Itmg 494 Extra Hr and Team Building

8/16/2019 Itmg 494 Extra Hr and Team Building

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Project Human Resource Management


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Learning Objectives• Explain the importance of good human resource management

projects, including the current state and future implications of

human resource management, especially on information

technology projects.

• Define project human resource management and understand

processes.

• Summarize key concepts for managing people by understand

the theories of Abraham Maslo, !rederick "erzberg, Da#id

Mc$lelland, and Douglas Mc%regor on moti#ation, ". &. 'ham

and D. (. )ilemon on influencing orkers, and Stephen $o#e

ho people and teams can become more effecti#e.


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Learning Objectives• Discuss human resource planning and be able to create a project

organizational chart, responsibility assignment matrix, and resource

histogram.• *nderstand important issues in#ol#ed in project staff ac+uisition and

explain the concepts of resource assignments, resource loading, an

resource le#eling.

• Assist in team de#elopment ith training, teambuilding acti#ities, an

reard systems.

• Explain and apply se#eral tools and techni+ues to help manage a pr

team and summarize general ad#ice on managing teams.

• Describe ho project management softare can assist in project hu

resource management.


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The Importance of Human

Resource Management• Many corporate executi#es ha#e said, -eople are our most importa

asset/• eople determine the success and failure of organizations and

projects


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What is Project Human Resource

Management?

• Making the most effecti#e use of the people in#ol#ed ith a projec

• rocesses include0• Human resource planning0 1dentifying and documenting project role

responsibilities, and reporting relationships.

• Acquiring the project team0 %etting the needed personnel assignedand orking on the project.

• Developing the project team0 2uilding indi#idual and group skills toenhance project performance.

•

Managing the project team0 'racking team member performance,moti#ating team members, pro#iding timely feedback, resol#ing issuesconflicts, and coordinating changes to help enhance project performan


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Keys to Managing Peope

• sychologists and management theorists ha#e de#oted much and thought to the field of managing people at ork.

• 1mportant areas related to project management include0

• Motivation theories

• Influence and power

• Effectiveness


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Intrinsic an! "#trinsic Motivation

• Intrinsic motivation causes people to participate in an acti#ityon enjoyment.

• Extrinsic motivation causes people to do something for a re

a#oid a penalty.

•!or example, some children take piano lessons for intrinsic mo3they enjoy it4 hile others take them for extrinsic moti#ation 3to

reard or a#oid punishment4.


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Maso$%s Hierarchy of &ee!s

• Abraham Maslo argued that human beings possess uni+ue +that enable them to make independent choices, thus gi#ing the

of their destiny.

• Maslo de#eloped a hierarchy of needs, hich states that pe

beha#iors are guided or moti#ated by a se+uence of needs.


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Maso$%s Hierarchy

of &ee!s


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Her'berg%s Motivationa an! Hygien

(actors

• !rederick "erzberg rote se#eral famous books and

articles about orker moti#ation. "e distinguished

beteen0• Motivational factors0 Achie#ement, recognition, the ork

itself, responsibility, ad#ancement, and groth. 'hese

factors produce job satisfaction.

• Hygiene factors0 (arger salaries, more super#ision, and a

more attracti#e ork en#ironment. 'hese factors cause

dissatisfaction if not present, but do not moti#ate orkers to

do more.


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Mc)ean!%s *c+uire!,&ee!s Theory

• Specific needs are ac+uired or learned o#er time and are shaped

life experiences. 'he folloing are the main categories of ac+uired

needs0

• Achievement (nAch0 eople ith a high need for achie#ement like

challenging projects ith attainable goals and lots of feedback.

• Affiliation (nAff0 eople ith high need for affiliation desire harmonio

relationships and need to feel accepted by others, so managers shou

to create a cooperati#e ork en#ironment for them.

• !ower (n!ow0 eople ith a need for poer desire either personal

poer 3not good4 or institutional poer 3good for the organization4. roinstitutional poer seekers ith management opportunities.


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Mc-regor%s Theory . an! /• Douglas Mc%regor popularized the human relations approach to

management in the 6789s.

• "heory #0 Assumes orkers dislike and a#oid ork, so managers

must use coercion, threats, and #arious control schemes to get

orkers to meet objecti#es.

• "heory $0 Assumes indi#iduals consider ork as natural as play o

rest and enjoy the satisfaction of esteem and selfactualization nee

•

"heory %0 1ntroduced in 67:6 by )illiam ;uchi and is based on th&apanese approach to moti#ating orkers, hich emphasizes trus

+uality, collecti#e decision making, and cultural #alues.


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Thamhain an! Wiemon%s Ways to

Have Infuence on Projects

&' Authority0 'he legitimate hierarchical right to issue ord' Assignment0 'he project manager


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Thamhain an! Wiemon%s Ways to Have

Infuence on Projects 0cont%!1

-' !enalty0 'he project manager


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Ways to Infuence that Hep an! Hu

Projects

• rojects are more likely to succeed hen project

managers influence people using0• Expertise

• /or0 challenge

• rojects are more likely to fail hen project

managers rely too hea#ily on0• Authority

• Money

• !enalty


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Po$er

• !ower is the potential ability to influence beha#ior to get peoplthings they ould not otherise do.

• 'ypes of poer include0

• $oerci#e poer

• (egitimate poer

• Expert poer

• =eard poer

• =eferent poer


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Improving "ffectiveness2

)ovey%s 3even Habits• roject managers can apply $o#ey5s se#en habits to

impro#e effecti#eness on projects.• Be proactive.

• Begin with the end in mind.

• Put first things first.

• Think win/win.

• Seek first to understand, then to be understood.

• Synergize.

• Sharpen the saw.


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"mpathic Listening an! Rapport

• %ood project managers are empathic listeners, meaning theylisten ith the intent to understand.

• 2efore you can communicate ith others, you ha#e to ha#erapport, hich is a relation of harmony, conformity, accord, oraffinity.

• Mirroring is the matching of certain beha#iors of the otherperson, and is a techni+ue used to help establish rapport.

• 1' professionals need to de#elop empathic listening and otherpeople skills to impro#e relationships ith users and otherstakeholders.


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*c+uiring the Project Team

• Ac+uiring +ualified people for teams is crucial.

• 'he project manager ho is the smartest person on the team

has done a poor job of recruiting>

• Staffing plans and good hiring procedures are important, as are

incenti#es for recruiting and retention.• Some companies gi#e their employees one dollar for e#ery hour that a

ne person ho they helped hire orks.

• Some organizations allo people to ork from home as an incenti#e.


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Myers,4riggs Type In!icator

0M4TI1

• M2'1 is a popular tool for determining personality preferences anhelping teammates understand each other.

• !our dimensions include0• Extro#ert?1ntro#ert 3E?14

• Sensation?1ntuition 3S?@4

• 'hinking?!eeling 3'?!4• &udgment?erception 3&?4

• @'s, or rationals, are attracted to technology fields.

• 1' people #ary most from the general population in their tendencto not be extro#erted or sensing.


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Wi!eman an! 3henhar%s 5ie$s on M4TI

an! Project Management6

• Most suited for project leadership0• 699 percent0 1@'&, E@'&, 1S'&, ES'&• 9 percent0 1@', E@', E@!, E@!&

• 2est suited as folloers0• 699 percent0 1@!&, 1S!&• 9 percent0 1@', E@', E@!, E@!&, ES!&

•@ot suited for project ork0• 699 percent0 1@!, 1S!, ES!, 1S'

• 9 percent0 E@!, ES'

*Wideman, R. Max and Aaron J. Shenhar, “Professional and Personal Development: A Practical Approach to d!cation and "rai

Project Management for Business Professionals, edited %& Joan 'n!tson, ()), p. +-.


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M4TI an! 3uitabiity to Project

Wor76

*Wideman, R. Max. “Proect "eam/or0, Personalit& Profiles and the Pop!lation at 1ar#e: Do /e

have eno!#h of the ri#ht 0ind of people2$ 3http:44///.max/ideman.com4papers4profiles4profiles.pdf 5.

What

&o! th

a%o!t

thesevie/s

http://www.maxwideman.com/papers/profiles/profiles.pdfhttp://www.maxwideman.com/papers/profiles/profiles.pdfhttp://www.maxwideman.com/papers/profiles/profiles.pdfhttp://www.maxwideman.com/papers/profiles/profiles.pdf


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3ocia 3tyes Profie

• eople are percei#ed as beha#ing primarily in one of fou

zones, based on their asserti#eness and responsi#eness• Dri#ers

• Expressi#es

• Analyticals

• Amiables

•

eople on opposite corners 3dri#ers and amiables,analyticals and expressi#es4 may ha#e difficulty getting

along.


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3ocia 3tyes


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Tuc7man Mo!e of Team 8eveopm

• !orming

• Storming

• @orming

• erforming

• Adjourning


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Training

•

'raining can help people understand themsel#es and each othunderstand ho to ork better in teams.

• 'eam building acti#ities include0

• hysical challenges

•sychological preference indicator tools


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Managing the Project Team

• roject managers must lead their teams in performing

#arious project acti#ities.• After assessing team performance and related informat

the project manager must decide0

• 1f changes should be re+uested to the project.

• 1f correcti#e or pre#enti#e actions should be recommended.

•

1f updates are needed to the project management plan ororganizational process assets.


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Toos an! Techni+ues for Managing

Project Teams

• ;bser#ation and con#ersation

• roject performance appraisals

• $onflict management

• 1ssue logs


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Re$ar! an! Recognition 3ystems

•

'eambased reard and recognition systems can promote team

• !ocus on rearding teams for achie#ing specific goals.

• Allo time for team members to mentor and help each other to

project goals and de#elop human resources.


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Why Peope Leave Their 9obs

•

'hey feel they do not make a difference.

• 'hey do not get proper recognition.

• 'hey are not learning anything ne or groing as a person.

• 'hey do not like their coorkers.

• 'hey ant to earn more money.


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-enera *!vice on Teams

• 2e patient and kind ith your team.

• !ix the problem instead of blaming people.

• Establish regular, effecti#e meetings.

• Allo time for teams to go through the basic team

building stages.

• (imit the size of ork teams to three to se#en membe


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-enera *!vice on Teams 0cont%!1

•

lan some social acti#ities to help project team members and ostakeholders get to kno each other better.

• Stress team identity.

• @urture team members and encourage them to help each othe

•'ake additional actions to ork ith #irtual team members.


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Resource Loa!ing

•

4esource loading refers to the amount of indi#idual resourcesexisting schedule re+uires during specific time periods.

• "elps project managers de#elop a general understanding of th

demands a project ill make on the organization5s resources a

indi#idual people5s schedules.

• 5verallocation means more resources than are a#ailable are

to perform ork at a gi#en time.


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3taffing Management Pans an! Resour

Histograms

• A staffing management plan describes hen and ho

people ill be added to and taken off the project team.

• A resource histogram is a column chart that shos th

number of resources assigned to a project o#er time.


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3ampe Resource Histogram


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3ampe Histogram 3ho$ing an Overaocate! In!ivi!ua

What’s wrong with this picture? Assume 100 percent means Joe is working eight hours pe


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Resource Leveing

•

4esource leveling is a techni+ue for resol#ing resource conflidelaying tasks.

• 'he main purpose of resource le#eling is to create a smoother

distribution of resource use and reduce o#erallocation.


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Resource Leveing "#ampe


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4enefits of Resource Leveing

•

)hen resources are used on a more constant basis, they re+umanagement.

• 1t may enable project managers to use a justintime in#entory

policy for using subcontractors or other expensi#e resources.

• 1t results in feer problems for project personnel and the accou

department.

• 1t often impro#es morale.

: i 3 ft t * i t i H


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:sing 3oft$are to *ssist in Human

Resource Management• Softare can help produce =AMS and resource

histograms.

• 2y using project management softare for human

resource management, you can0

• Assign resources.

•1dentify potential resource shortages or underutilization.

• (e#el resources.

P j t R M t I


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Project Resource Management Invoves

More Than :sing 3oft$are

• roject managers must0

• 'reat people ith consideration and respect.

• *nderstand hat moti#ates people.

• $ommunicate carefully ith people.

• !ocus on your goal of enabling project team members to

deli#er their best ork.

Itmg 494 Extra Hr and Team Building

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