Apply Human Resource Management Approaches Introduction to Human Resources Certificate IV in Project Management 17871 Qualification Code BSB41507 Unit.

Apply Human Resource Management Approaches Introduction to Human Resources Certificate IV in Project Management Qualification Code BSB41507 Unit Code BSBPMG405A

Project Human Resource Management
processes that organise, manage and lead the project team Project Team comprised of the people assigned roles and responsibilities for completing the project the composition of the project team changes during the different phases of the project Project Management Team a subset of the Project Team, assists the Project Manager responsible for project management and leadership activities Adapated from PMBOK 4th Edition

Managing the Project Team
Influencing the project team Being aware of human resource factors that may impact the project Managing – team environment, location, politics, cultural issues, organisational factors Professional and ethical behaviour All team members should follow ethical behaviours Often need to document expected values and behaviours HR legal frameworks and regulatory compliance Being aware of and complying with HR laws, regulations, policies and procedures Adapated from PMBOK 4th Edition

Human Resource Management
LEGAL ENVIRONMENT 4

HRM Legal Frameworks in Australia
As soon as you are responsible for the management of people, you need to ensure that you are aware of and comply with all relevant Human Resource Management legal frameworks There are various national, state, industry and organisation specific regulations including – Federal Legislation Federal Regulations and Guidelines State Legislation State Regulations and Guidelines Industry Specific Regulations and Guidelines Organisational Policies and Procedures

HRM Legal Frameworks in Australia
As a people manager you can be held personally liable for breaches of legislation, regulations, guidelines and organisational policies and procedures. It is common knowledge that you can be convicted for not complying with HRM legislation and regulations, but recent cases have set precedents for court action where organisational policies and procedures have not been correctly followed. If your organisation has documented HRM policies and procedures that are not being followed, then legal action can be taken against the organisation and people leaders who have not implemented the policies and procedures correctly.

Fair Work Act 2009 On 1 July 2009 Fair Work Australia began operations as part of a new national workplace relations system underpinned by the Fair Work Act 2009. Some of the significant changes in major areas such as - Agreement making Assistance for the low-paid Dismissal Dispute resolution General protections Good faith bargaining Industrial action—no formal start of bargaining Minimum wage setting National Employment Standards Visit for further information

Federal Discrimination Legislation
The federal Parliament has passed a number of laws which aim to protect people from discrimination in public life and from breaches of their human rights - Age Discrimination Act 2004 Disability Discrimination Act 1992 Human Rights and Equal Opportunity Commission Act 1986 Race Discrimination Act 1975 Sex Discrimination Act 1984 The Australian Human Rights Commission administers these laws. They have the authority to investigate and conciliate complaints of discrimination and human rights breaches Visit for further information

Age Discrimination The Age Discrimination Act 2004 helps to ensure that people are not treated less favourably on the ground of age in various areas of public life including: employment provision of goods and services education administration of Commonwealth laws and programs The Act also provides for positive discrimination – that is, actions which assist people of a particular age who experience a disadvantage because of their age

Disability Discrimination
The Disability Discrimination Act 1992 has as its major objectives to eliminate discrimination against people with disabilities promote community acceptance of the principle that people with disabilities have the same fundamental rights as all members of the community, and ensure as far as practicable that people with disabilities have the same rights to equality before the law as other people in the community.

Race Discrimination The Racial Discrimination Act 1975 gives effect to Australia's obligations under the International Convention on the elimination of all forms of racial discrimination. Its major objectives are to - promote equality before the law for all persons, regardless of their race, colour or national or ethnic origin, and make discrimination against people on the basis of their race, colour, descent or national or ethnic origin unlawful.

Sex Discrimination The Sex Discrimination Act 1984 gives effect to Australia's obligations under the Convention on the Elimination of All Forms of Discrimination Against Women and certain aspects of the International Labour Organisation (ILO) Convention 156 Its major objectives are to - promote equality between men and women eliminate discrimination on the basis of sex, marital status or pregnancy and, with respect to dismissals, family responsibilities, and eliminate sexual harassment at work, in educational institutions, in the provision of goods and services, in the provision of accommodation and the delivery of Commonwealth programs.

Other Federal Legislation
Affirmative Action (Equal Employment Opportunity for Women) Act 1986 Racial Hatred Act 1995 Equal Opportunity for Women in the Workplace Act 1999 Occupational Health and Safety (Commonwealth Employment) Act 1991 Workplace Relations Act 1996 Workplace Relations Regulations 1996 Privacy Act 1988

State Based Legislation - NSW
is the official NSW Government website for online publication of legislation and is provided and maintained by the Parliamentary Counsel’s Office Major NSW Human Resource legislation includes - Occupational Health and Safety Act 2000 Workers Compensation Act 1987

Occupational Health and Safety
The objectives of the Occupational Health and Safety Act 2000 (NSW) are to - secure and promote the health, safety and welfare of people at work protect people against workplace health and safety risks provide for consultation and cooperation between employers and workers in achieving the objects of the Act ensure that risks are identified, assessed and eliminated or controlled, develop and promote community awareness of occupational health and safety issues, provide a legislative framework that allows for progressively higher standards of occupational health and safety to take account new technologies and work practices protect people against risks arising from the use of plant (ie. machinery, equipment or appliances). Source -

Workers Compensation Workers compensation provides protection to workers and their employers in the event of a work related injury or disease. Through the workers compensation system injured workers may have an entitlement to weekly payments, lump sums for permanent impairment (and pain and suffering where applicable), payment of medical bills, provision of legal assistance to pursue a claim and intensive rehabilitation assistance All employers must have a workers compensation policy to insure themselves against compensation claims for workplace injuries if they pay more than $7,500 in wages, employ an apprentice or trainee, or are part of a group for premium purposes The NSW workers compensation system operates under the Workers Compensation Act 1987 and the Workplace Injury Management and Workers Compensation Act 1998 Source -

Workers Compensation in NSW
The New South Wales workers compensation system comprises four elements - New South Wales WorkCover Scheme – which provides workers compensation insurance through contracted Scheme Agents to employers operating in New South Wales. SICorp (through the Treasury Managed Fund) – manages workers compensation, administration and financial liability for most public sector employers except those who are self-insurers. Self-insurers – organisations with enough capital to underwrite, pay and manage their own claims. There are strict criteria that employers must meet prior to WorkCover granting a self-insurers licence. Specialised insurers – underwrite workers compensation insurance risk for a specific industry or class of business or employers. Source -

Bullying and Harassment
Falls more under regulations or guidelines Not specifically defined in legislation but normally falls under Anti Discrimination Bullying may not be unlawful under federal and state anti-discrimination legislation Can be hard to take action unless the harassment also involves some form of obvious discrimination covered by law Often included in organisational HR policies and procedures * Sourced from

Bullying and Harassment
Definition of workplace bullying is "the repeated less favourable treatment of a person by another or others in the workplace, which may be considered unreasonable and inappropriate workplace practice. It includes behaviour that intimidates, offends, degrades or humiliates a worker." (Source ACTUQ/QCCI/Qld Govt Dept of Workplace Health and Safety) Bullying behaviour may include - physical or verbal abuse yelling, screaming or offensive language excluding or isolating employees psychological harassment intimidation assigning meaningless tasks unrelated to the job giving employees impossible jobs deliberately changed work rosters to inconvenience particular employees undermining work performance by deliberately withholding information vital for effective work performance * Sourced from

Legislation Exercise Fill in the blanks:
The ______________________________ Act provides the National Employment Standards. 2. _________________ means treating someone unfairly or unfavourably because of a personal characteristic such as their sex or race. 3. The _____________________________ Act promotes equality before the law for all persons, regardless of their race, colour or national or ethnic origin. 4. The ______________________________ Act protects people against risks arising from the use of plant (i.e. machinery, equipment or appliances). 5. ____________________________ provides protection to workers and their employers in the event of a work related injury or disease. * Sourced from

Organisational Policies and Procedures
Most medium and large organisations have specifically documented Human Resource Management Policies and Procedures These must comply with relevant legislation and be followed by all people leaders in order to avoid legal action Why have them? Protect workers rights and safety Avoid legal action Assign some of the responsibility to people leaders

Common HR Policies and Procedures
Equal Employment Opportunity Occupational Health and Safety Recruitment and Termination People Management Poor Performance Management Employee complaint procedures There may be others….it is your job to find them and follow them!

Human Resource Management
PERFORMANCE MANAGEMENT 23

Performance Management Lifecyle

Before Recruitment & Selection
Before you start recruitment and selection – Determine and agree the project scope Define the Work Breakdown Structure Define the project team structure Determine the vacancies Develop detailed position descriptions Understand organisational policies & procedures for recruitment Check preferred supplier list for recruitment agencies

Position Descriptions
Used to define and document the detailed responsibilities of particular roles Project roles often have a base or standard position description with a specific roles and responsibilities statement being tailored and produced for each project Project 1 Role – Project Manager Detailed deliverables Detailed roles & responsibilities Position Description Role – Project Manager Duties ….. Preferred Experience…. Mandatory Skills…. Desirable Skills….. Qualifications…. Project 2 Role – Project Manager Detailed deliverables Detailed roles & responsibilities Project 3 Role – Project Manager Detailed deliverables Detailed roles & responsibilities

Basic Inclusions – Job Title Department Reporting Line – up and down Purpose Team Size Budgetary Authority Other Authority Levels Skills & Experience Qualifications

Other Common Inclusions – Salary Range Type of employment – contract, permanent, fixed term Detailed roles and responsibilities Conditions and benefits Organisation overview Accountabilities Key capabilities or competencies Mandatory knowledge, skills and experience Desirable knowledge, skills and experience Policies and procedures to be followed

Steps for Recruitment & Selection
Step 1: Identify the Vacancy Step 2: Review or Create Position Description Step 3: Obtain Approval if Required Step 4: Determine recruitment strategy Resource pool Internal transfer or promotion External market Advertising method Recruitment partner

Step 5: Prepare Recruitment and Selection Materials Selection criteria Interview questions Reference questions Skills test Recruitment Panel if required Step 6: Review Applicants and Prepare Short List Remember HR Legislation & Regulations!!

Step 7: Conduct Interviews and Selection Activities Step 8: Select Preferred Candidate and Commence Negotiations Step 9: Execute Employment Contract Step 10: Arrange Appointment and Organise Induction Process

Induction & Probation Company and Team based induction
Can be formal or informal Cover policies and methodologies Responsibility of direct line manager Probation needs to be specified in employment contract Need to monitor initial performance carefully Can terminate at end of probationary period based on poor performance

Performance Objectives & Reviews
Objectives cascade from overarching business planning and strategy Individual objectives normally set annually and reviewed mid year Project objectives determined during scoping and flow through to project team members Need to link back to position description including roles and responsibilities Make SMART

Performance Objectives & Reviews
Performance rated against agreed objectives Normally mid year and annual reviews Out of cycle reviews or projects Linked to remuneration and recognition Normally have a specific process for poor performance management

Learning & Development
Not just about training courses Can also include self study, secondments, mentoring, coaching and on the job training Based on current role and future role requirements Agreed with direct manager and then the employees responsibility to implement

Remuneration & Recognition
Links to performance review outcomes Can include – Salary increases Bonus payments Flexible working conditions Awards Scholarships etc

Career Planning Normally available for high performers Planning for future roles including required skills and experience May involve secondments, additional training, mentoring and coaching

Can be incorporated into –
Coaching & Mentoring Can be incorporated into – Learning & Development Remuneration & Recognition Informal - organised by employee Formal – organised by company Mentors and mentorees need time allocated to the activity

Employee Separation Can be the result of –
Poor performance Major breaches of policy and dishonesty Resignation Normally involves a separation interview for resignations to identify underlying issues

Project Management Roles
PM ROLES & RESPONSIBILITIES 40

Project Roles There are many roles required on a project to ensure that all work items are completed Having the right roles and the right people in them gives the Project a better chance of achieving the project objectives and success criteria Right Roles Right People Right Results

Project Management Roles (AIPM)
There is a natural hierarchy of roles within the project management profession The AIPM’s competency framework has four levels - Executive Project Director Project Director Project Manager Project Practitioner Source – AIPM Professional Competency Standards for Project Management, June 2008, Version 1

Project Management Roles (PMI)
The PMI has a different hierarchy of project management roles – Portfolio Manager Program Manager Project Manager The PMI also includes a project support function known as the Project Management Office Source – PMBOK, 4th Edition

Project Management Definition
The application of the 9 defined project management knowledge areas, skills, tools and techniques to deliver project requirements. Project management typically includes identifying requirements, addressing stakeholder expectations to ensure the project is planned and executed correctly, balancing competing project constraints such as time, cost, quality and scope, and reducing the impact of risks and issues. Source – Adapted from PMBOK, 4th Edition

Program Management Definition
Grouping related projects in order to manage and co-ordinate the outcomes and enhance the achievement of benefits. Program management is the centralised and co-ordinated management of a set of related projects in order to achieve broad strategic objectives and benefits. Program management focuses on the project interdependencies and determines the optimal approach to managing the projects in order to maximise the benefits. Source – Adapted from PMBOK, 4th Edition

Portfolio Management Definition
Grouping of a collection of projects or programs together so they can be managed as a whole in order to achieve strategic business objectives. Portfolio management refers to the centralised management of a collection of related projects and programs. This includes identifying, prioritising, authorising, managing and controlling projects and programs within the portfolio so that they align with the strategic business objectives. The focus is on prioritisation of resource allocation so that the portfolio objectives are aligned to organisational strategies. Source – Adapted from PMBOK, 4th Edition

Project Management Office (PMO)
Primary function of a PMO is to support project managers - Managing shared resources Specifying and developing the project management methodology, best practice, standards and tools Coaching, mentoring, training and career management Project assurance and compliance with methodologies and standards Co-ordinating communication across projects and within the project management community Assistance with project establishment and approval processes Project reviews and health checks to ensure projects are running according to plans and expected outcomes Source – Adapted from PMBOK, 4th Edition

Project Managers vs PMOs
Focuses on the specified project objectives Controls the assigned project resources to best meet project objectives Manages the constraints of the individual project (scope, time, cost, quality, risk etc) Manages major program scope changes to optimise achievement of broader business objectives Optimises the use of shared organisational resources across all projects in their jurisdiction Manages methodologies, standards, overall risks and interdependencies in their jurisdiction Source – Adapted from PMBOK, 4th Edition

Apply Human Resource Management Approaches Human Resource Management Processes – Part 1 Certificate IV in Project Management Qualification Code BSB41507 Unit Code BSBPMG405A

Project HR Management Processes – Part 1
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

Project Manager’s Interpersonal Skills
What characteristics and personality traits would be desirable when selecting a Project Manager? Source – PMBOK, 4th Edition, Appendix G 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 – Leadership Team Building Motivation Communication Influencing Decision Making Political and Cultural Awareness Negotiation Source – PMBOK, 4th Edition, Appendix G Interpersonal Skills

4.2 Develop Project Management Plan
This is the process of defining and documenting the actions necessary to prepare and integrate all subsidiary plans for each of the 8 key knowledge areas of project management. The planning processes for all project management key knowledge areas are normally performed at the same time this process, or expanded upon shortly afterwards The Human Resource Management Plan (9.1) for a project is developed concurrently with the development of the Project Management Plan (4.2) Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

9.1 Develop Human Resource Plan
The process of identifying and documenting project roles, responsibilities, required skills and reporting relationships. The output is a Staffing Management Plan or a Human Resource Plan. HR planning determines and identifies the people and skills required for project success. Factors that influence HR planning include – competition for resources, scarce skills sets, project prioritisation Occurs during Planning Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

Inputs to Develop Human Resource Plan - Work Breakdown Structure Project Schedule including resources Activity resource requirements (from Time 6.3) Required people and competencies Enterprise Environmental Factors Organisation culture and structure Existing human resources Labour market conditions Industrial Relations frameworks HR legislation and regulations Competency frameworks Organisational Process Assets HR policies and procedures Templates for organisation charts and position descriptions Lessons learned from previous projects Adapted from PMBOK 4th Edition

Tools and techniques to Develop Human Resource Plan Organisational Charts Workforce Planning Position Descriptions Networking Responsibility Assignment Matrix Subject Matter Experts Adapted from PMBOK 4th Edition

Organisational Charts – traditional hierarchical organisational charts can be very effective to show team members where the project fits within the overall organisational structure AND to depict the structure and reporting lines for the project Project organisational charts are also known as Resource Breakdown Structures Responsibility Assignment Matrix (RAM) - A matrix based organisational chart which is used to illustrate responsibilities for deliverables and activities It assigns project team members to deliverables and activities and also indicates their role for each deliverable Adapted from PMBOK 4th Edition

Project Organisational Charts
Project Organisational Charts are designed to show project positions in relation to each other in the hierarchy Functional Organisational Charts can also be useful to show how the project team resources fit into other structures within the organisation It is common for a project team member to have a “project” reporting line and a “functional” reporting line or Line Manager

Example Project Organisational Chart

Project Org Chart – Samples

Responsibility Assignment Matrix
Definition of a Responsibility Assignment Matrix (RAM) – A structured table that relates the project organisation chart/structure to the work breakdown structure to help ensure that all components of the project scope have been assigned to a project team or team member It relates the activities and deliverables in the work break down structure to project team members and other people who have delivery responsibilities on the project. It helps to ensure project execution by assigning all components of the project’s scope to someone who is responsible for getting it done. Source – Adapted from PMBOK, 4th Edition

Different Types of RAMs
C I R A P R I S esponsible esponsible articipates A ccountable ccountable ccountable S ign off onsulted esponsible I nformed nformed nformed C onsulted ign off

Example RACI Format R A I C R, A RACI Chart Team Members
Deliverable/ Activity Project Sponsor Manager Team Member 1 Member 2 Member 3 Project Charter R A I C Communication Plan R, A Human Resource Deliverable 1 Deliverable 2 Deliverable 3 R = Responsible, A = Accountable, C = Consult, I = Inform

Example RASIC Format R,S A I C S R R, S RACI Chart Team Members
Deliverable/ Activity Project Sponsor Manager Team Member 1 Member 2 Member 3 Project Charter R,S A I C Communication Plan S R Human Resource Deliverable 1 Deliverable 2 Deliverable 3 R, S R = Review, A = Accountable, S = Sign Off, I = Inform, C = Consult/Contribute

Position Descriptions – Text document that details the roles and responsibilities of each team member or position Project roles often have a base or standard position description with a specific roles and responsibilities statement being tailored and produced for each project Project 1 Role – Project Manager Detailed deliverables Detailed roles & responsibilities Position Description Role – Project Manager Duties ….. Preferred Experience…. Mandatory Skills…. Desirable Skills….. Qualifications…. Project 2 Role – Project Manager Detailed deliverables Detailed roles & responsibilities Project 3 Role – Project Manager Detailed deliverables Detailed roles & responsibilities Adapted from PMBOK 4th Edition

Workforce Planning - Occurs prior to recruitment or resource acquisition Typically associated with broad based planning of human resources in order to achieve an organisation’s strategic and business goals, can also be applied to projects Aligns the human resource requirements in order to meet the objectives of the project based on the definition of the resources required for each activity in the schedule People may be unsuitable in terms of skills and experience, in this case they can be retrained or retrenched and new people recruited Project Managers do not always get to specify and select all of their people which can leave major capability gaps and increase risk on the project Adapted from PMBOK 4th Edition

Subject Matter Experts – Assistance in planning and selecting the people for a project can be sought from the internal HR department, the Project Management Office and also external recruitment providers There may be policies and procedures that make it necessary to involve the internal HR department in the process Networking - Formal and informal interaction with the organisation and project management community Can be very useful at the beginning of a project in order to understand what resources are coming available and also for professional development of team members during the project Adapted from PMBOK 4th Edition

Outputs of this process include – Human Resource Plan Roles and responsibilities Authority levels Competencies Position Descriptions Project organisation charts Staffing Management Plan Staff acquisition approaches Resource calendars Staff on boarding and release plan Training needs Performance management Recognition and reward framework Compliance with regulations and policies Occupational Health and Safety Adapted from PMBOK 4th Edition

Human Resource or Staffing Management Plan
The Human Resource Plan and/or Staffing Management Plan are the critical outputs of this process, they are often combined into the one deliverable Common inclusions in the Human Resource Plan – Roles and responsibilities Authority levels Competencies Position Descriptions Staff acquisition approaches Resource calendars Staff on boarding and release plan Training needs Performance management Recognition and reward framework Compliance with regulations and policies Occupational Health and Safety Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

9.2 Acquire Project Team The process of confirming human resource availability and selecting the team members necessary to complete the project activities The Project Manager may not have direct control over resource selection due to industrial agreements, Project Sponsor preferences and internal HR policies Project Managers need to negotiate and influence in order to obtain the best team possible for the project Inappropriate team members will decrease the ability to meet project objectives and success measures Failure to find the optimal human resources may result in re-planning and change requests Undertaken during Execution Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

9.2 Acquire Project Team The inputs into Acquire Project Team are –
Project Management Plan Human Resource Management Plan Resource Calendars and Availability Work Breakdown Structure Position Descriptions Skills and competencies Enterprise Environmental Factors HR legislation and regulations Industry HR agreements Labour market conditions Organisational Process Assets Internal HR policies and procedures Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

9.2 Acquire Project Team Tools and techniques to Acquire Project Team include - Pre-assignment Virtual Teams External Recruitment Negotiation Resource Pools Contractors & Consultants Internal Acquisition Adapted from PMBOK 4th Edition

9.2 Acquire Project Team Pre-assignment – Resource Pools -
Occurs when project team members are selected in advance due to specialist skills and reserved for the project Can create issues if there are dependencies on these staff completing previously assigned projects before moving to the new project Resource Pools - Mature project management organisations will often have a list of all project based resources that can be assigned to projects These are normally centrally managed by the PMO or HR department and keep track of availability, competencies, costs and personal preferences Adapted from PMBOK 4th Edition

9.2 Acquire Project Team Negotiation – Internal Acquisition -
The Project Manager may need to negotiate for specific, critical resources with other lower priority projects or with their functional/line manager May also be required as part of External Recruitment activities and governed by organisational policies Internal Acquisition - Project team members are obtained from within the organisation Can be undertaken in an informal manner, where staff are simply approached to assess interest Can require a more formal internal recruitment approach depending on internal policies Adapted from PMBOK 4th Edition

9.2 Acquire Project Team External Recruitment –
Sometimes undertaken simultaneously with internal recruitment acquisition activities Looking at the external market for project resources using direct recruitment or via recruitment agencies Often governed by internal policies and preferred supplier agreements Contractors and Consultants - Can be faster than going to the broad external market Approach specialist providers and preferred suppliers for contract resources May also require specialist consultants with niche skills for short engagements Adapted from PMBOK 4th Edition

9.2 Acquire Project Team Virtual Teams and Flexible Arrangements –
There are many possibilities available for resource acquisition and also alternative working arrangements Can form virtual project teams from widespread geographic locations via electronic communication and collaboration tools Specialist expertise may not always be available locally or full time Considers team members who – Work from home Work part time Have disabilities Adapted from PMBOK 4th Edition

9.2 Acquire Project Team Issues or problems with acquiring resource exercise Personality Types exercise Adapted from PMBOK 4th Edition

9.2 Acquire 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

Apply Human Resource Management Approaches Human Resource Management Processes – Part 2 Certificate IV in Project Management Qualification Code BSB41507 Unit Code BSBPMG405A

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

9.3 Develop Project Team The process of improving the competencies, team interaction and the overall team environment to enhance project performance Includes teamwork and developing effective project teams to improve project success Project Manager’s need to motivate, develop, support, recognise and reward team members Other critical factors for good teamwork include communication, trust and conflict resolution Occurs during Execution Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

Objectives of Developing a Project Team
Improve the knowledge and skills of team members – Increases their ability to complete project deliverables Lowers cost, reduces timeframes, improves quality and reduces risk Create a high performing team Improves trust among team members Increases morale, reduces conflict and improves team work Create a dynamic and cohesive team culture Improves productivity and co-operation Based on values and behaviours Can be achieved via a Team Charter Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

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

9.3 Develop Project Team Tools and techniques for Develop Project Team
Co-location Interpersonal Skills Development Activities Training Recognition & Rewards Team Charter Team Building Activities Collaboration Tools Conflict Resolution Framework Adapted from PMBOK 4th Edition

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 – Leadership Team Building Motivation Communication Influencing Decision Making Political and Cultural Awareness Negotiation Source – PMBOK, 4th Edition, Appendix G Interpersonal Skills

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

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

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

9.3 Develop Project Team Training – Development Activities -
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

9.3 Develop Project Team Team-Building Activities –
Can vary from a short kick off 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

9.3 Develop Project Team Co-location – Collaboration Tools -
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 co-located Includes tools such as SharePoint, Intranet etc Adapted from PMBOK 4th Edition

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 conflict May also have organisational procedures such as employee grievance processes for severe issues Adapted from PMBOK 4th Edition

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

Team Formation Cycle 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. Tuckman’s Ladder of Team Development

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

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

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

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

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

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 Undertaken during Execution Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

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 Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

9.4 Manage Project Team Tools and techniques to Manage Project Team include - Observation & Conversation Interpersonal Skills Conflict Management Issue Log Performance Appraisals Performance Data Performance Questionnaires Adapted from PMBOK 4th Edition

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

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

9.4 Manage Project Team Issue Log – Interpersonal Skills -
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

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

Outputs of this process include –
9.4 Manage Project Team Outputs of this process include – Project Organisation Chart updates Resource Calendars updates Project Management Plan updates Human Resource Management Plan updates Staffing Management Plan updates Project Schedule updates Project Budget updates Lessons learnt updates Change Requests Adapted from PMBOK 4th Edition

Team Assignment Criteria
Components Marks Basic Competency Higher Competency Work Breakdown Structure including Human Resource assignments 5 Basic WBS presented in Excel or a table High level deliverables and activities assigned to teams or generic positions Detailed WBS in MS Project Phases broken down into detailed deliverables and activities with specific people assigned to each deliverable and activity Roles and responsibilities 7 Basic roles and responsibilities listed for each role within the project Basic Responsibility Assignment Matrix Detailed roles and responsibilities provided for each role/person within the project including delegated authority and decision making authority Comprehensive Responsibility Assignment Matrix Team Work and performance management 8 Team and individual performance objectives Performance management procedures Project Team Code of Conduct Conflict resolution process Performance management procedures including templates for objective setting and performance reviews Total 20 13 to 16 17 to 20

Apply Human Resource Management Approaches Introduction to Human Resources Certificate IV in Project Management 17871 Qualification Code BSB41507 Unit.

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Apply Human Resource Management Approaches Introduction to Human Resources Certificate IV in Project Management 17871 Qualification Code BSB41507 Unit.

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