PMBOK Chapter 9 Project Human Resource Management And

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

Road Map • Introduction • • • Plan Human Resource Management Acquire Project Team Develop Project Team Manage Project Team Case Study Conclusion 2

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. 3

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 4

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 5

Road Map • Introduction • Plan Human Resource Management • • • Acquire Project Team Develop Project Team Manage Project Team Case Study Conclusion 6

Plan Human Resource Management • Process of: – Identify/document • • • Roles Responsibilities Required skills Reporting Relationships 7

Plan Human Resource Management • Key benefits – Establishes • • Roles Responsibilities Project org. charts Staffing management plan 8

Plan Human Resource Management • 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. 9

Plan Human Resource Management • Tools and Techniques – Org. charts and position descriptions • Hierarchical, matrix, and text-oriented – Networking – Organizational theory – Expert judgment – Meetings 10

Plan Human Resource Management • Charts 11

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 12

Road Map • Introduction • Plan Human Resource Management • Acquire Project Team • • Develop Project Team Manage Project Team Case Study Conclusion 13

Acquire Project Team • Process of: – Confirming HR availability – Obtaining the team. • Key benefit: – Outlining & guiding the team selection and responsibility assignment. 14

Acquire Project Team • Inputs – Human resource management plan – Enterprise environmental factors – Organizational process assets 15

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 16

Acquire Project Team • Outputs – Project staff assignments – Resource calendars – Project management plan updates 17

Road Map • Introduction • Plan Human Resource Management • Acquire Project Team • Develop Project Team • Manage Project Team • Case Study • Conclusion 18

Develop Project Team • Process of: – Improving competencies – Team member interaction – Team environment 19

Develop Project Team • Key benefits: – Improved teamwork – Enhanced people skills – Enhanced competencies – Motivated employees – Reduced staff turnover – Better project performance 20

Develop Project Team • Inputs – Human resource management plan – Project staff assignments – Resource calendars 21

Develop Project Team • 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 22

Develop Project Team • 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 23

Develop Project Team • Outputs – Team performance assessments – Enterprise environmental factors updates 24

Road Map • • Introduction Plan Human Resource Management Acquire Project Team Develop Project Team • Manage Project Team • Case Study • Conclusion 25

Manage Project Team • Process of: – Tracking performance – Providing feedback – Resolving issues – Managing changes 26

Manage Project Team • Key benefits: – Influences behavior – Manages conflicts – Resolves issues – Appraises performance 27

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. 28

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) 29

Manage Project Team • Outputs – PMP updates – Project document updates • Issue log – Enterprise environmental factors updates – Organizational process assets updates 30

Road Map • • • Introduction Plan Human Resource Management Acquire Project Team Develop Project Team Manage Project Team • Case Study • Conclusion 31

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. 32

Case Study • Key question- “How should you organize teamwork for software development” • Two major types – Command control • Centralized decision authority • Individual decisions – Self-managed • Scrum • Shared decision making 33

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 34

Case Study • This study examines – 5 teams – 3 companies – 3 years • All introduced agile into their projects 35

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. 36

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 (standups, retrospectives, etc. ) – Conducted interviews – Inspected documents 37

Case study • Key topic emerged – Self-Management • Barriers to self-management – Team-level – Organizational-level 38

Case study • Team-level barriers – Individual Commitment – Failure to learn – Individual leadership 39

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 40

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! 41

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. 42

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 43

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. 44

Case study • Organizational barriers – Shared Resources – Organizational control – Specialist culture 45

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 46

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. 47

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 48

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 49

Case study • Overcoming the barriers – Align people to one project at a time • Easier in large organizations • Must be coordinated by management, not team 50

Road Map • • • Introduction Plan Human Resource Management Acquire Project Team Develop Project Team Manage Project Team Case Study • Conclusion 51

Conclusion • Thank you for your time! • Questions? 52

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 (5 th ed. ). Newtown Square, Pa. : Project Management Institute. 53