Download 17872-DipPM-HRProcessesPart2

Manage Project
Human Resources
Human Resource Management
Processes – Part 2
Diploma of Project Management 17872
Qualification Code BSB51507
Unit Code BSBPMG506A
BSBPMG506A Manage Project Human Resources
Project HR Management Processes – Part 2
PMBOK Project HR Management Processes 9.1 Develop Human Resource Plan
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
Related processes from Project Integration Management –
4.2 Develop Project Management Plan
PMBOK 4th Edition
BSBPMG506A Manage Project Human Resources
Learning Objectives
1. Understand of the processes required to manage Human
Resources on a project
2. Explain the project human resource planning process and
describe the contents of a Human Resource Plan
3. Understand how to assist with Human Resource
management of a project.
4. Understand different methods of acquiring human
resources for a project
5. Understand the importance of developing people and the
project team, including conflict resolution
6. Reflect on the Human Resource management processes of
your organisation or others you have experienced
BSBPMG506A Manage Project Human Resources
Reading – HR Processes
Please take some time to review the PMBOK
Chapters 4.2, 9.1, 9.2, 9.3 and 9.4
This could take 30 to 45 minutes
BSBPMG506A Manage Project Human Resources
Project Manager’s Interpersonal Skills
•
In addition to the ability to apply the 9 key knowledge
areas, Project Managers require important interpersonal
skills to assist in the effective management of projects,
specifically in the achievement of project objectives and
success criteria –
1.
2.
3.
4.
5.
6.
7.
8.
Leadership
Team Building
Motivation
Communication
Influencing
Decision Making
Political and Cultural Awareness
Negotiation
Source – PMBOK, 4th Edition, Appendix G Interpersonal Skills
BSBPMG506A Manage Project Human Resources
9.3 Develop Project Team
• Inputs to Develop Project Team  Project Staff Assignments
 Project Management Plan
 Resource Calendars
 Organisational Process Assets
–
–
–
–
–
–
HR policies and procedures
Templates for organisation charts and position descriptions
Competency frameworks
Lessons learned from previous projects
People and performance management procedures
Change management methodologies
Adapted from PMBOK 4th Edition
BSBPMG506A Manage Project Human Resources
9.3 Develop Project Team
• Tools and techniques for Develop Project Team
Interpersonal
Skills
Co-location
Training
Development
Activities
Recognition
& Rewards
Team
Charter
Collaboration
Tools
Team Building
Activities
Conflict
Resolution
Framework
Adapted from PMBOK 4th Edition
BSBPMG506A Manage Project Human Resources
Project Manager’s Interpersonal Skills
•
In addition to the ability to apply the 9 key knowledge
areas, Project Managers require important interpersonal
skills to assist in the effective management of projects,
specifically in the achievement of project objectives and
success criteria –
1.
2.
3.
4.
5.
6.
7.
8.
Leadership
Team Building
Motivation
Communication
Influencing
Decision Making
Political and Cultural Awareness
Negotiation
Source – PMBOK, 4th Edition, Appendix G Interpersonal Skills
BSBPMG506A Manage Project Human Resources
Good Leaders
• Provide clear direction and goals
• Motivate the team to achievement the goals
• Monitor performance
• Recognise and reward high performance
• Are charismatic and inspire people
• Are flexible and adjust their style for the team and the
individuals
• Resolve conflict
• Provide room for development and learning
BSBPMG506A Manage Project Human Resources
Conflict Resolution
• When you manage a team there will be lots of
opportunity to exercise conflict resolution and negotiation
skills
• Most of the conflict occurs in the “storming” phase
• It is natural and can be positive if resolved well
• Be open, focus on the issues and not the people
• Concentrate on the present and not the past
BSBPMG506A Manage Project Human Resources
Communication
• Encourage clear and open communication between
team members
• Practice “active listening” to increase effectiveness of
communication
• Build rapport and spend some time getting to know each
team member
• Establish a common language or glossary
• Set up rules on how the team wants to work together in a
Team Charter
BSBPMG506A Manage Project Human Resources
9.3 Develop Project Team
Training –
 One of the primary ways to enhance skills for team members
and to address skill gaps for current positions
 Can be on-the-job style training or external courses, which
are considerably more expensive
Development Activities  Alternative ways to fill skill gaps or to obtain new skills,
includes mentoring and coaching, self study, secondments
etc
 Often overlooked in development plans as most team
members tend to look for external training opportunities
(which are much more costly)
Adapted from PMBOK 4th Edition
BSBPMG506A Manage Project Human Resources
9.3 Develop Project Team
Team-Building Activities –
 Can vary from a short kick of meeting for a project to off-site,
to regular team drinks, to externally facilitated workshops
 Critical in the early stages of team formation to ensure that
the team can become productive and needs to continue
throughout the project
 Often includes setting of Ground Rules and common
objectives, as well as mechanisms to discuss issues and to
resolve conflict
Team Charter or Ground Rules  Formal document developed at the inception of the project
team that defines behaviours and expectations for team
members – decreases misunderstandings and increases
productivity
 Needs to be consistent with the organisational culture
Adapted from PMBOK 4th Edition
BSBPMG506A Manage Project Human Resources
9.3 Develop Project Team
Co-location –
 Where possible it is a good idea to place all of the active
project team members in the same work place
 Greatly enhances team work but may not be possible due to
distributed workforce, space limitations and virtual teaming
Collaboration Tools  Essential communication mechanisms and repository for all
project deliverables, procedures and documentation
 Especially important where the team members cannot be colocated
 Includes tools such as SharePoint, Intranet etc
Adapted from PMBOK 4th Edition
BSBPMG506A Manage Project Human Resources
9.3 Develop Project Team
Reward & Recognition –
 Involves recognising and rewarding desirable behaviours and
results to encourage all team members to perform at a high
level
 Often restricted by organisational performance management
policies and procedures
 It is critical that poor performance is also addressed
Conflict Resolution Framework –
 Often set up for a project team as part of the Ground Rules
and Team Charter – provides depersonalised framework to
discuss and discuss conflict
 May also have organisational procedures such as employee
grievance processes for severe issues
Adapted from PMBOK 4th Edition
BSBPMG506A Manage Project Human Resources
9.3 Develop Project Team
• Outputs of this process include –
 Team Performance Assessments
– Formal and informal assessment of project team and individual
performance
– Often governed by organisational performance management policies
and procedures
– Enables identification of training and development requirements, or
assistance that may be required to improve effectiveness
 Change Management Activities
– Improves the team’s ability to perform at a high level
– Assesses resistance factors and provides an environment where
concerns can be addressed
– Assists in identification of optimal team building activities
Adapted from PMBOK 4th Edition
BSBPMG506A Manage Project Human Resources
Team Formation Cycle
5. Adjourning
•
Psychologist Bruce Tuckman first
came up with “forming, storming,
norming and performing” back in
1965 to describe the path that most
teams follow.
•
Tuckman's model explains that as the
team develops maturity and ability,
relationships establish, and the leader
changes leadership style.
•
Beginning with a directing style,
moving through coaching, then
participating, finishing delegating and
almost detached. At this point the
team may produce a successor leader
and the previous leader can move on.
•
Added adjourning phase in 1975.
1. Forming
2. Storming
4. Performing
3. Norming
Tuckman’s Ladder of Team Development
BSBPMG506A Manage Project Human Resources
Forming
• Team meets and learns about the project
• Roles and responsibilities are assigned
• Team members are positive and polite
• There is some anxiety and excitement
• Normally a very short phase of several weeks
BSBPMG506A Manage Project Human Resources
Storming
• The honeymoon is over
• Team refines it’s approach & methodology
• Members learn each others terminology
• Commence work on deliverables
• The project goal will be questioned
• Conflict, misunderstandings and challenges will arise
BSBPMG506A Manage Project Human Resources
Norming
• Team members adjust work habits and behaviours to
work better together
• Trust and respect should be evident
• Start asking for help and providing constructive feedback
• Commitment to the project goal should be improving
• Often long overlap with Storming phase
BSBPMG506A Manage Project Human Resources
Performing
• Team functions as a well organised and cohesive unit
• Issues are resolved smoothly and co-operatively
• Good progress towards the shared vision of the project
goal
• More delegation is possible
• Team culture is strong
BSBPMG506A Manage Project Human Resources
Adjourning or Mourning
• Project work is completed and the team moves on
• Breaking up a team can be very stressful for the
members
• Particularly difficult for those with strong interpersonal
relationships and a dislike of change
BSBPMG506A Manage Project Human Resources
Situational Leadership
• The different stages of team development require
different leadership approaches
• Individual team members require different leadership
styles depending on their level of competence and
confidence
Forming
Directive
Storming
Influencing
Norming
Participating
Performing
Delegating
Adapted from Hersey and Blanchard’s Situational Leadership Model & Tuckman’s Ladder of Team Development
BSBPMG506A Manage Project Human Resources
Leadership Approach in Each Stage
• Forming
 Direct the team clearly
 Establish objectives clearly
 Conduct an initial team introduction activity, but don’t expect too
much too soon
• Storming
 Establish process and structure, and work to smooth conflict and
build good relationships between team members
 Generally provide support, especially to those team members who
are less secure
 Influencing style - remain positive and firm in the face of challenges
to your leadership or the team’s goal
 Establish a common language and set up ‘working together’
guidelines in a Team Charter
BSBPMG506A Manage Project Human Resources
Leadership Approach in Each Stage
• Norming
 Step back and help the team take responsibility for progress
towards the goal
 This is a good time to arrange a social or team-building event
 Participative style, seek contributions or suggestions and act on
some of them, provide rationale for those you don’t take on board
• Performing
 Delegate as far as you sensibly can
 Once the team has achieved high performance, you should aim to
have as “light a touch” as you can
 You will now be able to start focusing on other goals and areas of
work
BSBPMG506A Manage Project Human Resources
Leadership Approach in Each Stage
• Adjourning
 When breaking up a team, take the time to celebrate its
achievements
 Provide assistance with moving to new roles within the organisation
 After all, you may work with some of these people again, and this
will be much easier if people view past experiences positively
• Undertake regular reviews of the stage your team has
reached. Adjust your behaviour and leadership approach
to suit each stage and each team member
BSBPMG506A Manage Project Human Resources
Plan for the Transition
1. Make sure that you leave plenty of time in your schedule
to coach team members through the “Forming”,
“Storming” and “Norming” stages.
2. Think about how much progress you should expect
towards the goal and by when, and measure success
against that. The Team must go through the “Forming”,
“Storming” and “Norming” stages before they start
“Performing”. There may not be much progress during
this time.
3. Not all teams and situations will behave in this way,
however many will – use this approach, but don’t try to
force situations to fit it. Ensure that people don’t use
knowledge of the “storming” stage as a license for
unacceptable behaviour.
BSBPMG506A Manage Project Human Resources
9.4 Manage Project Team
• The process of tracking team member performance,
providing feedback, resolving issues and managing
changes to improve team performance
• As a result of managing the project team, change
requests are submitted, the human resource plan is
updated, issues are resolved, input is provided to
performance reviews and lesson’s learned are complied
• Team management requires a variety of skills including –
communication, conflict management, negotiation and
leadership
Monitor
• Undertaken during Execution
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
BSBPMG506A Manage Project Human Resources
9.4 Manage Project Team
• The inputs into Manage Project Team are –
 Project Staff Assignments
 Project Management Plan
 Team Performance Assessments
 Performance Reports – Status Reports
 Organisational Process Assets
– Performance Management Policies and Procedures
– Reward and Recognition schemes
– Bonus and Remuneration Schemes
– Awards and Certificates
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
BSBPMG506A Manage Project Human Resources
9.4 Manage Project Team
• Tools and techniques to Acquire Project Team include -
Observation &
Conversation
Conflict
Management
Interpersonal
Skills
Issue Log
Performance
Appraisals
Performance
Data
Performance
Questionnaires
Adapted from PMBOK 4th Edition
BSBPMG506A Manage Project Human Resources
9.4 Manage Project Team
Observation & Conversation –
 Used to stay in touch with the work and attitudes of project
team members
 Project management team monitors progress towards project
deliverables, major accomplishments and interpersonal issues
Performance Appraisals  Governed by the organisation’s employee performance
management policies and procedures
 May be informal or formal, may have different approaches for
contractors versus permanent employees
 May be done by the Project manager during the project or by
line management after the project is completed
Adapted from PMBOK 4th Edition
BSBPMG506A Manage Project Human Resources
9.4 Manage Project Team
Performance Questionnaires –
 Often used to gather data from team mates, supervisors and
major stakeholders on performance objectives and behaviour
of team members
 Mixture of subjective and objective performance ratings
Performance Data  Taken from status reports and other performance gathering
mechanisms such as time sheets, actual costs etc
 Aims to be objective source of performance rating
Adapted from PMBOK 4th Edition
BSBPMG506A Manage Project Human Resources
9.4 Manage Project Team
Issue Log –
 A log of issues that arose throughout the project
 Helps to assign responsibility for resolution to individuals and
then to monitor their performance in resolving the issues
Interpersonal Skills  Project managers need to use a variety of technical, people
and management skills to effectively manage the project team
 Primary skills include – Communication, Leadership,
Influencing and Effective Decision Making
Adapted from PMBOK 4th Edition
BSBPMG506A Manage Project Human Resources
9.4 Manage Project Team
Conflict Management –
 Successful conflict management processes improve
productivity of the project team and increase the chance of
overall project success
 The Project Manager is primarily responsible for setting up
and running these processes
 Preferably conflict is addressed early, in private and using a
collaborative approach
 Different conflict responses or resolution styles will be
appropriate for different circumstances, team members or
stages of the project
Adapted from PMBOK 4th Edition
BSBPMG506A Manage Project Human Resources
9.4 Manage Project Team
• Outputs of this process include –
 Project staff assignments
– Project directory
– Letters confirming engagement
 Project Organisation Chart updates
 Resource Calendars
 Project Management Plan updates
 Human Resource Management Plan updates
 Staffing Management Plan updates
 Project Schedule updates
 Project Budget updates
 Change Requests
Adapted from PMBOK 4th Edition
BSBPMG506A Manage Project Human Resources
What is Conflict on Projects?
• A conflict exists when two people wish to carry out acts
which are mutually inconsistent. They may both want to
do the same thing, such as to deliver a project, but in
fundamentally different ways. Or they may want to do
different things where the different things are mutually
incompatible, such as increase scope or decrease the
timeframe.
• A conflict is resolved when some mutually compatible set
of actions is worked out.
• The definition of conflict can be extended from
individuals to groups (such as teams and organisations)
and more than two parties can be involved in the conflict.
BSBPMG506A Manage Project Human Resources
The Benefits of Conflict
• Conflict is inevitable and often good, for example, good
teams always go through a "form, storm, norm and
perform" period. Getting the most out of diversity means
often-contradictory values, perspectives and opinions.
• Conflict is often needed and can  Help to raise and address problems
 Energizes work to be on the most appropriate issues
 Help people "be real", for example, it motivates them to
participate
 Help people learn how to recognize and benefit from their
differences
• Conflict is not the same as discomfort. The conflict isn't
the problem - it is when conflict is poorly managed that it
becomes a problem.
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008
BSBPMG506A Manage Project Human Resources
Conflict is a problem when it…
1.
Hampers productivity
2.
Lowers morale
3.
Causes more and continued conflicts
4.
Causes inappropriate behaviours
5.
Causes delays or cost overruns
6.
Causes scope or quality issues
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008
BSBPMG506A Manage Project Human Resources
Major causes of conflict in teams…
•
Poor Communication



Team members experience continuing surprises, they
aren't informed of new
decisions, programs, etc
Team members don't understand reasons for decisions,
they aren't involved in
decision-making
As a result, team members trust the "rumor mill" more than
management
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008
BSBPMG506A Manage Project Human Resources
Major causes of conflict in teams…
•
Poorly defined roles and responsibilities


•
Disagreement about "who does what“
Lack of respect for decision making powers and authority
Interpersonal chemistry



Arising from conflicting values or approaches
Strong personal natures that clash
Failure to acknowledge and value experience of team
members
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008
BSBPMG506A Manage Project Human Resources
Major causes of conflict in teams…
•
Under Resourcing


•
Stress from working with inadequate resources
Avoidance of assigned work tasks
Ineffective project sponsorship





Inconsistent expectations
Inexperienced with projects
Avoiding decision making
Lack of trust
Lack of understanding of team roles and project activities
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008
BSBPMG506A Manage Project Human Resources
Tips to Reduce Team Conflict
• Regularly review job descriptions
 Seek team member’s input and agreement
 Document, distribute and date them
 Review roles to ensure no overlaps, gaps or conflict
• Build relationships
 Execute Communication Plan with stakeholders and team
members
 Conduct team member one on ones
 Conduct regular team meetings
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008
BSBPMG506A Manage Project Human Resources
Tips to Reduce Team Conflict
• Get regular status updates including –
 Accomplishments and progress
 Current risks and issues
 Plans for the upcoming period
 Needs for assistance
• Conduct basic training about –
 Interpersonal communication
 Conflict management and resolution
 Delegation and decision making
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008
BSBPMG506A Manage Project Human Resources
Tips to Reduce Team Conflict
• Develop team rules for working together
 Procedures for key tasks based on team input
 Agreements about how the team will operate – Team Charter
 Clearly communicate behavioural expectations
 Make easily accessible
 Feedback and review protocols
 Conflict resolution frameworks
 Escalation procedures
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008
BSBPMG506A Manage Project Human Resources
Tips to Reduce Team Conflict
• Encourage feedback and input
 Be prepared to act on good ideas
 Ensure rationale behind suggestions that are not taken up
are clearly communicated
 Consider an anonymous suggestion box in which employees
can provide suggestions
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008
BSBPMG506A Manage Project Human Resources
5 Common Responses to Conflict
1. Competing
2. Avoiding
3. Accommodating
4. Compromising
5. Collaborating
Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998
BSBPMG506A Manage Project Human Resources
5 Common Responses to Conflict
1. Competing
 is a style in which one's own needs are advocated over the
needs of others.
 It relies on an aggressive style of communication, low regard for
future relationships, and the exercise of coercive power.
 Those using a competitive style tend to seek control over a
discussion. They fear that loss of control will result in solutions
that fail to meet their needs.
 Competing tends to result in responses that increase the level
of threat.
Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998
BSBPMG506A Manage Project Human Resources
5 Common Responses to Conflict
2. Accommodating
 also known as smoothing or appeasing, is the opposite of
competing.
 People using this style yield their needs to those of others,
trying to be diplomatic.
 They tend to allow the needs of the group to overwhelm their
own, which may not ever be stated, as preserving the
relationship is seen as most important.
Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998
BSBPMG506A Manage Project Human Resources
5. Responses to Conflict
3. Avoiding
 a common response to the negative perception of conflict –
perhaps it will go away
 feelings get pent up, views go unexpressed, and the conflict
festers until it becomes too big to ignore.
 Perhaps it could have been overcome if tackled early
 Can break relationships and severely impact project success.
 Because needs and concerns go unexpressed, people are
often confused, wondering what went wrong?
Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998
BSBPMG506A Manage Project Human Resources
5. Responses to Conflict
4. Compromising
 is an approach to conflict in which people gain and give in a
series of tradeoffs.
 While it gets an outcome, compromise is generally not
satisfying for all parties
 Often there is a lack of trust and risk taking involved in more
collaborative behaviours is avoided
Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998
BSBPMG506A Manage Project Human Resources
5. Responses to Conflict
5. Collaborating
 is the pooling of individual needs and goals toward a
common goal.
 Often called "win-win problem-solving," collaboration requires
assertive communication and cooperation in order to achieve
a better solution than either individual could have achieved
alone.
 It offers the chance for consensus, the integration of needs,
and the potential to exceed the original possibilities.
 Dispute are resolved more meaningfully
Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998
BSBPMG506A Manage Project Human Resources
Team Formation and Conflict
1. Take some time to reflect on the early stages of team
formation for teams that you have been a part of.
2. What types of conflict have you experienced and how
was it addressed? What do you think were the root
causes of the conflict and how could it have been
resolved in a more positive manner?
3. Then go to the Forum on Team Formation and Conflict
and provide comment on the questions that are posed.
You can also respond the comments and observations
made by other learners in the course.
Research
BSBPMG506A Manage Project Human Resources
Practice
Comment
Next Steps
Please proceed to Tests & Tasks and take
the Project Human Resources Quiz and
the Project Human Resources Knowledge Test
Be sure that you have participated in the Forums.
Best of Luck!
These are all due during Weeks 13 and 14 in the Course Delivery Schedule
BSBPMG506A Manage Project Human Resources