Lecture Project management in practice - Chapter 11: Project human resource management

This chapter presents the following content: Qualities of an effective project manager, managing versus leading a project, building and leveraging your networks, building trust: the key to exercising influence, the human resource management plan, managing project teams,...

CHAPTER 11

Project Human

Resource Management

Qualities of an Effective

Project Manager

Managing versus Leading a

Building and Leveraging

Building Trust: the Key to

Exercising Influence

• Be accountable for your actions

• Act consistently with your words

• Live your values and communicate them regularly

• Admit mistakes and take blame

• Listen for understanding

Building Trust: the Key to Exercising Influence (cont.)

• Act with integrity and ethics

• Be an advocate for a fear-free culture

• Face reality

• Provide honest feedback

• Building trust with openness

The Leadership Style

Continuum

S ource: Tannenbaum and Schmidt (1973)

The Human Resource

Management Plan

• Human resource strategy and approach

• Policy and procedure

• Project organisational structure

• Roles and Descriptions

• HR governance (roles and

responsibilities)

The Human Resource

Management Plan (cont.)

• Recognition and reward

• Project team agreement

Managing Project Teams

Synergy

• 1 + 1 + 1 = 10 (positive synergy)

• 1 + 1 + 1 = 2 (negative synergy)

Characteristics of High-performing Teams

1 Share a sense of common purpose

2 Make effective use of individual talents and expertise

3 Have balanced and shared roles

4 Maintain a problem-solving focus

5 Accept differences of opinion and expression

6 Encourage risk taking and creativity

7 Sets high personal performance standards

8 Identify with the team

Managing Project Teams (cont.)

T uckman’s five-stage team development model

Managing Project Teams (cont.)

• There are 10 or fewer members per team.

• Members volunteer to serve on the project team.

• Members serve on the project from

beginning to end.

• Members are assigned to the project full time.

• Members are part of an organisational

culture that fosters cooperation and trust.

Managing Project Teams (cont.)

• Members report solely to the project

manager.

• All relevant functional areas are

represented on the team.

• The project involves a compelling

objective.

• Members are located within

conversational distance of each other.

Building High Performance Project Teams

Capturing Resourcing Information

T

he journey from WBS to estimating and the creation of the

budget schedule and resource matrix

Capturing Resourcing Information (cont.)

R esource Skill Information

Capturing Resourcing Information (cont.)

S taffing Management Information

Capturing Resourcing Information (cont.)

Capturing Resourcing Information (cont.)

P erformance

Information

Requirements for an

Effective Project Vision

Managing Conflict Within

the Project

• Encouraging functional (healthy)

conflict

• Managing dysfunctional conflict

• Rejuvenating the project team

• Ensuring clarity of roles and

responsibilities

Managing Conflict Within

the Project (cont.)

Project manager’s matrix

Step 1: Define all the project roles

Step 2: Capture the business rule/decision

Step 3: Categorise the rule

Step 4: Allocate the RASCI letters across the

roles as appropriate

Managing Virtual

Project Teams

Project Team Pitfalls

Management By Wandering Around (MBWA)

Nominal Group Technique (NGT)

Training Needs Analysis (TNA)

virtual project team,