It project Human resources management.pptx

It project Human resources management presentation

1. Lecture 09-Project Human Resource Management IT Project Management (ITC-311) Ms. Sarah Farrukh

2. People Management Many corporate executives have said, “People are our most important asset ’. People determine the success and failure of organizations and projects. Key areas Motivation theories Influence and Power Effectiveness

3. Motivation Theories Intrinsic Motivation: causes people to participate in an activity for their own enjoyment. Extrinsic Motivation: causes people to do something for a reward or to avoid a penalty. Maslow’s Hierarchy of Needs: humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny. Maslow developed a hierarchy of needs which states that people’s behaviors are guided or motivated by a sequence of needs

4. Motivation Theories… Herzberg’s Motivational and Hygiene Factors distinguished between Motivational factors: achievement, recognition, the work itself, responsibility, advancement, and growth, which produce job satisfaction Hygiene factors: cause dissatisfaction if not present, but do not motivate workers to do more. Examples include larger salaries, more supervision, and a more attractive work environment

5. Motivation Theories… McClelland’s Acquired-Needs Theory Specific needs are acquired or learned over time and shaped by life experiences, including: Achievement ( nAch ): Achievers like challenging projects with achievable goals and lots of feedback. Affiliation ( nAff ): People with high nAff desire harmonious relationships and need to feel accepted by others, so managers should try to create a cooperative work environment for them. Power ( nPow ): People with a need for power desire either personal power (not good) or institutional power (good for the organization). Provide institutional power seekers with management opportunities

6. Motivation Theories… Thamhain and Wilemon’s Ways to Have Influence on Projects Authority: the legitimate hierarchical right to issue orders. Assignment: the project managers perceived ability to influence a worker's later work assignments. Budget: the project manager’s perceived ability to authorize others’ use of discretionary funds Promotion: the ability to improve a worker's position Money: the ability to increase a worker's pay and benefits Penalty: the project manager's ability to cause punishment Work challenge: the ability to assign work that capitalizes on a worker’s enjoyment of doing a particular task Expertise: the project manager’s perceived special knowledge that others deem important Friendship: the ability to establish friendly personal relationships between the project manager and others

7. Influence & Power Projects are more likely to succeed when project managers influence with Expertise Work Challenge Projects are more likely to fail when project managers rely too heavily on Authority Money Penalty

8. Covey and Improving Effectiveness   Project managers can apply Covey’s 7 habits to improve effectiveness 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 Empathic Listening and Rapport Good project managers are empathic listeners -they listen with the intent to understand Before you can communicate with others, you have to have rapport — a relation of harmony, conformity, accord, or affinity Mirroring is the matching of certain behaviors of the other person, a technique to help establish rapport IT professionals need to develop empathic listening and other people skills to improve relationships with users and other stakeholders

9. Meyers-Briggs Type Indicator (MBTI)   MBTI is a popular tool for determining personality preferences and helping teammates understand each other Four dimensions include: Extrovert/introvert (E/I) Sensation/intuition (S/N) Thinking/Feeling (T/F) Judgment/Perception (J/P) NTs or rational are attracted to technology fields IT people vary most from the general population in not being extroverted or sensing

10. Social Styles profile   People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness People on opposite corners (drivers and amiable, analytical and expressive) may have difficulties getting along

11. DSIC Profiles Also uses a four-dimensional model of normal behavior Dominance, Influence, Steadiness and Compliance. People in opposite quadrants can have problems understanding each other.

12. Project Human Resource Management Project Human Recourse Management includes the processes that organize, manage and lead the project team. Project team is composed of the people with assigned roles and responsibilities for completing the project. Project management team is the subset of project team and is responsible for the different phases of project management.

13. Functional Manager v/s Project Manager

14. Project Human Resource Management Processes

15. Plan Human Resource Management Plan HR Management is the process of identifying and documenting project roles and responsibilities, required skills, reporting relationships and creating staff management plan. It includes project org charts, staff management plan, responsibility matrix and resource histogram

16. Sample Organizational Chart for IT Project

17. Work Definition and Assignment Process

18. Responsibility Assignment Matrix RAM maps project work in WBS to the persons responsible for performing work as described in OBS. Can be created in different ways to cater unique project needs. RACI (R: Responsible, A: Accountable (Only one A per task), C: Consulted, I: Informed ) is kind of RAM.

19. Staff Management Plan and Resource Histogram Staff Management Plan defines that when resources will be added and taken out from the project. Resource histogram is pictorial representation of same.

20. Acquire Project Team Process of confirming human resource availability and obtaining the team necessary to complete the project activities. It belongs to execution group.

21. Resource loading and levelling Resource Loading Amount of individual resources required by the project schedule at any specific time period. Over allocation means resources more than available are assigned to perform the task at any given time, Resource Levelling Technique of resolving resource conflicts by delaying tasks. It provides smoother distribution of resource usage and avoids resource over allocation.

22. Develop Project Team Process of improving team competencies, team members interaction and overall team environment to enhance project performance.

23. Project Team Development Stages (Tuckman Model)

24. Manage Project Team Process of managing team members performance, providing feedback, resolving issues and managing team changes to optimize project performance.

25. Conflict Management Conflict is an inevitable consequence of organization interactions. Managed well, conflicts can create opportunities. Different sources of conflicts can be Scarce resources Scheduling priorities Personal workstyles Project Manager’s active involvement in project processes results in minimizing and avoiding conflicts. Following measures can be taken in order to avoid the conflicts. Provide projects details and update project team about project status Avoid assigning overlapping tasks to team members Motivate team members and ensure that every one gets the chances to work on interesting and challenging assignments. Conflict Resolution Techniques Confrontation: Directly face the conflict using problem solving approach. Withdraw/Avoid: Resolution of conflict is deferred to a later time. Smooth/Accommodate: Areas of agreements are emphasized to reduce conflict. Compromise/Reconcile: A certain degree to satisfaction is brought to all parties engaged. Force/Direct: Directions are given by a person in authority to resolve conflict. Collaborate/Problem Solve: All parties are asked to jointly look for the solution.

26. Conflict Handling Modes

27. Project Manager Power is the potential ability to influence behavior of people to get things done which they would not do otherwise. Project Managers are vested with certain powers to facilitate project work from team members. Coercive: Project manager can penalize team members for their poor performance Legitimate: Project managers can formally assign tasks to team members Expert: Project managers can command authority on virtue of their expertize on that domain. Reward: Project manager can reward and recognize team members based on their performance Referent: Project manager can be considered as a reference of higher authority to get the work done. Leadership Styles: Project manager needs to establish leadership style the matches the needs of the team. Popular leadership styles are

28. Teams Building Be patient and kind with your team Fix the problem instead of blaming people Establish regular, effective meetings Allow time for teams to go through the basic team-building stages Limit the size of work teams to three to seven members Team-based reward and recognition systems Plan some social activities to help project team members and other stakeholders get to know each other better Stress team identity Nurture team members and encourage them to help each other Take additional actions to work with virtual team members Dysfunctions of teams Absence of trust Fear of conflict Lack of commitment Avoidance of accountability Inattention to results

29. Thank You