiencies

Control resource expenditures,

Achieve goals on schedule

Standardize and structure organizational behavior into

orderly and stable work patterns or conformity

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Managers

Personal behaviors

Behaviors rarely match model or theories

Work at unrelenting pace due to work overload Many interruptions, work activities are brief and

abrupt

Spend more than 85% of time on URGENCIES rather

PRIORITIES

Seek out other people while maintaining low

levels of emotional involvement

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Priorities Versus Urgencies

Priorities: work that accomplishes goals

Urgencies: These are the work activities that managers really do

Work that requires managers attention real-time

Work activities that are not priorities or result in

goals Typically over85% of work activities are

URGENCIES

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Understanding POWEROrganizational Authority VS

Personal Power

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Understanding POWER

Power from organization (positionauthority)

Legitimate or legal authority to induce compliance

Use of rewards and punishments Special connections and information

Position Power is delegated from above and is volatile andperishable

Power from people (personal influential power)

Power is derived from others Visionary

Expert

Charismatic (emotionally energizes others)

Is difficult to attain but not easily lost

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Organizational Power is from top

down

POWERPOWERManagement Level

TOPTOP

MIDDLEMIDDLE

SUPERVISORYSUPERVISORY

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Position Power

Source of power is top down

Amount of power depends on level of position

Legal Legitimate

Induces compliance

Rewards Punishment

Is perishable quickly gained or lost

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Personal Power is from bottom

up

POWERPOWERManagement Level

TOPTOP

MIDDLEMIDDLE

SUPERVISORYSUPERVISORY

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Personal Power

Individual character and personality

Perceived as Expert

Charismatic personality or is well-liked Visionary

Enthusiastic and energetic

Influential or motivational

Source is other people

Not easily gained nor easily lost

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What is Leadership?

Leadership is aboutCHANGELeadership is aboutCHANGE!! CHANGING PEOPLEPEOPLE

It is influencing people to accomplish goals

Goals can be organizational or personal Focus on supervisory leadership

CHANGINGORGANIZATIONSORGANIZATIONS

It is having a vision of the future and energizing others

to believe and achieve this vision Transform groups, teams and organizations into

believing desiring and achieving vision

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Leadership and Leaders

Theories and models vary according to the

times and culture

Theories are heavily contaminated by currentlypopular leaders or practices

Confusion between people versus principles

Always searching forbest leadership

theory/model Constantly changing and evolving

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GOAL: EffectiveLeadershipEffectiveLeadership

Increases leaders time efficiency Getting desired performance from people

When you are present

When you are NOT present Most leaders can get desired performance

when they are present

Best leaders or effective leaders getBest leaders or effective leaders getdesired performance when NOT presentdesired performance when NOT present positively affect feelings and attitudes

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Leadership includes changing

organizations through visionary ideas VISIONARYLEADERSHIPVISIONARYLEADERSHIP

Transforming organizations, institutions,Transforming organizations, institutions,nationsnations

Best practices for influencing behavior can be measured,quantified, articulated and learned

Creating and promoting visionary ideas is difficult tomeasure, quantify or teach.

Changing an organizations culture is

DISRUPTIVEDISRUPTIVE

UNCOMFORTABLEUNCOMFORTABLE RISKYRISKY

Visionary leaders tend to be passionate,committed and emotional

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Visionary/Transformational LeadershipVisionary/Transformational Leadership

TheThePygmalion PrinciplePygmalion Principle

1.1. Leader expresses visionLeader expresses vision Beneficial future outcome

Positive Expectations of achievement

Energizes others

22. Followers accept visionFollowers accept vision Vision does NOT have to be based on present realities

or constraints

Vision may be based onfalse assumptionsfalse assumptions

3.3. Vision is achievedVision is achieved

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ParetoPrincipleParetoPrinciple(80/20 rule)(80/20 rule)

QUALITYVS QUANTITYQUALITYVS QUANTITY 80% results from 20%people80% results from 20%people

80% of people get 20% of results

80% wealth owned by 20%people80% wealth owned by 20%people

80% of people share 20% of wealth

80%natural events caused by 20% ofnature80%natural events caused by 20% ofnature

80

% of nature accounts for 20

% natural events 80% of worksuccess from 20% of work80% of worksuccess from 20% of work

80% of work accomplishes only 20% of results

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EE44 or QUADEModelor QUADEModel

Developing World-Class Leadership EnvironmentEnvironment

Cultural

legal

complexity

market

stakeholders and customers

ExpectationsExpectations internal

external

EfficienciesEfficiencies technologies

labor pool

resources

EffectivenessEffectiveness talent

vision

good fortune

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SituationalSituationalLeadershipLeadership

Leading people in

Projects

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SituationalLeadershipSituationalLeadershipEvolution

Influences

Contingency Theory

Expectation Theory

1st Generation SL1st Generation SL Life-cycle theory of leadership

2nd Generation SL2nd Generation SL

SL II Leadership and the One-Minute Manager

Developed by Dr. Ken Blanchard and BTD in 1980s

3GSL3GSL

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What is 3GSL or

3rd Generation Situational Leadership? Modified SLIIModified SLII -15years ofexperiences

Impact of various cultures in motivating and influencing others

Impact of Globalization on leadership

Changing peopleChanging people

VISIONARYLEADERSHIPVISIONARYLEADERSHIP Transformational vision

Energizing others to believe and achieve the vision

Ethical character and positive values for Global culture Positive role model

ChangingOrganizations or NationsChangingOrganizations or Nations

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3GSL - World-class Visionary

and Transformational Leadership Ethical Character and motives DO matter

Leaders are always modeled and imitated

Certain values and behaviors are important andcorrect in all organizations and cultures

Leaders set the standards for others behavior

Leader behaviors are magnified many-fold by

subordinates Good behaviors benefit many people

Bad behaviors cause much suffering

Detailed look at

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Detailed look at

SITUATIONALSITUATIONAL

LEADERSHIP IILEADERSHIP II

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THEME OF SL II

DONT WORK HARDERDONT WORK HARDER----------

WORK SMARTERWORK SMARTER

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3 Leader Skills in SLII

1.1. FlexibilityFlexibilityin using variousleadership styles

2.2. DiagnosingDiagnosingwhich style touse

3.3. ContractingforLeadership StyleContractingforLeadership Style

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Skill 1 Flexibility Recognition that there is no best style

in leading or supervising others

Theory X and Theory Y

Directing and Supporting behaviors

Developing the ability to use a varietyof leadership styles comfortably

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Leadership Styles

S3 Supporting S2 - Coaching

S4 - Delegating S1 - Directing

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The Four Leadership Styles

S1 or Directing Leader provides instructions and closely supervises

S2 or Coaching Leader directs but also explains, asks and supports

S3 or Supporting

Leader supports and shares decision-making

S4 or Delegating Leader turns over decision-making and problem solving

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Skill 2 -Diagnosing

Knowing when to usethe correct leadership style

When I slow done

I go faster

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Leadership Style depends on

DEVELOPMENTAL LEVEL People performance consists of

Competence

Commitment Competence (gained from training or experience)

Knowledge

Skills

Commitment Confidence (work without supervision)

Motivation (interest in and enthusiasm for)

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Developmental Levelcont.

D1 Enthusiastic beginners

D2 Disillusioned learners

D3 Reluctant contributor

D4 Peak performer

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Skill 2 DIAGNOSING and

Developing People

COMPETENCECOMPETENCE HIGH HIGH SOME LOW

COMMITMENTCOMMITMENT HIGH VARIABLE LOW HIGH-------------------------------------------------------------

DEVELOPMENT LEVEL D4 D3 D2 D1

GrowingGrowing and Developing Peopleand Developing People

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DevelopingPeak Performers

Everyone hasPeak Performance

potential

You just need to know

where they are coming from(developmental level)

and meet them there(leadership style)

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AT THISTIME, LIST THEMOSTIMPORTANT CONCEPTSYOU HAVEAT THISTIME, LIST THEMOSTIMPORTANT CONCEPTSYOU HAVE

LEARNED SO FARLEARNED SO FAR

List any questions you have on next page.

5-Minute Check

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CHECK ON LEARNING

1. List some differences between managers

and leaders.

2. What are the 2 types of POWER?

3. Which type of POWER do PMs absolutely

have to learn?

4. How do you do the Pygmalion Principle?5. Why does the Pygmalion Principle work?

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CulturesLeadership and Cultural Differences

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Cultures 3 types of cultural differences can affect a

virtual team:

1. National2. Organizational

3. Functional

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N i l C l

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National Cultures Uncertainty Avoidance: the extent to which

members are comfortable with uncertainty.

High Avoidance:

Seek details and plans,

predictability, closure.

Nervous when uncertain.

Belgium, Japan, France,South Korea, Italy

Low Avoidance:

Less need for total

definition. Comfortable

with uncertainty.

Great Britain, Hong Kong,Ireland, Canada, U.S.,

India

N i l C l

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National Cultures Individualism Collectivism: The degree that

people prefer to act as individuals or a group.

Individualism:

Loose ties between people;

people take care of

themselves; value personal

time.

Great Britain, Australia

Italy, Germany, France,

U.S.

Collectivism:

People form strong,

groups; value team

identity; put team first.

Most Asian and CentralAmerican countries

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N i l C l

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National Cultures Long Term Short Term: Orientation

toward immediate or long term returns.

Long Term:

Motivated by long term

successes.

Most Asian countries.

Short Term:

More impatient; need

immediate reinforcement.

English-speaking countries.

N i l C l

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National Cultures Context: How people view different

communication cues.

High Context:

Messages have little

meaning without context;

prefer historical data and

subjective opinions.

Japan, China, Mexico,

Greece, French Canada,

Great Britain.

Low Context :

Prefer objective and fact-

based messages; the

message itself is sufficient.

Germany, U.S., EnglishCanada

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Organization CultureHierarchy Formal, governed by

procedures Stability and control

Low risk; no surprises

Adhocracy (temporary)

Dynamic; adaptive

High risk taking andinnovation

Try new things

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Functional Culture Functional experts develop their own way

of doing things.

Mergers of diverse cultures produce conflictover best way to approach problems.

HR, Marketing and Sales prefer more

contextual information than I.T.,Engineering and Finance