Project Management in Human Resources

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Project Management in Human Resources

• Presented by Cate DeLaRosa
• July 27, 2004

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Logistics for Todays Session

• Today's session will be presented through voice
  over IP (computer speakers). If your computer
  does not have speakers, you may listen to the
  audio session by dialing into the number below
  and entering the meeting ID.
• gtPhone Number 888-566-5785
• gtMeeting code word "project"

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Agenda

• 1. Welcome - Kathy Mosgrove
• 2. System Features - Susan McGovern
• 3. Speaker Introduction Kathy Mosgrove
• 4. Session Cate DeLaRosa
• 5. QA Cate DeLaRosa
• 6. Wrap-up and ThanksKathy Mosgrove

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Learning Objective

• This session will focus on how project management
  is becoming a critical success factor to the
  overall HR organizational strategy.

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What is Project Management?

• Project Management is the application of
  knowledge, skills, tools, and techniques to
  project activities in order to meet project
  requirements.
• Project Management is accomplished through use of
  processes such as initiating, planning,
  executing, controlling, and closing.
• Source Project Management Body of Knowledge
  (PMBoK) Guide

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Brief History of Project Management

• Project management was not used as an isolated
  concept before the Sputnik Crisis of the Cold
  War. After the Cold War, US the DOD needed to
  speed up the military project process and new
  tools (models) for achieving this goal were
  invented.
• In 1958, PERT (Program Evaluation and Review
  Technique) was invented as part of the Polaris
  Missile Sub program.
• PERT was later extended with a Work Breakdown
  Structure or WBS. This process flow and
  structure of the military undertakings quickly
  spread into many private enterprises
• Source BamBooWeb Dictionary

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Approaches to Project Management

• Traditional Vs. Agile Methods
• Traditional Methods identifies a sequence of
  steps or events to be completed.
• Agile Methods identifies small tasks rather
  than a complete process and imposes as little
  overhead as possible in the form of rationale,
  justification, documentation, reporting,
  meetings, and permission.

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Process Based Management

• Furthers the concept of project control
• The creation of a set of defined processes
  detailing what the company actually does allows
  for consistency across project teams and the
  project when the process is defined, the ability
  to track and monitor performance with a view to
  improvement is far more successful
• CMMi, ISO/IEC15504 are examples

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Areas of Human Resources

• Earlier areas Staffing/Recruiting, Employee
  Relations, Compensation, Benefits, Payroll,
  Training, Work Comp, HRIS, Paperwork
• Today some of the above plus strategic
  planning, succession planning, workforce
  planning, process re-engineering, outsourcing,
  mergers and acquisitions, change management, and
  HR services

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Whats Consistent in HR today?

• PLANNING!

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Consideration

• Planning is everything -- and ongoing. On one
  thing all PM texts and authorities agree The
  single most important activity that project
  managers engage in in is planning detailed,
  systematic, team-involved plans are only the
  foundation for project success. And when
  real-world events conspire to change the plan,
  project managers must make a new one to reflect
  the changes. So planning and replanning must be
  a way of life for project managers.
• Handbook of Human Performance Technology, San
  Francisco, Jossey-Bass, 1999

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Case Study 1

• Large, US-based, Software/Education Company
  merges with non-US, publishing company
• Two Corporate HR groups need to integrate 14
  benefit plans to create health, dental, flex
  spending, etc. shared by both entities
• Began effort in February 1999, utilizing only
  internal HR resources
• In March, realized need for PM
• PM on board (resource from IS area) in April
• Initial analysis conducted-had spent 85K in two
  months (resources, provider input, systems) out
  of an undetermined budget (originally thought the
  integration could happen within HR budget for
  that year).
• Integration completed in September (five months)
  with the final total project cost of 187K.

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Case Study 2

• Large, Midwest, manufacturing company 13,000
  employees
• Implement self-service and reengineer related
  processes
• Recognized need for PM resources up front
  Determined total budget of 2M for system
  implementation and process reengineering
• Study completed by third-party indicated without
  PM resources/planning, additional 400K
• Project completed in 14 months, on task, under
  budget (total project cost 1.8M)

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Kitchen Sink Syndrome

• Refers to a type of discussion, usually an
  argument, chastisement, or reprimand that ranges
  over a broad spectrum of topics including
  "everything but the kitchen sink".
• Can apply to any conversation, meeting,
  discussion, planning process, and party
• In project management (more common usage) it
  refers to a project that has accreted more and
  more features as time progresses, to have
  "everything but the kitchen sink
• Source Wikipedia

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Overall Benefits of Project Management in Human
Resources

• Facilitates improved client relationships leading
  to improved customer satisfaction scores
• Fosters a common methodology and process across
  HR uses same PM processes as client
• Ensures an alignment of HR efforts with client
  business needs
• Stimulates teamwork on priority HR issues
• Knowledge transfer across professions
• Increase HR competency (people skills) in Project
  Managers
• Increase PM competency in Human Resources
  professionals
• Source HRPM Consulting Inc. 2004

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Considerations of Project Management (PM) Related
to Human Resources (HR)

• Partnership with HR Organization
• PM role in IS/IT area dedicated to facilitate HR
  projects
• Internal consulting relationship with HR
  Organization
• PM role within HR Organization
• External PM role consulting with HR Organizations

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Benefits of a partnership with HR

• Process, Control, Accountability, Responsibility
• Proven, documented procedure
• Clear expectations
• Involvement as team member and stakeholder

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Benefits of formal PM role in HR

• Consistency in methodology
• Consistency in process, documentation, procedure
• Liaison between HR and IS/IT
• Clear goals, objectives and methods
• Effective communications
• Meet deadlines and commitments
• Formal metrics and reporting to upper
  management/project sponsors

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Benefits of External Consulting with HR
Organizations

• Fosters a formal, documented practice and
  methodology
• Increases ability to align HR efforts with
  business unit needs
• Unbiased relationship which affords business unit
  comfort and ease with meeting deadlines

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HR SIG Services Resources Source HRPM
Consulting Inc. 2004

• Website
• http//sig.pmi.org/hr
• General access to everyone to promote information
  sharing
• Knowledge Centre (2H2004)
• Repository of articles, presentations, speaker
  list, lessons learned and best practices
• Members Only Section (2H2004)
• Regular Communications
• Quarterly eNewsletter
• Weekly News Briefs

• Webinars
• Free / Discounted rates for HR SIG hosted events
• Archives
• Member Services
• Weekly new member welcome
• Membership Directory
• Virtual networking
• Worldwide network of HR and PM professionals
• SIG Business Meetings
• Held monthly

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More Information and Support Source HRPM
Consulting Inc. 2004

• Association of Project Managers (APM)
• www.apm.org.uk
• Over 13,500 individual and 240 corporate members
  throughout the UK and abroad. APMs key
  objectives are to develop and promote project
  management across all sectors of industry and
  beyond.
• Project Management Institute (PMI)
• www.pmi.org
• Established in 1969 and headquartered outside
  Philadelphia, Pennsylvania USA, the Project
  Management Institute (PMI) is the worlds leading
  not-for-profit project management professional
  association, with over 125,000 members worldwide.
• PMI Human Resources Specific Interest Group (HR
  SIG)
• http//sig.pmi.org/hr
• With over 220 members in 25 countries, the HR SIG
  was established in 2003 its mission is to
  advance the practice, science and profession of
  project management in Human Resources.
• Source HRPm Consulting Inc. 2004