chap09 project human resource management
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1IT Project Management, Third Edition Chapter 9
Chapter 9:Project Human Resource
Management
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2IT Project Management, Third Edition Chapter 9
Learning Objectives• Explain the importance of good human resource
management on projects, especially on information technology projects
• Define project human resource management and understand its processes
• Summarize key concepts for managing people by understanding the theories of Abraham Maslow, Frederick Herzberg, David McClelland, and Douglas McGregor on motivation, H. J. Thamhain and D. L. Wilemon on influencing workers, and Stephen Covey on how people and teams can become more effective
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3IT Project Management, Third Edition Chapter 9
Learning Objectives• Discuss organizational planning and be able to create
a project organizational chart, responsibility assignment matrix, and resource histogram
• Understand important issues involved in project staff acquisition and explain the concepts of resource assignments, resource loading, and resource leveling
• Assist in team development with training, team-building activities, and reward systems
• Describe how project management software can assist in project human resource management
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4IT Project Management, Third Edition Chapter 9
The Importance of Human Resource Management
• People determine the success and failure of organizations and projects
• Recent statistics about IT workforce:– The total number of U.S. IT workers was more than
10.1 million in December 2002, up from 9.9 million in January 2002
– IT managers predict they will need to hire an additional 1.2 million workers in the near future
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5IT Project Management, Third Edition Chapter 9
Digital Planet Reports
• The global high-tech industry generated more than $2.1 trillion in 1999, $2.3 trillion in 2000, and $2.4 trillion in 2001
• The Internet and e-commerce were notable bright spots in the global economy
• Global e-commerce went up 79 percent from 2000 to 2001
• China, Poland, and other developing countries are playing an increasing role in the global IT market
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6IT Project Management, Third Edition Chapter 9
Long Hours and Stereotypes of IT Workers Hurt Recruiting
• Many people are struggling with how to increase and diversify the IT labor pool. Noted problems include:– The fact that many IT professionals work long hours.– Undesirable stereotypes that keep certain people away
from the career field.– The need to improve benefits, redefine work hours
and incentives, and provide better human resource management
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7IT Project Management, Third Edition Chapter 9
What is Project Human Resource Management?
• Project human resource management includes the processes required to make the most effective use of the people involved with a project. Processes include– Organizational planning– Acquiring the team-Staff acquisition– Team development
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8IT Project Management, Third Edition Chapter 9
Keys to Managing People
• Psychologists and management theorists have devoted much research and thought to the field of managing people at work
• Important areas related to project management include– motivation (intrinsic and extrinsic)– influence and power– effectiveness
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9IT Project Management, Third Edition Chapter 9
Motivation
• Abraham Maslow developed a hierarchy of needs to illustrate his theory that people’s behaviors are guided by a sequence of needs
• Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny
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10IT Project Management, Third Edition Chapter 9
Figure 9-1. Maslow’s Hierarchy of Needs
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11IT Project Management, Third Edition Chapter 9
Herzberg’s Motivational and Hygiene Factors
• Frederick Herzberg wrote several famous books and articles about worker motivation. He 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
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12IT Project Management, Third Edition Chapter 9
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
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13IT Project Management, Third Edition Chapter 9
McGregor’s Theory X and Theory Y
• Douglas McGregor popularized the human relations approach to management in the 1960s
• Theory X: assumes workers dislike and avoid work, so managers must use coercion, threats, and various control schemes to get workers to meet objectives
• Theory Y: assumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needs
• Theory Z: introduced in 1981 by William Ouchi and is based on the Japanese approach to motivating workers, emphasizing trust, quality, collective decision making, and cultural values
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14IT Project Management, Third Edition Chapter 9
Thamhain and Wilemon’s Ways to Have Influence on Projects
1. Authority: the legitimate hierarchical right to issue orders2. Assignment: the project manager's perceived ability to influence a
worker's later work assignments3. Budget: the project manager's perceived ability to authorize others' use
of discretionary funds4. Promotion: the ability to improve a worker's position5. Money: the ability to increase a worker's pay and benefits6. Penalty: the project manager's ability to cause punishment7. Work challenge: the ability to assign work that capitalizes on a worker's
enjoyment of doing a particular task8. Expertise: the project manager's perceived special knowledge that others
deem important9. Friendship: the ability to establish friendly personal relationships
between the project manager and others
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15IT Project Management, Third Edition Chapter 9
Ways to Influence that Help and Hurt Projects
• 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
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16IT Project Management, Third Edition Chapter 9
Power
• Power is the potential ability to influence behavior to get people to do things they would not otherwise do
• Types of power include– Coercive– Legitimate– Expert– Reward– Referent
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17IT Project Management, Third Edition Chapter 9
Improving Effectiveness - Covey’s 7 Habits
• 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
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18IT Project Management, Third Edition Chapter 9
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
• Mirroring is a technique to help establish rapport• IT professionals often need to develop empathic
listening and other people skills to improve relationships with users and other stakeholders
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19IT Project Management, Third Edition Chapter 9
Improving Relationships Between Users and Developers
• Some organizations require business people, not IT people, to take the lead in determining and justifying investments in new computer systems
• CIOs push their staff to recognize that the needs of the business must drive all technology decisions
• Some companies reshape their IT units to look and perform like consulting firms
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20IT Project Management, Third Edition Chapter 9
Organizational Planning• Organizational planning involves
identifying, documenting, and assigning project roles, responsibilities, and reporting relationships
• Outputs and processes include– project organizational charts– work definition and assignment process– responsibility assignment matrixes– resource histograms
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21IT Project Management, Third Edition Chapter 9
Figure 9-2. Sample Organizational Chart for a Large IT Project
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22IT Project Management, Third Edition Chapter 9
Figure 9-3. Work Definition and Assignment Process
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23IT Project Management, Third Edition Chapter 9
Figure 9-4. Sample Responsibility Assignment Matrix (RAM)
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24IT Project Management, Third Edition Chapter 9
Figure 9-5. RAM Showing Stakeholder Roles
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25IT Project Management, Third Edition Chapter 9
Sample RACI Chart
R = responsibility, only one R per taskA = accountabilityC = consultationI = informed
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26IT Project Management, Third Edition Chapter 9
Sample Resource Histogram
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27IT Project Management, Third Edition Chapter 9
Staff Acquisition• Staffing plans and good hiring procedures are
important in staff acquisition, as are incentives for recruiting and retention
• Some companies give their employees one dollar for every hour a new person they helped hire works
• Some organizations allow people to work from home as an incentive
• Research shows that people leave their jobs because they don’t make a difference, don’t get proper recognition, aren’t learning anything new, don’t like their coworkers, and want to earn more money
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28IT Project Management, Third Edition Chapter 9
Resource Loading and Leveling
• Resource loading refers to the amount of individual resources an existing project schedule requires during specific time periods
• Resource histograms show resource loading
• Overallocation means more resources than are available are assigned to perform work at a given time
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29IT Project Management, Third Edition Chapter 9
Figure 9-7. Sample Histogram Showing an Overallocated Individual
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30IT Project Management, Third Edition Chapter 9
Resource Leveling
• Resource leveling is a technique for resolving resource conflicts by delaying tasks
• The main purpose of resource leveling is to create a smoother distribution of resource usage and reduce overallocation
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31IT Project Management, Third Edition Chapter 9
Figure 9-8. Resource Leveling Example
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32IT Project Management, Third Edition Chapter 9
Team Development
• It takes teamwork to successfully complete most projects
• Training can help people understand themselves, each other, and how to work better in teams
• Team building activities include– physical challenges– psychological preference indicator tools
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33IT Project Management, Third Edition Chapter 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 rationals are attracted to technology fields• IT people vary most from the general population in not
being extroverted or sensing
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34IT Project Management, Third Edition Chapter 9
Social Styles Profile
• People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness:– Drivers
– Expressives
– Analyticals
– Amiables
• People on opposite corners (drivers and amiables, analyticals and expressives) may have difficulties getting along
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35IT Project Management, Third Edition Chapter 9
Figure 9-9. Social Styles
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36IT Project Management, Third Edition Chapter 9
Reward and Recognition Systems
• Team-based reward and recognition systems can promote teamwork
• Focus on rewarding teams for achieving specific goals
• Allow time for team members to mentor and help each other to meet project goals and develop human resources
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37IT Project Management, Third Edition Chapter 9
General Advice on Teams
• Focus on meeting project objectives and producing positive results
• Fix the problem instead of blaming people• Establish regular, effective meetings• Nurture team members and encourage them to
help each other• Acknowledge individual and group
accomplishments
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38IT Project Management, Third Edition Chapter 9
Using Software to Assist in Human Resource Management
• Software can help in producing RAMs and resource histograms
• Project management software includes several features related to human resource management such as – viewing resource usage information– identifying under and overallocated resources– leveling resources
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39IT Project Management, Third Edition Chapter 9
Figure 9-10. Resource Usage View from Microsoft Project
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40IT Project Management, Third Edition Chapter 9
Figure 9-11. Resource Usage Report from Microsoft Project
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41IT Project Management, Third Edition Chapter 9
Project Resource Management Involves Much More Than Using Software
• Project managers must – Treat people with consideration and respect– Understand what motivates them– Communicate carefully with them
• Focus on your goal of enabling project team members to deliver their best work