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Project Human Resources Week 9 Learning Objectives

Project Human Resources Week 9 Learning Objectives. You should be able to: List and describe staffing processes, inputs, outputs, and tools Discuss HR issues unique to PM and IT List obstacles to team development of IT teams List characteristics of a high-performance IT team

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Project Human Resources Week 9 Learning Objectives

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  1. Project Human ResourcesWeek 9 Learning Objectives You should be able to: • List and describe staffing processes, inputs, outputs, and tools • Discuss HR issues unique to PM and IT • List obstacles to team development of IT teams • List characteristics of a high-performance IT team • Define the 5 levels of the P-CMM • Explain what P-CMM adds to the CMM, overall, and at each level

  2. leadership communication negotiation delegation motivation coaching and mentoring team building conflict resolution performance appraisal recruitment retention job design career development Human Resource (HR) ManagementHR skills and knowledge also apply to PM

  3. Project HR Mgmt Challenges • transient nature of jobs • temporary personal and organizational relationships • stakeholders change from phase to phase • still need compliance with administrative requirements (EEOC, etc.) • IT: continuing shortage of skilled workers

  4. Maslow’s Hierarchy of Needs 5. Self-actualization 4. Esteem 3. Social 2. Safety 1. Physiological

  5. Maslow’s Motivators are Sequential • Human behavior: love, self-esteem, belonging, self-expression, creativity - do have control • The lower the level, more urgent the need • People are motivated by higher level needs only when lower level needs have been satisfied • 1st 4 are deficiency needs, 5th is growth need • Self-actualized: problem-focused, growth-oriented • Different people at different levels • IT people likely to have met #1 and #2

  6. Satisfiers / Motivators Achievement Recognition Responsibility Advancement Growth Dissatisfiers / Hygiene Working conditions Salary Relationships Security Herzberg’s 2-factor Theory

  7. Expectancy Theory: How to motivate with rewards Individual must believe that: • effort -> performance • expectancy • performance -> rewards • instrumentality • and, rewards are valued • valence • extrinsic and intrinsic rewards

  8. Pay Can be Motivating If: • It is contingent on behavior • It is equitable • It is based on clear, accurate, and realistic measures

  9. Coercive power threat of punishment Reward power promise of incentives Legitimate power formal authority Expert power knowledge, experience, judgment needed by someone else access, control of information access to key decisionmakers Referent power identification with power source charisma Types of Power:Position and Personal

  10. Implications for PM’s • Understand motivation and individuals • Understand organizational power and influence • Rely on work challenge and expertise more than authority and money to motivate • Develop communication skills

  11. Covey’s 7 Habits • Be proactive: anticipate and choose responses • Begin with end in mind: focus on goals • Put first things first: priorities for managing time • categorize activities re: importance, urgency • focus on important as much as urgent • Think win/win • Seek to understand, be understood: communication • Synergize: collaboration • “Sharpen the saw”: take time to self-renew

  12. Project HR Management Processes Staffing Management Plan Roles & Responsibilities Staff Assignments Team Directory Organizational Planning Staff Acquisition Team Development Project Interfaces Staffing Needs

  13. Organizational Planning • Identify, document, and assign • Roles, responsibilities, and reporting relationships • To groups and individuals • Linked to communication planning • Tools: • templates from previous projects • HR practices, policies, procedures, etc.

  14. Organizational Planning Inputs • Project Interfaces • formal and informal reporting relationships among organizational units • organizational, technology, interpersonal • Staffing requirements • Constraints • organization structure and culture • contractual agreements • team preferences and skills

  15. Organizational Planning Outputs • Role and responsibility assignments • who does what (roles) • who decides what (responsibilities) • Staffing Management Plan • when, how staff are added and released • formal or informal, broad or detailed • Goal: reduce cost, minimize “make work” • Goal: improve morale by reducing uncertainty • Organization chart: reporting relationships • Supporting details: • organization impacts, job descriptions, training needs

  16. Project Organization Charts • OBS: organization breakdown structure • units responsible for work items • RAM: responsibility assignment matrix • people responsible for and performing work • stakeholder responsibilities for activities • Resource histogram • staffing levels needed over time

  17. Resource Loading and Leveling • Resource loading • amount of resources required during specific time periods • shows over-allocation • Resource leveling • smoother distribution of resource use • shift tasks within slack allowances • easier to manage more even levels

  18. Staff Acquisition • Inputs: • staffing management plan • staffing pool description • experience, interests, compatibility, availability • Outputs: • staff assignments and team directory • Tools: • negotiation with FMs, other PMs • pre-assignment or procurement (external) • need to address retention as well as recruitment

  19. Team Development: Definition • Help people work together more effectively to improve project performance • Enhancing the ability of stakeholders to contribute to the project • Enhancing the ability of the team to function as a team • Complicated by multiple reporting relationships (matrix structures)

  20. Inputs: Staff Project and staffing plans Performance reports External feedback Outputs: Performance improvements Inputs to performance appraisals Team Development Process:Inputs and Outputs

  21. Tools for Team Development • Training and education • management, technical • Team-building • involvement of team members in planning • ground rules (conflict, decision-making) • professional facilitation • Reward and recognition systems • promote specific behaviors • link rewards to clear, achievable performance goals • Co-location: distributed teams?

  22. Team Development Phases • Form • gather information • Storm • Conflict over styles, values, goals, power • Norm • Achieve balance, coordination, protocols • Perform • Complete tasks, handle conflict • Motivation, satisfaction • Disband - closure

  23. An Effective Team: • Gets the job done • Takes care of its members • Trust and support each other • Has confidence in its decisions • Has open, honest communication • Members’ values & needs match group’s • Listen and respond constructively • Value each others’ contributions

  24. IT: programmers and teams • Knowledge workers • traditional HR may not apply • still need structure: • job definition, motivation, feedback, career focus • Programmers vs. team work • Programmers view teams as stifling to creativity • Equate meetings, team processes, as time away from real work • Heroes are individual stars, not teams • Challenge: Scarcity of IT personnel

  25. Managing a Team • Assume the best about people - be kind • Fix the problem vs. finding blame • Have regular, effective meetings • focused, results-oriented, action-oriented • Limit team size to 3-7 • Plan social activities • Nurture team members and train and encourage team to nurture itself • Recognize individual and team achievement

  26. People Capability Maturity Model (P-CMM) • Recognition of need for team development • Parallels CMM • Same 5 levels

  27. 1. Initial Level (P-CMM) • Inconsistent performance • Little guidance or training • Managers do not accept responsibility for workforce development • Workforce capability unknown • Mismatch between practices and work • Individual agendas • High turnover

  28. 2. Repeatable (P-CMM) • Eliminate obstacles to performance: • environmental distractions • unclear performance objectives • lack of skill or knowledge • poor communication • Establish policies • Instill responsibility and discipline • Management commitment

  29. 3. Defined (P-CMM) • Adapts workforce practices to its specific business • Identifies core competencies, plans to develop them • Systematic skill development • Common organizational culture • Shared workforce responsibility for growth • Improved ability to predict performance

  30. 4. Managed (P-CMM) • Quantitative objectives for core competencies • Alignment across organization • High-performance competency-based team culture • complementary knowledge & skills • team building and maintenance • Mentors: support, guidance, skills • Quantitative assessment and analysis • Predictable performance results

  31. 5. Optimizing (P-CMM) • Continuous improvement of individual competencies • incremental advances • innovative practices • Data used to measure improvements • Culture of performance excellence

  32. Major Themes in P-CMM • Developing capabilities • Building teams and culture • Motivating and managing performance • Workforce focus

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