PMBOK Chapter 9 Project Human Resource Management And Case Study Jacob Sandnes 3/30/15.

PMBOK Chapter 9 Project Human Resource ManagementAnd Case Study

Jacob Sandnes3/30/15

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Road Map

• Introduction• Plan Human Resource Management• Acquire Project Team• Develop Project Team • Manage Project Team • Case Study• Conclusion

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Introduction • Project HRM – the processes that organize,

manage, and lead the project team. • The project team – those with assigned roles

to complete the project.• The project management team – responsible

for management and leadership. • Project HRM can also include.– Sponsors, clients, support staff, etc.

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Introduction • Managing and leading involves– Influencing the project team (human factors)– Professional and ethical behavior.

• Project HRM processes interact with other areas knowledge areas. – Initial team members create WBS– Additional members may be needed – Their experience levels may increase or decrease

project risk

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Introduction • Process areas are – Plan human resources – Acquire project team • Confirm HR availability and obtain team

– Develop project team • Improve competencies, interaction, and environment

– Manage project team • Tracking performance and managing changes

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Road Map


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Plan Human Resource Management

• Process of:– Identify/document• Roles• Responsibilities• Required skills• Reporting• Relationships

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• Key benefits– Establishes • Roles• Responsibilities • Project org. charts• Staffing management

plan

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• Inputs– Project management plan– Activity resource requirements• Specifically human resources needed.

– Enterprise environmental factors• Organizational culture and structure.• Existing human resources.

– Organizational process assets • Policies, templets, lessons learned, etc.

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• Tools and Techniques – Org. charts and position descriptions• Hierarchical, matrix, and text-oriented

– Networking– Organizational theory – Expert judgment– Meetings

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• Charts

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Plan Human Resource Management • Outputs– Human resource management plan• Defines roles and responsibilities

– Role, authority, responsibility, and competencies

• Project org. charts• Staffing management plan

– Staff acquisition – Resource calendars– Staff release plan– Training needs– Recognition and rewards– Compliance and safety

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Road Map


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Acquire Project Team

• Process of:– Confirming HR availability– Obtaining the team.

• Key benefit:– Outlining & guiding the

team selection and responsibility assignment.

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• Inputs – Human resource management plan– Enterprise environmental factors– Organizational process assets

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Acquire Project Team • Tools and techniques – Pre-assignment• Selected in advance

– Negotiation• Functional mangers, other PM teams, and external org

– Acquisition– Virtual teams– Multi-criteria decision analysis • Availability, cost, experience, ability, knowledge, skills,

attitude, international factors

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• Outputs – Project staff assignments– Resource calendars– Project management plan updates

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Road Map


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Develop Project Team

• Process of:– Improving competencies – Team member interaction– Team environment

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• Key benefits:– Improved teamwork– Enhanced people skills – Enhanced competencies – Motivated employees– Reduced staff turnover– Better project performance

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• Inputs – Human resource management plan – Project staff assignments– Resource calendars

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• Tools and Techniques – Interpersonal skills• Emotional intelligence, conflict resolution, negotiation,

influence, team building and group facilitation

– Training• Classroom, online, on-the-job, etc.

– Team-building activities (Tuckman ladder)• Forming, storming, norming, performing, adjourning

– Ground rules

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• Tools and Techniques – Colocation • Meeting rooms (war room), poster boards, etc.

– Recognition and rewards– Personnel assessment tools• Surveys, structured interviews, ability tests, and focus

groups

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• Outputs– Team performance assessments– Enterprise environmental factors updates

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Road Map


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Manage Project Team

• Process of:– Tracking performance– Providing feedback– Resolving issues – Managing changes

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Manage Project Team

• Key benefits:– Influences behavior– Manages conflicts– Resolves issues– Appraises performance

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Manage Project Team

• Inputs– Human resource management plan– Project staff assignments– Team performance assessments – Issue log– Work performance reports – Organizational process assets• Newsletters, websites, bonus structures, etc.

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Manage Project Team• Tools and techniques– Observation and conversation– Project performance appraisals– Conflict management• Withdraw/avoid• Smooth/accommodate• Compromise/reconcile• Force/direct• Collaborate/problem solve

– Interpersonal skills (leadership, influence, decisive)

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Manage Project Team

• Outputs– PMP updates– Project document updates• Issue log

– Enterprise environmental factors updates– Organizational process assets updates

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Road Map


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Case Study

• Title - “Overcoming Barriers to Self-Management in Software Teams”

• The team – Basic work unit– A small number of people with complementary

skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.

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Case Study

• Key question- “How should you organize teamwork for software development”

• Two major types – Command and control• Centralized decision authority• Individual decisions

– Self-managed• Scrum • Shared decision making

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Case Study• Self-managing teams – Benefits• Problems dealt quickly and accurately • Reduce cost, improve quality• Higher employee satisfaction• Higher functional redundancies

– Problems• Team performance is complex • Depends on competence in managing and executing• Difficult to implement

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Case Study• This study examines – 5 teams – 3 companies – 3 years

• All introduced agile into their projects

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Case Study

• Company A, B, and C– A develops customer specific software on

contract. Specifically for planning and work coordination

– B manufactures receiving stations for meteorological and earth observation satellite data.

– C develops software for maritime, offshore, and process industries.

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Case Study• All five teams received – One day of general intro to scrum.– One day of tailoring agile practices to their

projects.• Data gathering methods– Observation of daily work and meetings (stand-

ups, retrospectives, etc.)– Conducted interviews – Inspected documents

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Case study

• Key topic emerged – Self-Management

• Barriers to self-management– Team-level – Organizational-level

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Case study

• Team-level barriers– Individual Commitment– Failure to learn – Individual leadership

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Case study• Individual commitment– To much priority to individual goals• Specialization • Developers created

– Individual plans, full control over modules

• Team members had less interaction• What if someone got sick?

– Unrealistic plans• Too much in one sprint• Plans were too broad and too flexible

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Case study• Individual commitment– Unclear completion criteria• When is the task done?

– Meetings weren’t engaging • Scrum tool was distracting • Scrum master directly addressed developers• In companies A and B some developers fell asleep!

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Case study• Failure to learn– Low team autonomy• Outside people needs to respect efforts at

improvement.• Need to affect managerial decisions to improve.

– Symbolic self-management

• In company C product owner distracted team– New issue/crisis– Presented new features with uncertainty – Distracted team from iteration plan.

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Case study• Failure to learn– Impression management• Made project team look good• Reported unfinished task as finished• Motivated by competing project resources• Company A lost trust in team

– Specialization • Problems with developer owned code unreported

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Case study• Individual leadership – Decentralized decision making• Failure to understand what others are doing

– Company A • Developer spent 3 days implementing features for

future products.– Decision hijacking

– Many scrum master didn’t change decision habits.– Who should be involved in what decision?• One experienced new hire was left out of decisions.

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Case study

• Organizational barriers– Shared Resources – Organizational control– Specialist culture

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Case study

• Shared resources– Projects competed for shared HR • Developers assigned to two projects • Some scrum masters were allowed to prevent

developers from other projects• Failure to provide scheduling and cross training

– Culture did not allow changes in organization of teams.

– No investment in redundancy

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Case study• Organizational Control – Company B• Tool for organizing tasks included information for QA

department.• Project team ignored information and characterized it

as busy work.

– Company A • Management interested in number of hours reported

rather than progress.• Scrum masters told developers to report more hours

than were actually worked.

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Case study• Specialist Culture– Generalists needed to be able to fill in. – Company C• Chief architect controlled all decisions

– Company B• Developers protected their knowledge• Developers became important and could not be fired

– Company A• Developers afraid to take responsibility for code• Developers would be stuck with that product

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Case study• Overcoming the barriers – Organize cross-training• Increases responsiveness to change and flexibility

– Collocate the team • Increases interaction and cooperation

– Appreciate generalists • Select team members with potential for redundancy

– Build trust and commitment• Teams’ need for learning should motivate not

management’s control.• Beware of impression management

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Case study

• Overcoming the barriers– Align people to one project at a time • Easier in large organizations • Must be coordinated by management, not team

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Road Map


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Conclusion

• Thank you for your time!• Questions?

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References

• Moe, N., Dingsøyr, T., & Dybå, T. (2009). Overcoming Barriers to Self-Management in Software Teams. IEEE Software, 20-26.

• Project Human Resource Management. (2013). In A guide to the Project Management Body of Knowledge (PMBOK guide), fifth edition (5th ed.). Newtown Square, Pa.: Project Management Institute.

PMBOK Chapter 9 Project Human Resource Management And Case Study Jacob Sandnes 3/30/15.

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