1. People Management in Project Management
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2. Agenda People Management/Project Human Resources Management
Personality Differences
Acquiring and Managing the Project Team
Motivation and Stress
Resistance to Change
Examples and Q&A
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3. Project Human Resources Management
Processes to organize, manage, lead the project team
Varied responsibilities, skills, experiences
Team involvement in planning decision making
Different points of view will strengthen the project
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4. Project Human Resources Management
Develop Human Resource Plan
Acquire Project Team
Develop Project Team
Manage Project Team
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5. Humans Need for structure and process and governance
Need to balance the recognition of the human aspects of a project
Rather than resist acknowledgement, usually easier to acknowledge and address
Family issues/Health issues
Competing interests
Labor relations
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6. Four Main Personalities
Cholerics: extroverted, big picture, goal oriented, typically takes charge
Melancholies: introverted, details, facts and rules, supporting material
Phlegmatics: relational, do not rush, non confrontational, need to engage
Sanguines: people sensitive, relate well with others, to be noticed
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7. Motivation How to keep team engaged and focused?
Answers the why keep going?
Recognition
Communication
Continuous improvement
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8. Workplace Diversity Different Cultures Different Languages
Different Locations
Different Communication Nuances
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9. Managing Stress
Stress leads to more mistakes and less optimal decisions
Burnout increase turnover
Rehire, Retrain, Rebuild
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10. Competing Interests
Project groups could sometimes have competing interests
Decommissioning system
Purchasing new fleet
New processes that put more power in business users vs technology
Stakeholders must be aligned and communication clear
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11. Ensuring Quality
During life of project, members might be more concerned with completion rather than quality
Need to understand role of each person and fit within the project
Need to be clear about expectations
Create a culture where the team holds each other accountable
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12. Resistance to Change Human nature to resist change
Naturally goes against why a project is undertaken
Change is inherently a part of most if not all projects
Need to understand end results for each stakeholder
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13. Conclusion Project Managers need to adapt, assume team will not
Every team member will be different: needs, priorities, goals, etc.
Important to incorporate as much as possible in the Project Human Resources Management step
Opportunity to be mindfully aware and to patiently serve
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14. Q & A Does anyone want to share their thoughts? Other experiences? Q&A
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