1. Topic 7- 1ICT 327 Management of IT ProjectsSemester 1, 2004 Topic 7 Human Resource & Comms Mgt Schwalbe: Chapter 9, 10

2. Topic 7- 2ICT 327 Management of IT ProjectsSemester 1, 2004 Learning Objectives Explain the importance of good human resource management on projects, especially on information technology projects Define project human resource management and understand its processes Summarize key concepts for managing people by understanding the theories of Abraham Maslow, Frederick Herzberg, David McClelland, and Douglas McGregor on motivation, H. J. Thamhain and D. L. Wilemon on influencing workers, and Stephen Covey on how people and teams can become more effective

3. Topic 7- 3ICT 327 Management of IT ProjectsSemester 1, 2004 Learning Objectives Discuss organizational planning and be able to create a project organizational chart, responsibility assignment matrix, and resource histogram Understand important issues involved in project staff acquisition and explain the concepts of resource assignments, resource loading, and resource leveling Assist in team development with training, team- building activities, and reward systems Describe how project management software can assist in project human resource management

4. Topic 7- 4ICT 327 Management of IT ProjectsSemester 1, 2004 The Importance of Human Resource Management People determine the success and failure of organizations and projects Recent statistics about IT workforce: The total number of U.S. IT workers was more than 10.1 million in December 2002, up from 9.9 million in January 2002 IT managers predict they will need to hire an additional 1.2 million workers in the near future Hiring by non-IT companies outpaces hiring by IT companies by a ratio of 12:1

5. Topic 7- 5ICT 327 Management of IT ProjectsSemester 1, 2004 Digital Planet Reports The global high-tech industry generated more than $2.1 trillion in 1999, $2.3 trillion in 2000, and $2.4 trillion in 2001 The Internet and e-commerce were notable bright spots in the global economy Global e-commerce went up 79 percent from 2000 to 2001 China, Poland, and other developing countries are playing an increasing role in the global IT market

6. Topic 7- 6ICT 327 Management of IT ProjectsSemester 1, 2004 Long Hours & Stereotypes of IT Workers Hurt Recruiting Many people are struggling with how to increase and diversify the IT labor pool. Noted problems include: The fact that many IT professionals work long hours and must constantly stay abreast of changes in the field Undesirable stereotypes that keep certain people away from the career field, like women The need to improve benefits, redefine work hours and incentives, and provide better human resource management

7. Topic 7- 7ICT 327 Management of IT ProjectsSemester 1, 2004 What is Project Human Resource Management? Project human resource management includes the processes required to make the most effective use of the people involved with a project. Processes include Organizational planning Staff acquisition Team development

8. Topic 7- 8ICT 327 Management of IT ProjectsSemester 1, 2004 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 (intrinsic and extrinsic) influence and power effectiveness

9. Topic 7- 9ICT 327 Management of IT ProjectsSemester 1, 2004 Motivation Abraham Maslow developed a hierarchy of needs to illustrate his theory that people’s behaviors are guided by a sequence of needs Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny

10. Topic 7- 10ICT 327 Management of IT ProjectsSemester 1, 2004 Maslow’s Hierarchy of Needs

11. Topic 7- 11ICT 327 Management of IT ProjectsSemester 1, 2004 Herzberg’s Motivational and Hygiene Factors Frederick Herzberg wrote several famous books and articles about worker motivation. He distinguished between motivational factors: achievement, recognition, the work itself, responsibility, advancement, and growth, which produce job satisfaction hygiene factors: cause dissatisfaction if not present, but do not motivate workers to do more. Examples include larger salaries, more supervision, and a more attractive work environment

12. Topic 7- 12ICT 327 Management of IT ProjectsSemester 1, 2004 McClelland’s Acquired-Needs Theory Specific needs are acquired or learned over time and shaped by life experiences, including: Achievement (nAch): Achievers like challenging projects with achievable goals and lots of feedback Affiliation (nAff): People with high nAff desire harmonious relationships and need to feel accepted by others, so managers should try to create a cooperative work environment for them Power: (nPow): People with a need for power desire either personal power (not good) or institutional power (good for the organization). Provide institutional power seekers with management opportunities

13. Topic 7- 13ICT 327 Management of IT ProjectsSemester 1, 2004 McGregor’s Theory X and Theory Y Douglas McGregor popularized the human relations approach to management in the 1960s Theory X: assumes workers dislike and avoid work, so managers must use coercion, threats, and various control schemes to get workers to meet objectives Theory Y: assumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needs Theory Z: introduced in 1981 by William Ouchi and is based on the Japanese approach to motivating workers, emphasizing trust, quality, collective decision making, and cultural values

14. Thamhain and Wilemon’s Ways to Have Influence on Projects 1. Authority: the legitimate hierarchical right to issue orders 2. Assignment: the project manager's perceived ability to influence a worker's later work assignments 3. Budget: the project manager's perceived ability to authorize others' use of discretionary funds 4. Promotion: the ability to improve a worker's position 5. Money: the ability to increase a worker's pay and benefits 6. Penalty: the project manager's ability to cause punishment 7. Work challenge: the ability to assign work that capitalizes on a worker's enjoyment of doing a particular task 8. Expertise: the project manager's perceived special knowledge that others deem important 9. Friendship: the ability to establish friendly personal relationships between the project manager and others

15. Topic 7- 15ICT 327 Management of IT ProjectsSemester 1, 2004 Ways to Influence that Help and Hurt Projects Projects are more likely to succeed when project managers influence with expertise work challenge Projects are more likely to fail when project managers rely too heavily on authority money penalty

16. Topic 7- 16ICT 327 Management of IT ProjectsSemester 1, 2004 Power Power is the potential ability to influence behavior to get people to do things they would not otherwise do Types of power include Coercive Legitimate Expert Reward Referent

17. Topic 7- 17ICT 327 Management of IT ProjectsSemester 1, 2004 Improving Effectiveness - Covey’s 7 Habits Project managers can apply Covey’s 7 habits to improve effectiveness on projects Be proactive Begin with the end in mind Put first things first Think win/win Seek first to understand, then to be understood Synergize Sharpen the saw

18. Topic 7- 18ICT 327 Management of IT ProjectsSemester 1, 2004 Empathic Listening and Rapport Good project managers are empathic listeners; they listen with the intent to understand Before you can communicate with others, you have to have rapport Mirroring is a technique to help establish rapport IT professionals often need to develop empathic listening and other people skills to improve relationships with users and other stakeholders

19. Topic 7- 19ICT 327 Management of IT ProjectsSemester 1, 2004 Improving Relationships Between Users and Developers Some organizations require business people, not IT people, to take the lead in determining and justifying investments in new computer systems CIOs push their staff to recognize that the needs of the business must drive all technology decisions Some companies reshape their IT units to look and perform like consulting firms

20. Topic 7- 20ICT 327 Management of IT ProjectsSemester 1, 2004 Organizational Planning Organizational planning involves identifying, documenting, and assigning project roles, responsibilities, and reporting relationships Outputs and processes include project organizational charts work definition and assignment process responsibility assignment matrixes resource histograms

21. Topic 7- 21ICT 327 Management of IT ProjectsSemester 1, 2004 Sample Organizational Chart for a Large IT Project

22. Topic 7- 22ICT 327 Management of IT ProjectsSemester 1, 2004 Work Definition and Assignment Process

23. Topic 7- 23ICT 327 Management of IT ProjectsSemester 1, 2004 Sample Responsibility Assignment Matrix (RAM)

24. Topic 7- 24ICT 327 Management of IT ProjectsSemester 1, 2004 RAM Showing Stakeholder Roles

25. Topic 7- 25ICT 327 Management of IT ProjectsSemester 1, 2004 Sample RACI Chart R = responsibility, only one R per task A = accountability C = consultation I = informed

26. Topic 7- 26ICT 327 Management of IT ProjectsSemester 1, 2004 Sample Resource Histogram

27. Topic 7- 27ICT 327 Management of IT ProjectsSemester 1, 2004 Staff Acquisition Staffing plans and good hiring procedures are important in staff acquisition, as are incentives for recruiting and retention Some companies give their employees one dollar for every hour a new person they helped hire works Some organizations allow people to work from home as an incentive Research shows that people leave their jobs because they don’t make a difference, don’t get proper recognition, aren’t learning anything new, don’t like their coworkers, and want to earn more money

28. Topic 7- 28ICT 327 Management of IT ProjectsSemester 1, 2004 Resource Loading and Leveling Resource loading refers to the amount of individual resources an existing project schedule requires during specific time periods Resource histograms show resource loading Overallocation means more resources than are available are assigned to perform work at a given time

29. Topic 7- 29ICT 327 Management of IT ProjectsSemester 1, 2004 Sample Histogram Showing an Overallocated Individual

30. Topic 7- 30ICT 327 Management of IT ProjectsSemester 1, 2004 Resource Leveling Resource leveling is a technique for resolving resource conflicts by delaying tasks The main purpose of resource leveling is to create a smoother distribution of resource usage and reduce overallocation

31. Topic 7- 31ICT 327 Management of IT ProjectsSemester 1, 2004 Resource Leveling Example

32. Topic 7- 32ICT 327 Management of IT ProjectsSemester 1, 2004 Team Development It takes teamwork to successfully complete most projects Training can help people understand themselves, each other, and how to work better in teams Team building activities include physical challenges psychological preference indicator tools

33. Topic 7- 33ICT 327 Management of IT ProjectsSemester 1, 2004 Meyers-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) Sensation/Intuition (S/N) Thinking/Feeling (T/F) Judgment/Perception (J/P) NTs or rationals are attracted to technology fields IT people vary most from the general population in not being extroverted or sensing

34. Topic 7- 34ICT 327 Management of IT ProjectsSemester 1, 2004 Social Styles Profile People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness: Drivers Expressives Analyticals Amiables People on opposite corners (drivers and amiables, analyticals and expressives) may have difficulties getting along

35. Topic 7- 35ICT 327 Management of IT ProjectsSemester 1, 2004 Social Styles

36. Topic 7- 36ICT 327 Management of IT ProjectsSemester 1, 2004 Reward and Recognition Systems Team-based reward and recognition systems can promote teamwork Focus on rewarding teams for achieving specific goals Allow time for team members to mentor and help each other to meet project goals and develop human resources

37. Topic 7- 37ICT 327 Management of IT ProjectsSemester 1, 2004 General Advice on Teams Focus on meeting project objectives and producing positive results Fix the problem instead of blaming people Establish regular, effective meetings Nurture team members and encourage them to help each other Acknowledge individual and group accomplishments

38. Topic 7- 38ICT 327 Management of IT ProjectsSemester 1, 2004 Using Software to Assist in Human Resource Management Software can help in producing RAMs and resource histograms Project management software includes several features related to human resource management such as viewing resource usage information identifying under and overallocated resources leveling resources

39. Topic 7- 39ICT 327 Management of IT ProjectsSemester 1, 2004 Resource Usage View from Microsoft Project

40. Topic 7- 40ICT 327 Management of IT ProjectsSemester 1, 2004 Resource Usage Report from Microsoft Project

41. Topic 7- 41ICT 327 Management of IT ProjectsSemester 1, 2004 Project Resource Management Involves Much More Than Using Software Project managers must Treat people with consideration and respect Understand what motivates them Communicate carefully with them Focus on your goal of enabling project team members to deliver their best work

42. Topic 7- 42ICT 327 Management of IT ProjectsSemester 1, 2004 Project Communications Management Schwalbe: Chapter 10

43. Topic 7- 43ICT 327 Management of IT ProjectsSemester 1, 2004 Learning Objectives Understand the importance of good communication on projects and describe the major components of a communications management plan Discuss the elements of project communications planning, including information distribution, performance reporting, and administrative closure Discuss various methods for project information distribution and the advantages and disadvantages of each Understand individual communication needs and how to determine the number of communications channels needed for a project

44. Topic 7- 44ICT 327 Management of IT ProjectsSemester 1, 2004 Learning Objectives Understand how the main outputs of performance reporting help stakeholders stay informed about project resources Recognize how the main outputs of administrative closure are used to formally end a project List various methods for improving project communications, such as managing conflicts, running effective meetings, using e-mail effectively, and using templates Describe how software can enhance project communications

45. Topic 7- 45ICT 327 Management of IT ProjectsSemester 1, 2004 Importance of Good Communications The greatest threat to many projects is a failure to communicate Our culture does not portray IT professionals as being good communicators Research shows that IT professionals must be able to communicate effectively to succeed in their positions Strong verbal skills are a key factor in career advancement for IT professionals

46. Topic 7- 46ICT 327 Management of IT ProjectsSemester 1, 2004 Project Communications Management Processes Communications planning: determining the information and communications needs of the stakeholders Information distribution: making needed information available in a timely manner Performance reporting: collecting and disseminating performance information Administrative closure: generating, gathering, and disseminating information to formalize phase or project completion

47. Topic 7- 47ICT 327 Management of IT ProjectsSemester 1, 2004 Communications Planning Every project should include some type of communications management plan, a document that guides project communications Creating a stakeholder analysis for project communications also aids in communications planning

48. Topic 7- 48ICT 327 Management of IT ProjectsSemester 1, 2004 Communications Management Plan Contents A description of a collection and filing structure for gathering and storing various types of information A distribution structure describing what information goes to whom, when, and how A format for communicating key project information A project schedule for producing the information Access methods for obtaining the information A method for updating the communications management plans as the project progresses and develops A stakeholder communications analysis

49. Topic 7- 49ICT 327 Management of IT ProjectsSemester 1, 2004 Sample Stakeholder Analysis for Project Communications

50. Topic 7- 50ICT 327 Management of IT ProjectsSemester 1, 2004 Information Distribution Getting the right information to the right people at the right time and in a useful format is just as important as developing the information in the first place Important considerations include using technology to enhance information distribution formal and informal methods for distributing information

51. Topic 7- 51ICT 327 Management of IT ProjectsSemester 1, 2004 What Went Wrong? A well publicized example of misuse of e-mail comes from the 1998 Justice Department's high profile, antitrust suit against Microsoft. E-mail emerged as a star witness in the case. Many executives sent messages that should never have been put in writing. The court used e-mail as evidence, even though the senders of the notes said the information was being interpreted out of context. See example of misunderstanding “pedagogical approach” on p. 358

52. Media Choice Table

53. Topic 7- 53ICT 327 Management of IT ProjectsSemester 1, 2004 The Impact of the Number of People on Communications Channels

54. Topic 7- 54ICT 327 Management of IT ProjectsSemester 1, 2004 Performance Reporting Performance reporting keeps stakeholders informed about how resources are being used to achieve project objectives Status reports describe where the project stands at a specific point in time Progress reports describe what the project team has accomplished during a certain period of time Project forecasting predicts future project status and progress based on past information and trends Status review meetings often include performance reporting

55. Topic 7- 55ICT 327 Management of IT ProjectsSemester 1, 2004 Administrative Closure A project or phase of a project requires closure Administrative closure produces project archives formal acceptance lessons learned

56. Topic 7- 56ICT 327 Management of IT ProjectsSemester 1, 2004 Suggestions for Improving Project Communications Manage conflicts effectively Develop better communication skills Run effective meetings Use e-mail effectively Use templates for project communications

57. Topic 7- 57ICT 327 Management of IT ProjectsSemester 1, 2004 Conflict Handling Modes, in Preference Order Confrontation or problem-solving: directly face a conflict Compromise: use a give-and-take approach Smoothing: de-emphasize areas of differences and emphasize areas of agreement Forcing: the win-lose approach Withdrawal: retreat or withdraw from an actual or potential disagreement

58. Topic 7- 58ICT 327 Management of IT ProjectsSemester 1, 2004 Conflict Can Be Good Conflict often produces important results, such as new ideas, better alternatives, and motivation to work harder and more collaboratively Groupthink can develop if there are no conflicting viewpoints Research by Karen Jehn suggests that task- related conflict often improves team performance, but emotional conflict often depresses team performance

59. Topic 7- 59ICT 327 Management of IT ProjectsSemester 1, 2004 Developing Better Communication Skills Companies and formal degree programs for IT professionals often neglect the importance of developing speaking, writing, and listening skills As organizations become more global, they realize they must invest in ways to improve communication with people from different countries and cultures It takes leadership to improve communication

60. Topic 7- 60ICT 327 Management of IT ProjectsSemester 1, 2004 Running Effective Meetings Determine if a meeting can be avoided Define the purpose and intended outcome of the meeting Determine who should attend the meeting Provide an agenda to participants before the meeting Prepare handouts, visual aids, and make logistical arrangements ahead of time Run the meeting professionally Build relationships

61. Topic 7- 61ICT 327 Management of IT ProjectsSemester 1, 2004 Using E-Mail Effectively Make sure that e-mail is an appropriate medium for what you want to communicate Be sure to send the e-mail to the right people Use meaningful subjects Limit the content to one main subject, and be as clear and concise as possible Limit the number and size of attachments Delete e-mail you don’t need, and don’t open it if you question the source Make sure your virus software is up to date Respond to and file e-mails quickly Learn how to use important features

62. Topic 7- 62ICT 327 Management of IT ProjectsSemester 1, 2004 Using Templates for Project Communications Many technical people are afraid to ask for help Providing examples and templates for project communications saves time and money Organizations can develop their own templates, use some provided by outside organizations, or use samples from textbooks Recall that research shows that companies that excel in project management make effective use of templates

63. Sample Template for a Project Description

64. Topic 7- 64ICT 327 Management of IT ProjectsSemester 1, 2004 Sample Template for a Monthly Progress Report

65. Topic 7- 65ICT 327 Management of IT ProjectsSemester 1, 2004 Sample Template for a Letter of Agreement for a Class Project

66. Topic 7- 66ICT 327 Management of IT ProjectsSemester 1, 2004 Outline for a Final Project Report

67. Topic 7- 67ICT 327 Management of IT ProjectsSemester 1, 2004 Final Project Documentation Items

68. Topic 7- 68ICT 327 Management of IT ProjectsSemester 1, 2004 Gantt Chart Template for a Class Project

69. Topic 7- 69ICT 327 Management of IT ProjectsSemester 1, 2004 Guidance for Student’s Lessons Learned Report

70. Topic 7- 70ICT 327 Management of IT ProjectsSemester 1, 2004 Sample Template for a Project Web Site

71. Topic 7- 71ICT 327 Management of IT ProjectsSemester 1, 2004 Developing a Communications Infrastructure A communications infrastructure is a set of tools, techniques, and principles that provide a foundation for the effective transfer of information Tools include e-mail, project management software, groupware, fax machines, telephones, teleconferencing systems, document management systems, and word processors Techniques include reporting guidelines and templates, meeting ground rules and procedures, decision-making processes, problem-solving approaches, and conflict resolution and negotiation techniques Principles include using open dialog and an agreed upon work ethic

72. Topic 7- 72ICT 327 Management of IT ProjectsSemester 1, 2004 Using Software to Assist in Project Communications There are many software tools to aid in project communications (see pages 380-381 for several examples in the What Went Right? section) Today more than 37 percent of people telecommute or work remotely at least part-time Project management software includes new capabilities to enhance virtual communications Project 2002’s enterprise edition includes features for portfolio management, resource management, and collaboration