Project Management PTM721S Faculty of Computing and Informatics 10 July 2017 Project Management PTM721S Lesson 9 – Project human resource management

Project human resource management Faculty of Computing and Informatics Project human resource management What is a project human resource management? Motivation theories Nine influence bases available to project managers Five main types of power Covey’s 7 habits to improve effectiveness on projects for project managers Organisational planning

What is a project human resource management? Faculty of Computing and Informatics What is a project human resource management? PHRM includes the processes required to make the most effective use of people involved in a project HRM includes all project stakeholders: sponsors, customers, project team members, support staff, suppliers supporting the project, etc. PHRM involves three processes: Organisational planning Staff acquisition Team development

Project human resource management processes Faculty of Computing and Informatics Project human resource management processes Organisational planning: involves identifying, assigning and documenting project roles, responsibilities and reporting and relationships – roles and responsibility assignment, organisational chart for project Staff acquisition: involves getting the needed personnel assigned to and working on the project Team development: involves building individual and group skills to enhance project performance

Faculty of Computing and Informatics Motivation theories Intrinsic motivation causes people to participate in an activity for their own enjoyment Extrinsic motivation causes people to do something for a reward or to avoid a penalty For example, some children take piano lessons for intrinsic motivation (they enjoy it) while others take them for extrinsic motivation (to get a reward or avoid punishment)

Maslow’s hierarchy of needs Herzberg’s motivation – hygiene theory Faculty of Computing and Informatics Motivation theories Maslow’s hierarchy of needs Herzberg’s motivation – hygiene theory McClelland’s Acquired needs theory McGregor’s Theory X and Theory Y

Motivation theories - Maslow’s hierarchy of needs Faculty of Computing and Informatics Motivation theories - Maslow’s hierarchy of needs States that people’s behaviours are guided by a sequence of needs 1. physiological, 2. safety, 3. social, 4. esteem, 5. self –actualization Needs at lower levels, starting with physiological should be satisfied first, before higher needs are Physiological, safety, social and esteem needs – DEFICIENCY NEEDS Self-actualization – GROWTH NEED

Motivation theories – McClelland’s acquired needs Faculty of Computing and Informatics Motivation theories – McClelland’s acquired needs An individual’s specific needs are acquired or learned over time and shaped by life experiences –Thematic apperception test One of these will be dominant in individuals Achievement: people seek to excel and tend to avoid low-risk and high-risk situations to improve their chances of achieving something Affiliation: people with high need for affiliation desire harmonious relationships with other people, tend to conform to norms of their work group Power : people with a need for power desire either personal or institutional powers

Motivation theories – Herzberg’s motivation-hygiene Faculty of Computing and Informatics Motivation theories – Herzberg’s motivation-hygiene Factors that cause job satisfaction – Motivators Factors that cause dissatisfaction – Hygiene factors People are motivated by feelings of personal achievement and recognition Motivators include achievement, recognition, the work itself, responsibility, advancement and growth Hygiene factors, e.g. time spent at work, wages, fringe benefits, human relations, sensitivity training

Motivation theory–McGregor’s TheoryX and TheoryY Faculty of Computing and Informatics Motivation theory–McGregor’s TheoryX and TheoryY Theory X – assumes that workers dislike and avoid work if possible, so managers must user coercion, threats and various control schemes to get workers to make adequate efforts to meet objectives Theory Y – assumes that individuals do not inherently dislike work, but consider it as natural as play and rest

9 influence bases available to project managers Faculty of Computing and Informatics 9 influence bases available to project managers Authority- the legitimate hierarchical right to issue orders Assignment- the project manager’s perceived ability to influence a worker’s later work assignment Budget – the project manager’s ability to authorize others’ use of discretionary funds Promotion – the ability to improve a worker’s position Money – the ability to increase a worker’s pay and benefits Penalty – the PM’s ability to dispense punishment Work challenge – the ability to assign work that capitalizes on a worker’s enjoyment of doing a particular task Expertise – PM knowledge that others deem important Friendship – the ability to establish friendly personal relationships

Coercive power: penalty, punishment, threats Faculty of Computing and Informatics 5 main types of power Coercive power: penalty, punishment, threats Legitimate power: getting people to do things based on a position of authority Expert power: involves personal knowledge and expertise to get people to change their behaviour Reward power: involves using incentives to induce people to do things, e.g. money, status, promotions Referent power: is power based on an individual’s personal charisma

Covey’s 7 habits to improve PM’s effectiveness on projects Faculty of Computing and Informatics Covey’s 7 habits to improve PM’s effectiveness on projects Be proactive: Anticipate and plan for problems and changes in project Begin with the end in mind: Projects must have mission statements that help them focus on their main purpose Put first things first: Spend time on important things but not urgent, e.g. develop project plan, mentor project team members Think win/win: Parties in potential conflict work together to develop new solutions that make them all winners Seek first to understand, then to be understood: Empathetic listening to people with the intent to understand them Synergise: Synergise by creating collaborative products Sharpern saw: PM and project team must have time to retrain, re-energise, relax

Organisational planning Faculty of Computing and Informatics Organisational planning Involves identifying, documenting and assigning project roles, responsibilities and reporting relationships This process generates an organisational chart for project roles and responsibility assignments – RESPONSIBILTY ASSIGNMENT MATRIX (RAM) RAM allocates work to responsible and performing organisations, teams, individuals, depending on the desired level of detail Generates a plan that describes when and how people will be added and taken off the project – STAFFING MANAGEMENT PLAN

Faculty of Computing and Informatics Resource loading Resource loading refers to the amount of individual resources an existing schedule requires during specific time periods Helps project managers develop a general understanding of the demands a project will make on the organization’s resources and individual people’s schedules Overallocation means that more resources than are available are assigned to perform work at a given time

Faculty of Computing and Informatics Resource levelling Resource leveling is a technique for resolving resource conflicts by delaying tasks or advancing some, tasks that can be done early with resources available at that time The main purpose of resource leveling is to create a smoother distribution of resource usage and reduce overallocation

It often improves morale Faculty of Computing and Informatics Benefits of resource levelling When resources are used on a more constant basis, they require less management It may enable project managers to use a just-in-time inventory type of policy for using subcontractors or other expensive resources It results in fewer problems for project personnel and accounting department It often improves morale

Observation and conversation Project performance appraisals Faculty of Computing and Informatics Tools for managing project teams Observation and conversation Project performance appraisals Conflict management Issue logs Interpersonal skills

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