Project Human Resource Management

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Project Human Resource Management
10/26/05
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Review Assignments

• Your impression of the Management Functions
  chapter
• What did you take-away?
• My impression

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Maslows Hierarchy Of Needs
SELF-ACTUALIZATION
SELF-ESTEEM
SOCIAL / BELONGING
SAFETY
PHYSIOLOGICAL
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Human Resource Management Whos Involved

• Project Client Team
• Roles and Responsibilities
• Senior Management Steering Committee

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Senior Management Steering Committees
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Customer-Contractor/Client Communication
Contractor/Client
Customer
Informal
Sponsor
Sponsor
Formal
Project
Project
Manager
Manager
Informal
Employees
Employees
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Whats Involved

• Project Authority
• Interpersonal Influences
• Barriers to Project Team Development

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Definitions

• Authority is the right of an individual to make
  the necessary decisions required to achieve his
  objectives or responsibilities.
• Responsibility is the assignment for completion
  of a specific event or activity.
• Accountability is the acceptance of success or
  failure.

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Project Authority

• What is project authority?
• What is power and how is it achieved?
• How much project authority should be granted to
  the project manager?
• Who settles project authority interface problems?

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Types Of Project Authority
DE JURE
DE FACTO
OR LEGAL
OR IMPLIED
AUTHORITY
AUTHORITY
PROJECT
CHARTER
AUTHORITY
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Interpersonal Influences

• Legal Power
• Reward Power
• Penalty Power
• Expert Power
• Referent Power

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Types of Power

• Legal authority the ability to gain support
  because project personnel perceive the project
  manager as being officially empowered to issue
  orders.
• Reward power the ability to gain support
  because project personnel perceive the project
  manager as capable of directly or indirectly
  dispensing valued organizational rewards (i.e.,
  salary, promotion, bonus, future work
  assignments).

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Types of Power (Continued)

• Penalty power the ability to gain support
  because the project personnel perceive the
  project manager as capable of directly or
  indirectly dispensing penalties that they wish to
  avoid. Penalty power usually derives from the
  same source as reward power, with one being a
  necessary condition for the other.

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Types of Power (Continued)

• Expert power the ability to gain support
  because personnel perceive the project manager as
  possessing special knowledge or expertise (that
  functional personnel consider as important).
• Referent power the ability to gain support
  because project personnel feel personally
  attracted to the project manager or his project.

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Power/Authority Problems

• Poorly documented or no formal authority
• Power and authority perceived incorrectly
• Dual accountability of personnel
• Two bosses (who often disagree)
• The project organization encouraging
  individualism
• Subordinate relationships stronger than peer or
  superior relationships
• Shifting of personnel loyalties from vertical to
  horizontal lines

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Power/Authority Problems (Continued)

• Group decision making based the strongest group
• Ability to influence or administer rewards and
  punishment
• Sharing resources among several projects

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Capacity Planning
Anticipated Growth
Current Staff
Manpower
Proposals
Manpower Requirements
Planning Horizon
Time
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Capacity Planning
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Human Resource Management

• Staff Assignment
• Motivation
• Staff Leveling
• Personnel Management
• Team Development and Stages

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Staff Assignment

• Task or People related
• Define the skills you need and match to the
  people who have identified having this skill
• Find the people you want and work their skills
  into the project
• Would you rather have an expert technical person
  or a people-savvy management person?

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Motivation

• How does staffing, Motivation, etc work at Target?

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Motivating

• A feeling of pride or satisfaction for ones ego
• Security of opportunity
• Security of approval
• Security of advancement, if possible
• Security of promotion, if possible
• Security of recognition
• A means for doing a better job, not a means to
  keep a job

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Professional Needs

• Interesting and challenging work
• Professionally stimulating work environment
• Professional growth
• Overall leadership (ability to lead)
• Tangible rewards
• Technical expertise (within the team)
• Management assistance in problem-solving
• Clearly defined objectives

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Professional Needs (continued)

• Proper management control
• Job security
• Senior management support
• Good interpersonal relations
• Proper planning
• Clear role definition
• Open communications
• A minimum of changes

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Motivation

• Adopt a positive attitude
• Do not criticize management
• Do not make promises that cannot be kept
• Circulate customer reports
• Give each person the attention he requires

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Motivation

• Giving assignments that provide challenges
• Clearly defining performance expectations
• Giving proper criticism as well as credit
• Giving honest appraisals
• Providing a good working atmosphere
• Developing a team attitude
• Providing direction

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Non-financial Awards/Recognition
With non-financial awards, employees may receive
cash-equivalent items, but not cash-in-hand.
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Staff Leveling

• Staff allocation

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Resources

• Money
• Manpower
• Equipment
• Facilities
• Materials
• Information/technology

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Personnel Management

• Employee-Manager Problems

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Management Pitfalls

• Lack of self control knowing oneself
• Activity Traps
• Managing vs Doing
• People vs Task Skills
• Ineffective Communications
• Time Management
• Management Bottlenecks

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Communications Defined

• Effective project communication is needed to
  ensure that we get the right information to the
  right person at the right time using the right
  media and the right format and in a
  cost-effective manner.

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Team Development and Stages
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Quote

• An expert is a person who has made all the
  mistakes that can be made in a very narrow field.

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Assignments due by COB 10/31/05

• Reading Project Management by Kerzner 8th
  edition. chapter 4, pg139-184
• Answer questions 4-33, 4-35, 4-43, 4-45, 4-47.
  Please submit by COB 10/31/05.
• Final presentation in class10 minutes each