HIT241 - HUMAN RESOURCE MANAGEMENT

Introduction

People

determine the success of organisations and projects.

The shortage of good IT workers makes human resource management even more challenging for IT projects   In 2000 the Information Technology Association of America calculated that there were over 844,000 unfilled IT jobs in the USA 70% of CEOs in high-tech firms listed the

lack of highly skilled, trained workers

number one barrier to growth.

as the CDU – School of Information Technology HRM - Slide 1

HIT241 - HUMAN RESOURCE MANAGEMENT

Long Hours & Stereotypes ...

Many people are struggling with how to increase 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 for better human resource management.

CDU – School of Information Technology HRM - Slide 2

HIT241 - HUMAN RESOURCE MANAGEMENT

Defining Project HR Management

Project human resource management includes the processes required to make the most effective use of the people involved with a project. Processes include 

Organisational planning

- including the roles, responsibilities and reporting relationships.



Staff acquisition

- especially getting the required personnel assigned to, and working on projects.



Team development

- building individual and group skills to enhance project performance.

CDU – School of Information Technology HRM - Slide 3

HIT241 - HUMAN RESOURCE MANAGEMENT

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.



Influence and power.



Effectiveness.

CDU – School of Information Technology HRM - Slide 4

HIT241 - HUMAN RESOURCE MANAGEMENT

Motivation

Abraham Maslow

developed a

hierarchy of needs

to illustrate his theory that people’s behaviors are guided by a sequence of needs.

5. Self Actualisation

Maslow argued that

4. Esteem

humans possess unique qualities that

3. Social

enable them to make independent

2. Safety

choices, thus giving them

control of their destiny.

high 1. Physiological A satisfied need is no longer a motivator!

low

CDU – School of Information Technology HRM - Slide 5

HIT241 - HUMAN RESOURCE MANAGEMENT

Herzberg’s Motivational & 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.

CDU – School of Information Technology HRM - Slide 6

HIT241 - HUMAN RESOURCE MANAGEMENT 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 perceived 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.

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Expertise, Authority & Projects

Projects are more likely to succeed

project managers influence with: when 

Expertise.



Work challenge.

Projects are more likely to fail

managers rely too heavily on when project 

Authority.



Money.



Penalty.

CDU – School of Information Technology HRM - Slide 8

HIT241 - HUMAN RESOURCE MANAGEMENT

Power

Power

is the

potential ability

behavior

to

influence

to get people to do things they would not otherwise do: Types of power include:    

Coercive

(able to use punishment).

Legitimate

(able to use organisational position).

Expert

(able to use personal knowledge).

Reward

(able to offer incentives).

Referent

(able to use personal charisma).

CDU – School of Information Technology HRM - Slide 9

HIT241 - HUMAN RESOURCE MANAGEMENT

Improving Effectiveness - Covey’s 7 Habits

Project managers can apply

Covey’s 7 habits to improve effectiveness on projects:



Be proactive

- anticipate and plan for change.

 

Begin with the end in mind

- have a mission.

Put first things first

.

   

Think win/win

.

Seek first to understand, then to be understood

.

Synergise

- collaboration will achieve more than individual effort.

Sharpen the saw

(take time for the project team to retrain, reenergise, and even relax!).

CDU – School of Information Technology HRM - Slide 10

HIT241 - HUMAN RESOURCE MANAGEMENT

Empathic Listening & 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.

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Improving Relationships Between Users & Developers

Some organisations 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.

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Organisational Planning

Organisational planning

involves identifying, documenting, and assigning project roles, responsibilities, and reporting relationships.

Outputs and processes include: 

Project organisational charts.



Work definition and assignment process.



Responsibility assignment matrixes (RAMs).



Resource histograms.

CDU – School of Information Technology HRM - Slide 13

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Sample Organisational Chart for a Large IT Project

CDU – School of Information Technology HRM - Slide 14

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Work Definition & Assignment Process

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Sample Responsibility Assignment Matrix (RAM)

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RAM Showing Stakeholder Roles

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Sample Resource Histogram for a Large IT Project

12 10 8 6 4 2 0 Jan Feb Mar Apr Java programmers Managers Testing specialists May Jun Jul Aug Business analysts Administrative staff Sep Oct Nov Technical writers Database analysts Dec CDU – School of Information Technology HRM - Slide 18

HIT241 - HUMAN RESOURCE MANAGEMENT

Issues in Project Team Development

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 organisations allow people to work from home as an incentive.

CDU – School of Information Technology HRM - Slide 19

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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

Over-allocation

means more resources than are available are assigned to perform work at a given time.

Sample Histogram Showing an Over-allocated Individual

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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 over allocation.

CDU – School of Information Technology

Resource Leveling Example

HRM - Slide 21

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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

(“the ropes” etc …).



Psychological preference indicator tools

.

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Meyers-Briggs Type Indicator (MBTI)

MBTI is a popular tool for determining personality preferences and helping teammates understand each other ( www.keirsey.com

).

Four dimensions include: 

Extrovert/Introvert (E/I)

  

Sensation/Intuition (S/N) Thinking/Feeling (T/F) Judgment/Perception (J/P)

Most IT professionals are NTs or rationals.

Vary most from general population in not being extroverted or sensing.

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Behavioral Style Differences*

Control Analytical

Want facts Past-oriented Most correct Slow decisions

Driver

Quick to act Get things done Present-oriented Leave body bags

Ask Amiable

People people Good comm.

Include all Slow decisions

Expressive

Party people Enthusiastic Future-oriented Don't finish things

Emote

y-axis: Can you read their feelings?

x-axis: How assertive are they?

Tell

CDU – School of Information Technology

*David Merril and Larry Wilson

HRM - Slide 24

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Reward & Teams

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.

Teams should

: 

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

CDU – School of Information Technology HRM - Slide 25

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Software for HR Management

Software

can help in producing

RAMS resource histograms

. and Project management software includes several features related to human resource management such as: 

Viewing resource usage information.

 

Identifying under and over-allocated resources.

Leveling resources.

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Conclusion - 1

People

are an essential resource, therefore project managers must be good human resource managers.

The major processes involved in human resource management are: 

Organisational planning.

 

Staff acquisition.

Team development

.

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Conclusion - 2 Remember

, project human resource management is more than using software for planning.

What is important

is the

project managers ability to enable project team members to deliver the best work they possibly can on a project.

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