Human Resource Management

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Human Resource Management

• Jay Billings

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Project Human Resource Management

• Management is getting things done
• a. With people
• b. Through people

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Modern Theories of Human Resource Management

• Drucker
• Human RESOURCE an asset that can be managed, that
  can appreciate in value (through directed
  development training and motivation, draining and
  development)it can also depreciate
• Herzberg/Argyris
• Human Resource can be DEVELOPED in ways that are
  supportive of the ORGANIZATION
• Morris
• Human Resources (managed by others) or
  RESOURCEFUL HUMANS (who manage others and
  initiate)

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Project Human Resource Management Organizational
Planning-- Inputs

• Project Interfaces
• Organizational interfaces
• Technical interfaces
• Interpersonal interfaces
• Staffing requirements
• Constraints
• Organizational structure
• Labor agreements/contracts
• Personal styles
• Expected/available staff

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Project Human Resource ManagementOrganizational
Planning --Tools and Techniques

• Templates
• Personnel practices
• Organizational theory
• Tailoring the project for best fit within the
  host
• Stakeholder analysis
• The needs of various concerned parties

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Project Human Resource ManagementOrganizational
Planning --Tools and Techniques

• Background Check
• Benefits and Compensation
• Bonding
• Bonus and Incentives
• Consulting and Outsourcing
• Evaluations
• Insurance
• NDAs and No-Competes
• Recruitment and Retention
• Software
• Succession planning
• Testing and Screening
• Training and Development

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Project Human Resources ManagementOrganizational
Planning-- Outputs

• Roles and responsibility assignments
• Role assignment/ requirements matrix
• Staffing management plan
• Levels of resources required over time
• Accessing, and releasing personnel
• Follow-up evaluation of staff
• Organizational chart and OBS
• Supporting detail

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Project Human Resources ManagementStaff
Acquisition -- Inputs

• Staffing management plan
• Staffing pool description
• Recruitment practices

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Project Human Resources ManagementStaff
Acquisition -- Tools and Techniques

• Negotiations
• With functional managers
• Other project management teams
• Pre-assignment
• Proposal team
• Internally funded project (investment)
• Procurement --acquiring personnel using
  contracts, e. g. consultants, subcontractors

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Project Human Resource ManagementStaff
Acquisition -- outputs

• Project staff are assigned
• Project team directory
• Project members
• Stakeholders as points of contact
• Roles and Requirements Allocation Matrix
• OBS and WBS (Forms basis of cost account
  management and work package planning)

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Project Human Resource ManagementTeam
Development -- Inputs

• Project staff
• Project plan
• Staffing management plan
• Performance reports
• External feedback

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Project Human Resource ManagementTeam
Development-- Tools and Techniques

• Team building activities
• Form, storm, norm, perform, adjourn
• General management skills
• Know yourself and others
• Reward and recognition system ( -)
• Collocation
• Training

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Project Human Resource ManagementTeam Development

• Performance improvements
• form quicker effective starting
• improved individual and team efforts
• Input to performance appraisals
• cross-team evaluations and assessments

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Human Resource ManagementSpecial Concerns

• Because projects are temporary organizations
  these topics need to be covered
• Conflict of Interests
• Computer and Network Usage rules
• Performance Appraisals
• Cost of conflict

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Conflict of Interest Policy

• Adopting a conflict-of-interest policy that
  prohibits or limits business transactions with
  project members and requires project members to
  disclose potential conflicts.
• Disclosing conflicts when they occur so that
  project members who are voting on a decision are
  aware that another members interests are being
  affected.
• Requiring project members to withdraw from
  decisions that present a potential conflict.
• Establishing procedures, such as competitive
  bids, that assure that the organization is
  receiving fair value in the transaction.

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Computer and Network Usage rules

• The (organization's) internal network is
  connected to the Internet. Everyone with computer
  access to the internal network has the ability
  access the Internet, including use of electronic
  mail and the World Wide Web. While the Internet
  is a great resource for our organization, it is
  the responsibility of each employee to use this
  resource responsibly and respectfully. It is
  assumed that the predominant use of these
  resources will be for work use, and that any
  personal use of electronic mail or the World Wide
  Web will be limited never a priority over work
  matters. If an employee is found spending
  excessive time on personal use of these
  resources, this privilege may be revoked for that
  employee.
• Most intranet systems TRACK, STORE AND BACK UP
  ALL computer activity. THIS CAN BECOME A PUBLIC
  RECORD!

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Performance Appraisals

• Project Management lends itself to use of
  Management By Objectives methods
• Objectives should be SMAART
• Objectives can be managed as mini-projects with
  charters, resources, responsibility and authority
• Consider organizational performance appraisals as
  well as team and individual appraisalsUse
  Balanced Scorecard, outcome evaluations and
  results based assessments.

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Cost of Conflict

• Conflict is good theory
• Violence in Workplace theory

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Project Human Resource ManagementProject Manager
Personality

• MBTI exercise
• Discussion of different personality types and how
  they affect project and team performance.