Project Human Resource Management Managing Human Resources Ghazala Amin, PMP May, 2009

2 PM Framework and Integration Project InitiationPlanning Executing/Control Closeout Project Organizing Project Scheduling WBS Control Meetings Project Monitoring Project Closeout Change and Risk Management Contract and Customer Relationship Management Processes Activities Project Life Cycle Team Development Managing Project Human Resources

3 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 theories ›Influence and power ›Effectiveness

4 Project Human Resource Management »Managing a high performance project team includes; agreement, conflict and motivation of all human resources to achieve superior common goal.

5 Managing Agreement »Abilene Paradox – Recognition of the fact that it is also difficult to manage agreement as much as managing conflict »Teams often take actions to go with the flow and fail to voice their individual concern. »By allowing with the current direction, team members contribute to team’s failure »Project manager must have standards and policies for open and honest communication and feedback. »Encourage Whistle blowing or consequence free environment »Speak Up and encourage others »Establish agenda items and go around the table to uncover concerns. ›Source/Reference: IBM Learning Centre for development of PM Curriculum

6 Managing Conflict »Conflicts are natural in a team environment »Conflicts must focus on issues and not personalities »It allows individuals to voice their opinions »Project managers are responsible for resolving all conflicts in a team. »It should be dealt with quickly and initiates alternative solutions. ›Source/Reference: IBM Learning Centre for development of PM Curriculum

7 Managing Motivation »Motivation is to encourage others to perform, by fulfilling or appealing to their needs. »Project Managers must motivate temporarily assigned individuals by appealing to their desires to fulfill self esteem and self actualization »Project managers must give challenging assignments »Provide timely recognition and tangible rewards »Clearly define expectations and personal benefits ›Source/Reference: IBM Learning Centre for development of PM Curriculum

8 Ways to Influence Projects »Projects are more likely to succeed when project managers influence people using: ›Expertise ›Work challenge »Projects are more likely to fail when project managers rely too heavily on : ›Authority ›Money ›Penalty

9 What Went Right? »Best practices for ensuring partnerships between people in business and technology areas include: ›Requiring business people, not IT people, to take the lead in determining and justifying investments in new computer systems. ›Having CIOs push their staff to recognize that the needs of the business must drive all technology decisions. ›Reshaping IT units to look and perform like consulting firms.

10 Acquiring the Project Team »Acquiring qualified people for teams is crucial. »The project manager who is the smartest person on the team has done a poor job of recruiting! »Staffing plans and good hiring procedures are important, as are incentives for recruiting and retention. ›Some companies give their employees one dollar for every hour that a new person who they helped hire works. ›Some organizations allow people to work from home as an incentive.

11 Why People Leave Their Jobs »They feel they do not make a difference. »They do not get proper recognition. »They are not learning anything new or growing as a person. »They do not like their coworkers. »They want to earn more money.

12 Training »Training can help people understand themselves and each other, and understand how to work better in teams. »Team building activities include: ›Physical challenges ›Psychological preference indicator tools

13 Myers-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) – Personal energy ›Sensing/Intuition (S/N) – Data Gathering ›Thinking/Feeling (T/F) – Decision making ›Judgment/Perception (J/P) – Attitude towards outer world »The way we gather information is the starting point for all human interactions. When two people gather information differently, all further communication is at risk. ›Source/Reference: Myer-Briggs Individuality Types.

14 Extrovert (E) vs Introvert (I)* Extrovert (E)Introvert (I) Is action orientedIs quiet and concentrates Prefers to be around othersPrefers to be alone Develops ideas by discussion Speak to think Develops ideas by reflection Think to speak Impatient with long, slow jobsDon’t mind working on long projects Interested in results of his/her jobInterested in ideas behind his/her job Interests have breadthInterests have depth Extrovert Usually communicates often and seems outgoing, relaxed and confident around people. Introvert Usually reserved around people and reluctant to communicate unless necessary.

15 Sensing (S) vs Intuition (N)* Sensing (S)Intuition (N) Pays attention to detailsLooks at bigger picture Patient and makes few factual errors Focus on Details Impatient when details get complicated Goes for the big picture Likes established routineDislikes monotony Works steadily with realistic idea of how long it will take Works in burst of energy with free time in between Works through to reach conclusion Jumps prematurely to conclusion Rarely trusts inspirationsFollows inspirations Sensing Focus on “what is” kinds of information – we look for the immediate, factual and practical. Intuition Focus on “what might be” information – we look for what may be possible, how things relate.

16 Thinking (T) vs Feeling (F)* Thinking (T)Feeling (F) Brief and business likeNaturally friendly Fair-unemotional Problems first, people next Treats with feeling People first, problems next Needs to be treated fairlyNeeds occasional praise Likes analysis and puts things in logical order Likes harmony and efficiency Makes impersonal objective decisions Truth and objective Lets decisions influenced by personal or others’ likes and wishes Tact and subjective Is able to reprimand people and fire as necessary Dislikes telling people unpleasant things Thinking Judgment is impersonal and we try to be objective. Feeling Decisions are based on what matters to us or others-we are person centered.

17 Judging (J) vs Perceiving (P)* Judging (J)Perceiving (P) Focuses on completing tasksFocus on starting tasks Makes quick decisions; likes to settle and wraps up tasks Postpones decisions; doesn’t mind leaving things open Likes to plan work and work the plan Organized and planner Good at adapting to changes Spontaneous and flexible Dislikes interrupting tasks in progress on a project May start too many tasks and then have difficulty finishing them Wants to know only essential and relevant items of the project Wants to know all about the project Judging We want our external world to be organized and settled. Judging means deciding things. Perceiving We want to be flexible, spontaneous and adaptable. Perceiving means “going with the flow”.

18 Types at Work* ISTJ Life’s natural organizers ISFJ Committed to getting the job done INFJ Inspiring leader and follower INTJ Life’s independent thinker ISTP Just do it! ISFP Action speaks louder than words INFP Making life kinder and gentler INTP Life’s conceptualizers ESTP Making the most of the moment ESFP Let’s make work fun ENFP People are products ENTP Progress is the product ESTJ Life’s natural administrators ESFJ Everyone’s trusted friend ENFJ Smooth talking persuaders ENTJ Life’s natural leaders

19 Wideman and Shenhar’s Views on MBTI and Project Management* »Most suited for project leadership: ›100 percent: INTJ, ENTJ, ISTJ, ESTJ ›50 percent: INTP, ENTP, ENFP, ENFJ »Best suited as followers: ›100 percent: INFJ, ISFJ ›50 percent: INTP, ENTP, ENFP, ENFJ, ESFJ »Not suited for project work: ›100 percent: INFP, ISFP, ESFP, ISTP ›50 percent: ENFP, ESTP *Wideman, R. Max and Aaron J. Shenhar, “Professional and Personal Development: A Practical Approach to Education and Training,” Project Management for Business Professionals, edited by Joan Knutson, 2001, p. 375.

20 MBTI and Suitability to Project Work* *Wideman, R. Max. “Project Teamwork, Personality Profiles and the Population at Large: Do we have enough of the right kind of people?” ( ).