PROJECT HUMAN RESOURCES MANAGEMENT OVERVIEW Project Management Knowledge

PROJECT HUMAN RESOURCES MANAGEMENT

OVERVIEW Project Management Knowledge Area 1. 2. 3. 4. 5. 6. 7. 8. 9. Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resources Management Project Communication Management Project Procurement Management Project Risk Management

PROJECT HUMAN RESOURCE MANAGEMENT Project Human Resource Management includes the processes that organize and manage the project team Project Team is comprised on the people who have assigned roles and responsibilities for completing the project Project Management Team is a subset of the project team and is responsible for project management activities such as planning, controlling and closing

PROJECT HUMAN RESOURCE MANAGEMENT

PROJECT HUMAN RESOURCE MANAGEMENT 1. Human Resource Planning Identifying and documenting project roles, responsibilities, and reporting relationships, as well as creating the staffing management plan 2. Acquire Project Team Obtain the human resources needed to complete the project 3. Develop Project Team Improving the competencies and interaction of the member to enhance project performance 4. Manage Project Team Tracking the member performance, providing feedback, resolving issues, and coordinating changes to enhance project performance

PROJECT HUMAN RESOURCES MANAGEMENT 1. Human Resources Planning 4. Manage Project Team 2. Acquire Project Team 3. Develop Project Team

PROCESS FLOW DIAGRAM

HUMAN RESOURCE PLANNING

FUNCTIONAL ORGANIZATION

PROJECTIZE ORGANIZATION

WEAK MATRIX ORGANIZATION

BALANCED MATRIX ORGANIZATION

STRONG MATRIX ORGANIZATION

COMPOSITE ORGANIZATION

ROLES AND RESPONSIBILITY DEFINITION FORMATS

ORGANIZATIONAL STRUCTURE INFLUENCE ON PROJECTS

RANGE OF ORGANIZATIONAL CHOICE MATRIX PROJECT RELATIVE INFLUENCE OF THE FUCTIONAL MANAGER FUNCTIONAL NO CO-ORDINATOR PART TIME FULL TIME CO-ORDINATOR FULL TIME PROJECT MANAGER PROJECT OFFICE SEPARATE PROJECT TEAM

ORGANIZATIONAL STRUCTURE INFLUENCE ON PROJECTS Organization Type Weak Functional Medium Strong MATRIX 100% Strong Matrix Weak Matrix Percentage Personal Remaining in Department 50% Full Projectized / Task Force Percentage Personal on the project 50% 0% Organizationa l Highlight 0% -No real Project Manager -Part time PE (from functional dept) Level of authority None -Part time PM -Part time PE -Part time PC -PE Support one or more PM or FM -PC reports to higher mngmt. -PM for > half time -Full time PM -Project Office separate Project Teams -Some project administration assistance -No Project Off. Low to Medium to High FM=Functional Manager, PC=Project Coordinator, PE=Project Expeditor, PM=Project Manager Source : Vijay K. Verma, “Organizing Projects for Succes”, PMI, 1995

KEY FACTORS OF ORGANIZATION STRUCTURE PROJECT CHARACTERISTIC FUNCTIONAL WEAK MATRIX STRONG MATRIX PROJECT UNCERTAINTY LOW MODERATE HIGH TECHNOLOGY STANDARD COMPLEX NEW COMPLEXITY LOW MEDIUM HIGH DURATION SHORT MEDIUM LONG SIZE SMALL MEDIUM LARGE LOW MODERATE HIGH DIVERSE 3 OR 4 ONE INTERDEPENDENCY (WITHIN) LOW MEDIUM HIGH INTERDEPENDENCY (BETWEEN) HIGH MEDIUM LOW TIME CRITICAL LOW MODERATE HIGH IMPORTANCE CUSTOMER Adapted from : Robert Youker, “Organizational Alternative for Project Management”, Project Management Quarterly, Drexel Hill, Pa. (1), march 1977, p. 21.

RESPONSIBILITY ASSIGNMENT MATRIX USING RACI FORMAT

RESOURCE HISTOGRAM

ACQUIRE PROJECT TEAM

GENERAL MANAGEMENT SKILL 1. Communication Skills : Listening & Persuading 2. Organization skills : Planning, Goal Setting & Analyzing 3. Team Building Skills : Empathy (putting yourself in someone’s shoes), conflict resolution 4. Leadership skills : Set example, vision, delegates, develop, empower 5. Coping skills : Flexibility, creativity, patience, persistence 6. Technological skills : Experience & project knowledge

DEVELOP PROJECT TEAM

TEAM BUILDING ACTIVITIES • Planning Session • Meeting (review, problem solving, briefing) • Counseling Session - Group - Individual • Reward

TEAM BUILDING ACTIVITIES • First Stage (Forming) Team members are polite, guarded and businesslike, therefore team leaders should emphasize directive behavior • Second Stage (Storming) Team members are confront one another, struggle for control and as a result they either become entrenched or opt out. The leaders must display high directive and supportive behavior • Third Stage (Norming) Team members confront ISSUE instead of people, establish procedures collectively and become Team Oriented. Team leaders must provide high support & low direction • Four Stage (Performing) Team members settle down to open and productive effort with trust, flexibility and mature cohesiveness that enables self direction. Team leader must be willing to delegate & provide low direction & low support as needed • Five Stage (Aging) Close out phase

LEADERSHIP STYLE 1. Autocratic managers ARE NOT considering the information (input) provided by project team members in making decisions. The Autocratic manager sees workers as highly untrustworthy, needing to be watched and closely manager at all times ; Theory X Sometimes appropriate when decisions have to be made for emergency situation or time pressure 2. Democratic managers WILL encourage the project team to pool its knowledge or participation to make the best decision Democratic management style is best used for people whose behavior fit with Theory Y

LEADERSHIP STYLE 3. Laissez - Faire A management style characterized by : -Little or No information flowing up or down between the project manager and the project team, so team members are left to make decision for themselves -Decision making authority is DIFFUSE -No leadership; out of formal control Effective for strong, self directive work groups, but can cause frustration and a sense of isolation in teams that need more direction

MANAGE PROJECT TEAM

TYPE OF POWER : THE ABILITY OF ONE PERSON TO INFLUENCE THE BEHAVIOR OF ANOTHER 1. COERCIVE punishment 2. EXPERT capability & knowledge 3. LEGITIMATE formal authority 4. REFERENT personality 5. REPRESENTATIVE voluntarily 6. REWARD pleasant

MASLOW’S HIERARCHY OF NEEDS Self Actualization personal growth and fulfillment Esteem Needs achievement, status, responsibility, reputation Belongingness and Love Needs family, affection, relationships, work group, etc. Safety Needs protection, security, order, law, stability, etc. Biological and Physiological Needs basic life needs – food, dress, house, etc.

SOURCE OF CONFLICT IN PROJECT MANAGEMENT ENVIRONMENT • Project Priority • Personnel Resources • Technical Issues • Schedule

FIVE CONFLICT MANAGEMENT MODES 1. Forcing : One force the others to agree ( salah satu / kedua belah pihak yang konflik memakai paksaan ) 2. Smoothing : Minimizes the disagreement ( cari persamaan diantara kedua belah pihak yang konflik ) 3. Compromising : The parties gives up to reach a common ground ( tawar-menawar antara kedua belah pihak yang konflik ) 4. Problem Solving / Confrontating : All disagreements must have one correct solution ( yang diadu adalah persoalannya, bukan orangnya ) 5. Withdrawal / Avoidance : the worst way to resolve any conflict ( salah satu pihak menarik diri dari konflik )

High MANAGING & RESOLVING CONFLICT Desire to satisfy Oneself Use Forcing : Low • When you are sure that you are right • When an emergency situation exist (DO or DIE) • When stakes are high and issues are important • When you are stronger Use Compromise : • For temporary solutions • Demonstrate position • For backup if collaboration power • Use Avoidance : • When you can’t win or the stakes are low • When stakes are high but you aren’t ready yet • To gain time • To maintain neutrality or reputation • When you think the problem will go away by itself • • • fails When both parties need to be winners When you can’t win When others are as strong as you are When you are not sure Desire to satisfy Others Use Collaborating (confrontation) : • Reduce overall project cost • To gain commitment and create a common power base • When there’s enough time & the skills are complementary • When there is mutual trust, respect & confidence Use Accommodation : • To create obligation for a tradeoff • When stakes are low & liability is limited • To maintain harmony, peace 7 goodwill • When you’ll lose anyway High

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