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Succeed With HR Projects
When you leave this session, you should know:
How to manage or contribute to the success of HR related projects.
How to contribute HR and “people” knowledge and skills to help other (e.g. technical) projects succeed.
Succeed With HR Projects
Presenter: David Scott SHRM-SCP, PMP
Sue Hudson MEd
Successful Project Consulting
Wilmington, Delaware
Greater Valley Forge SHRM Conference 2017
Why Project Management?
You can SEE the results!
SuccessfulEffectiveEfficient
Executives are happy when they can SEE that a project is focused on business results, will deliver what they expect, and is well managed.
Human Resources
Business Results
Project Management
Why Project Management?
Characteristics of Projects
• Projects are unique, “one-off” events.
• They have a specific purpose.
• There is a risk of failure.
Projects are planned for managing change within defined timeframes.
Characteristics of Projects
Start
End
Limited Resources
Characteristics of Projects
Time Money People
Requests for change are common
•More staffing•More time•More money•Added features
Characteristics of Projects
Planned Change
PM – Vehicle for Planned Change
Current
State
Problem
Continues
Drivers for ChangeFuture State
More
Problems
Transition or Transformation
Why projects Fail
•Wrong Focus
•Lack of Real or Significant Support
• Ineffective Governance
• Insufficient Planning
•Poor Integration with Operations/Implementers
Successful Projects Need to Have
• Business Relevance• Strategic Alignment• Robust Governance• Support and Commitment• Resource Constraint Awareness• Adequate Planning• Careful Project Execution• Stakeholder Collaboration and Frequent Communication• Supportive Implementation
Project Success Model
SuccessfulProjects
Value for Money
Fit for Service
Working TogetherPeople Engagement
Project Life Cycle and Process Life Cycle
Deliverable Accepted
Product Development (The Focus)
People Engagement (Support)
Process Management (Enabler)
Sustainment
Implementation
How Can HR Professionals Contribute
To Project Success?
People Engagement
•Governance
•Project Charter
•Project Plan
• Exececutive Support (Sponsorship)
•Vision, Goals, Pathway
• Stakeholder Engagement
•Review and Communicate
Project Human Resource Management
Core Activities
•Human Resource Planning•Acquiring the Project Team•Developing the Project Team•Managing the Project Team (Including Changes)
HR Skill Contribution to Projects
•Staffing•Team Building•Change Management•Conflict Management•Group Facilitation•Stakeholder Engagement•Succession Planning•Risks and Opportunities•Coaching & Counseling
Managing Projects
Methodologies:Which One is Right for My Situation?
Make your decision based on risk analysis:
• Predicative (Traditional) – PMBOK and PRINCE2 – High Certainty For Project Success – Few Anticipated Changes to the Project Plan
• Iterative and Incremental (Rolling Wave) – Moderate Certainty For Project Success – Limited Changes Expected
• Adaptive (Agile) – Scrum – Low Certainty For Project Success – Many Anticipated Changes Before Completion
Managing Projects Systematically
Follow 5 Processes: - All Are Critical For Success
• Initiating•Planning •Executing•Monitoring and Controlling•Closing
Project Management Process Model
Dynamic PM Processes
9 Key Actions for Effective Results
1. Start With End In Mind
2. Document All Steps
3. Gain And Keep Stakeholder Support
4. Assess Risk – Both Positive And Negative
5. Communicate Early And Frequently
6. Select A Common Project Management Methodology
7. Monitor Action And Measure Output
8. Deal Effectively With Change And Conflict
9. End The Project Decisively
Risk Management
Risk
Risk Opportunity
10 Golden Rules of Project Risk Management
1. Make Risk Management Part of Your Project2. Identify Risks Early in Your Project3. Communicate About Risks4. Consider Both Threats and Opportunities5. Clarify Ownership Issues (Responsibility)6. Prioritize Risks7. Analyze Risks8. Plan and Implement Risk Responses9. Register Project Risks10. Track Risks and Associated Tasks
adapted from article by Bart Jutte www.projectsmart.co.uk
Dealing with Risks: & Negative Positive
Ways to Deal with Threats (Negative Risk)• Avoid • Reduce/Mitigate • Transfer • Accept
Ways to Deal with Opportunities (Positive Risk)• Exploit • Enhance • Reject
The MoSCoW Rules
Must Have Should Have Could Have Won’t Have This Time!
≤ 60%≈ 20%≈ 20%
Analyzing Risk
SWOT Analysis
Identifying Risks
•What could go wrong?
•What could go right?
•What would failure look like?
•What does success look like?
•Where are we vulnerable?
•Which activities are the most complex?
Chartered Accountants - https://survey.charteredaccountantsanz.com/risk_management/small-firms/identify.aspx
Risk Register
Chartered Accountants -https://survey.charteredaccountantsanz.com/risk_management/small-firms/identify.aspx
Risk Matrix
Stakeholder Analysis and Management
Stakeholder Communication Plan
More Tools And Techniques
Management Planning Check List48 Key Questions For All Project Leaders
© 1993 — 2017 CS Odessa Corp
Cause and Effect Diagram - Fishbone Diagram
Mindmaps
Force Field Analysis
© Michael Carman 2010-2013
Scope Creep
Project Scope Management
•Collect Requirements•Define and Document the Scope •Create Work Breakdown Structure (WBS)•Review the Scope Deliverables•Control Scope – Say No!
Summary
In the End…
Was the product:
• Fit for Purpose?
•Value for Money?
•Was the result what the originators wanted?
Review – Your Questions
• Divide into groups of 4 or 5.
• Generate 3 questions about Project Management for HR and rank them according to which one you’d most like to discuss.
• No more than one question from each person.
• Choose one member to act as the recorder and spokesperson for the group.
• If your group’s #1 question has been answered, move to the next one.
• Answers will be sent to you by email for questions not covered due to time limits (if you leave us your questions and email addresses).
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