May 11, 2009

Copyrights 2009 M @dil @ Kazi

Bahria University
Department of Management Sciences Islamabad

Title of Book:

1. Project Management: Managerial Approach Second edition 2. Project Management-the Managerial Process (4e) 3. Project Management: Body of Knowledge (BoK)-2003

By: 1. Coral Trisko, Commonwealth of Learning 2. Gray/ Larson 3. Project Management Institute PMI

Faculty:
Batch/ Section: Semester: Credit Hrs:
May 11, 2009

M Adil A Kazi muhdadil01@gmail.com MBA SPR-09 3

Copyrights 2009 M @dil @ Kazi

Bahria University
Department of Management Sciences Islamabad

Project Human Resource & Communication Management

May 11, 2009

Copyrights 2009 M @dil @ Kazi

LEARNING OBJECTIVES

Examine two of the facilitating project management functions Human Resource and Communications Management. Identify the processes of processes required to make the most effective use of the people involved with a project

Discuss communications planning, information distribution, performance reporting and administrative closure.

May 11, 2009

Copyrights 2009 M @dil @ Kazi

Project HR & Communication Management

May 11, 2009

Copyrights 2009 M @dil @ Kazi

Project HR & Communication Management

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 every person and stakeholder involved with the project from senior management to support staff. The key processes involved in project human resource management are:
Organizational planning identifying, assigning, and documenting project roles, responsibilities and reporting relationships.

Staff acquisition getting the needed people assigned to and working on the project
Team development building individual and group skills to enhance project performance Manage Project Team Tracking team member performance, providing feedback, resolving issues, and coordinating changes to enhance project performance.

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Project HR & Communication Management

Keys to Managing PeoplePsychologists 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 (Intrinsic and Extrinsic)
Influence and Power Effectiveness

Project HR & Communication Management

Keys to Managing PeoplePsychologists and management theorists have devoted much research and thought to the field of managing people at work

Project HR & Communication Management

MOTIVATION THEORIES

Maslows Hierarchy of Needs

Abraham Maslow developed a hierarchy of needs to illustrate his theory that peoples behaviors are guided by a Sequence of Needs Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny

Project HR & Communication Management

MOTIVATION THEORIES

Herzbergs Motivational and Hygiene Factors

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

Project HR & Communication Management

MOTIVATION THEORIES

Project HR & Communication Management

MOTIVATION THEORIES

Project HR & Communication Management

MOTIVATION THEORIES

McGregors 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

Project HR & Communication Management

MOTIVATION THEORIES

Influence & Power- Thamhain & Wilemons ways to have Influence on Projects
a. Authority: the legitimate hierarchical right to issue orders b. Assignment: the project manager's perceived ability to influence a worker's later work
assignments

c. Budget: the project manager's perceived ability to authorize others' use of discretionary funds

d. Promotion: the ability to improve a worker's position

e. Money: the ability to increase a worker's pay and benefits f. Penalty: the project manager's ability to cause punishment
particular task

g. Work challenge: the ability to assign work that capitalizes on a worker's enjoyment of doing a h. Expertise: the project manager's perceived special knowledge that others deem important
i. Friendship: the ability to establish friendly personal relationships between the project manager
and others

Project HR & Communication Management

MOTIVATION THEORIES

Ways to Influence that Help and Hurt 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

Project HR & Communication Management

MOTIVATION THEORIES
POWER defined as the potential ability to influence behavior to get people to do things they would not other wise do!
Projects more likely to succeed when project mangers used work challenge & expertise to influence people rather than authority, money or penalty. (Thamhain & Wilemon ) Five main types of power include:

Coercive power using punishment, threats, or other negative approaches to get people to do
things they do not want to do. (Do it, or youre fired!)

Legitimate power getting people to do things based on a position of authority. (Ability to make
independent decisions - usually granted to project managers by senior management)

Expert power- using ones personal knowledge and expertise to get people to change their
behaviour. (I know what Im doing Ive done this many times before.)

Reward power using incentives to do things. (e.g., everyone gets a 5% bonus if the project
comes in on time and on budget!)

Referent power getting people to do things based on an individuals personal charisma. (e.g.,
JFK or martin Luther King)

Project HR & Communication Management

MOTIVATION THEORIES
EFFECTIVENESS-producing or capable of producing a decided, decisive or desired effect.
7 Habits of Highly Effective People
(Stephen Covey for Project Manager)

Empathic Listening and Rapport

1. 2. 3.

Be proactive Begin with the end in mind Put first things first

Good project managers are empathic listeners; they listen with the intent to understand Before you can communicate with others, you have to have rapport (relation of harmony, conformity, accord, or affinity) Mirroring (matching another persons body postures, voice tone and tempo) is a technique to help establish rapport

4. Think win / win 5. Seek first to understand, then to be understood 6. 7. Synergize Sharpen the saw

IT professionals often need to develop empathic listening and other people skills to improve relationships with users and other stakeholders

Project HR & Communication Management

Organizational Planning- identifying, assigning, and documenting project roles,
responsibilities and reporting relationships. The key outputs of this process are: Project Organizational Charts Work Definition and Assignment process Responsibility Assignment Matrixes (RAM) Resource Histograms

Project HR & Communication Management

Organizational Planning- identifying, assigning, and documenting project roles,
responsibilities and reporting relationships. The key outputs of this process are: Project Organizational Charts Work Definition and Assignment process Responsibility Assignment Matrixes (RAM) Resource Histograms

Project HR & Communication Management

Organizational Planning- identifying, assigning, and documenting project roles,
responsibilities and reporting relationships. The key outputs of this process are: Project Organizational Charts Work Definition and Assignment process Responsibility Assignment Matrixes (RAM) Resource Histograms

Project HR & Communication Management

Organizational Planning- identifying, assigning, and documenting project roles,
responsibilities and reporting relationships. The key outputs of this process are: Project Organizational Charts Work Definition and Assignment process Responsibility Assignment Matrixes (RAM) Resource Histograms

Project HR & Communication Management

Staff Acquisition- Staff acquisition is getting the appropriate staff assigned to and
working on the project.
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 dont make a difference, dont get proper recognition, arent learning anything new, dont like their co-workers, and want to earn more money

Resource Loading & LevelingResource 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- 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 over-allocation Over-allocation means more resources are assigned to a task or group of tasks over a given time period than are available at that time.

Project HR & Communication Management

Resource Loading & LevelingExample

Project HR & Communication Management

Team Development- is about developing individual and group skills to enhance
project performance. It takes teamwork to successfully complete most projectsTraining can help people understand themselves, each other, and how to work better in teams Team building activities include:
physical challenges psychological preference indicator tools such as MBTI or TRUE COLORS
Meyers-Briggs Type Indicator (MBTI)- 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) MBTI (1985 study) types of information systems developers revealed that:
75% of IS developers were Introverts compared to 25% for the general population 80% of IS developers were Thinking types (T) compared to 50% for the general population and 55% were intuitive (N) compared to about 25% for the general population

Project HR & Communication Management

Reward and Recognition Systems- Team-based reward and recognition systems
can promote or reinforce people to work more effectively in teams. .
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 Rewards teams & individuals with bonuses, trips, and recognition awards 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

Project HR & Communication Management

GUIDLINES for Team Development- The following are some suggestions to project managers for
building effective project teams:
1. 2. Be patient and kind and assume the best about people. (They often live up to your expectations) Conduct project kick off meetings, they are your first opportunity in a project to build the team and set the climate for the project Fix the problem instead of blaming people. Establish regular effective meetings.

3. 4.

5.
6.

Limit the size or work teams (if possible 3 7 members).

Plan social activities to allow team members and other stakeholders an opportunity to get to know each other better. Stress team identity and create team traditions. Nurture team members and encourage them to help each other.

7. 8.

9.
10.

Acknowledge individual and group accomplishments.

Dont work in isolation, involve the appropriate team members in project planning activities you cannot be the subject matter expert in all things for the project!

Project HR & Communication Management

Project Communication Management
For projects to succeed, every project member needs a combination of technical and soft skills, and both should be continuously upgraded through formal education and on-the-job training. A failure to communicate is often the greatest threat to any project. The four key processes in project communications management are as follows:

Communications planning determining the information and communication needs of the stakeholders: who needs what information, when will they need it, and how the information will be given to them;
Information distribution making needed information available to project stakeholders in a timely manner; Performance reporting collecting and disseminating performance information, which includes status reports, progress measurement and forecasting; Manage Stakeholders managing communications to satisfy the requirements of and resolve issues with project stakeholders. Administrative closure generating, gathering and disseminating information to formalize phase or project completion.

May 11, 2009

Copyrights 2009 M @dil @ Kazi

Project HR & Communication Management

May 11, 2009

Copyrights 2009 M @dil @ Kazi

Project HR & Communication Management

Project Communication Management
For projects to succeed, every project member needs a combination of technical and soft skills, and both should be continuously upgraded through formal education and on-the-job training. A failure to communicate is often the greatest threat to any project.

The four key processes in project communications management are as follows:

Communications planning determining the information and communication needs of the stakeholders: who needs what information, when will they need it, and how the information will be given to them; The key components of a communications management plan are as follows: a) Collection and filing structure a description of the system to be used for gathering and storing various types of project information. Distribution Structure a description of what information goes to whom, when and how. Standardized format - master list of Acronyms and Definitions ,Document templates etc. Information production schedule meeting schedule e.g. team meetings, steering committee meetings, status report schedule, etc. Information access methods who can attend what meetings, what documents will be online, what level of access will be assigned to each team member? Method for updating and re-distribution- of the communications management plan as the project unfolds. Stakeholder communications analysis what kinds of information will be distributed to which stakeholders and when? Who is the contact person? When is the information due? What is the preferred format?
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b) c) d)
e)

f)
g)

May 11, 2009

Project HR & Communication Management

Project Communication Management
For projects to succeed, every project member needs a combination of technical and soft skills, and both should be continuously upgraded through formal education and on-the-job training. A failure to communicate is often the greatest threat to any project.

The four key processes in project communications management are as follows:

Information distribution making needed information available to project stakeholders in a timely manner; The key methods & mechanisms of Information distribution are as follows:

a)

Use of Technology for Distribution electronic format on Inter & IntrAnet IT&T, Project Management s/w Formal and Informal Distribution Methods Technically oriented stakeholders- rely on formal & technology driven information distribution, whereas Non-technical professional (especially senior managers) often prefer informal communications and conversations to hear about project information.
Determining Communications Complexity- More the stakeholders, higher the complexity. The following formula can be used for determining the number of communication channels as the number of team members increases: Number of communication channels = n(n-1)/2 where n = the number of team members

b)

c)

May 11, 2009

Copyrights 2009 M @dil @ Kazi

Project HR & Communication Management

Project Communication Management
For projects to succeed, every project member needs a combination of technical and soft skills, and both should be continuously upgraded through formal education and on-the-job training. A failure to communicate is often the greatest threat to any project.

The four key processes in project communications management are as follows:

Performance reporting collecting and disseminating performance information, which includes status reports, progress measurement and forecasting; a) Status reports reports that describe where the project stands at a particular point in time (i.e., scope, time and cost). Earned value analysis is one technique used for reporting project performance. Progress reports reports that describe what the project team has accomplished during a certain period of time. (Often combined with status reports) Project Forecasting predicts future project status based on past information and trends. Earned value analysis can also be used to estimate date and budget at completion. Status review meetings are often used for performance reporting to report important project information and to motivate people to make progress.

b)

c)

d)

NB. What are loosely called status reports in many organizations often contain elements of all three (status, progress and forecasting)
May 11, 2009

Copyrights 2009 M @dil @ Kazi

Project HR & Communication Management

Project Communication Management
For projects to succeed, every project member needs a combination of technical and soft skills, and both should be continuously upgraded through formal education and on-the-job training. A failure to communicate is often the greatest threat to any project.

The four key processes in project communications management are as follows:

Administrative closure generating, gathering and disseminating information to formalize phase or project completion. Administrative closure allows time to collect project records, ensure records reflect final specifications, analyze project effectiveness, and archive information for future use. The three main outputs of administrative closure are: a) Project archives a complete set of organized project records that provide an accurate history of the project. Formal acceptance documentation signed by the project sponsor or customer to show that they have accepted the products of the project. Lessons learned reflective statements written by project managers and their team members.

b)

c)

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Project HR & Communication Management

Project Communication Management
Suggestions for Improving Project Communications
There are five areas for improving project communications 1. Conflict Resolution Skills- Conflict resolving modes:

a.
b. c.

d. e.

Confrontation directly facing a conflict using a problem-solving approach that allows affected parties to work through their disagreements. (Analogous to Coveys win/win approach) Compromise using a give-and-take approach to resolving conflicts. It consists of bargaining and searching for solutions that bring some satisfaction to all the parties in a dispute. Smoothing an approach that de-emphasises or avoids areas of differences and emphasises areas of agreement. Forcing involves using a zero-sum or win/lose approach to conflict resolution to get ones way. Withdrawal is simply retreating or withdrawing from an actual or potential disagreement.

2. Developing Better Communications Skills - can be learned through training and practice. Improving communication can be achieved with proper planning, support and leadership from senior management, and from an understanding of your own personal communications style. 3. Running Effective Meetings- Well-run meetings can foster team building and reinforce expectations, roles, relationships and commitment to the project 4. Using Templates for Project Communications- People learn where to look for specific pieces of information in a report, etc. 5. Developing a Communications Infrastructure- (Digital Nervous System) a set of Tools (e-mail, phony, groupware, ITI etc.), Techniques (reporting guidelines, template, meeting ground rules etc.) & Principles (open-door policy, work ethic, etc. ) that provide a foundation for the effective transfer of information among people.
May 11, 2009

Copyrights 2009 M @dil @ Kazi