Transcript No Slide Title

Chapter 9:
Project Human
Resource Management
Copyright Course Technology 2009
1
The Importance of Human
Resource Management
• People determine the success
and failure of organizations and
projects
Copyright Course Technology 2009
2
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
Copyright Course Technology 2009
3
• Name some of the motivation gurus
–
–
–
–
–
Maslov – Hierarchy of needs
Hertzberg – Motivation/Hygiene theory
McClelland’s Acquired-Needs theory
McGregor’s theory x and theory y
Thamhain and Wilemon’s Influence and
Power
Covey’s Improving
Effectiveness
•
•
•
•
•
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
Questions
• What is resource leveling?
• Who gave us the five phases of
team development?
• What does MBTI stand for?
• How is Bill Gates classified?
The four dimensions of
psychological type coming
from MBTI
•
•
•
•
Extrovert/Introvert
Sensation/Intuition
Thinking/feeling
Judgment/Perception
• Project managers can benefit
from knowing their team
members’ MBTI profiles
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
Copyright Course Technology 2009
8
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
Copyright Course Technology 2009
9
Figure 9-1. Maslow’s
Hierarchy of Needs
Copyright Course Technology 2009
10
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
Copyright Course Technology 1999
11
attractive work
environment
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
Copyright Course Technology 1999
12
and benefits
Thamhain and Wilemon’s Ways
to Have Influence on Projects
6. Penalty: the project manager's perceived
ability to dispense or 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
Copyright Course Technology 2009
13
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
Copyright Course Technology 2009
14
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
Copyright Course Technology 2009
15
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
Copyright Course Technology 1999
16
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
competencies to improve relationships
with users and other stakeholders
Copyright Course Technology 2009
17
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
Copyright Course Technology 2009
18
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 matrices
resource histograms
Copyright Course Technology 2009
19
Figure 9-2. Sample
Organizational Chart for a
Large IT Project
Copyright Course Technology 1999
20
Figure 9-3. Work
Definition and
Assignment Process
Copyright Course Technology 1999
21
Figure 9-4. Sample
Responsibility
Assignment Matrix
(RAM)
Copyright Course Technology 1999
22
Figure 9-5. RAM Showing
Stakeholder Roles
Copyright Course Technology 1999
23
Figure 9-6. Sample
Resource Histogram for a
Large IT Project
12
Number of People
10
8
6
4
2
0
Jan
Excel
Feb
Mar
Apr
May
Java programmers
Managers
file
Testing specialists
Jun
Jul
Aug
Business analysts
Administrative staff
Copyright Course Technology 1999
Sep
Oct
Nov
Dec
Technical writers
Database analysts
24
Issues in Project Staff
Acquisition and 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 organizations allow people to
work from home as an incentive
25
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
Copyright Course Technology 2009
26
Figure 9-7. Sample Histogram
Showing an Over-allocated
Individual
Project 98 file
Copyright Course Technology 1999
27
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
Copyright Course Technology 2009
28
Figure 9-8. Resource Leveling
Example
Copyright Course Technology 1999
29
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
Copyright Course Technology 2009
30
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
Copyright Course Technology 1999
31
not being extroverted or sensing
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
Copyright Course Technology 2009
32
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
Copyright Course Technology 1999
33
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 over-allocated
resources
– leveling resources
Copyright Course Technology 1999
34
Chapter 10:
Project Communications
Management
Copyright Course Technology 2009
35
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
Copyright Course Technology 1999
36
professionals
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 toCopyright
formalize
phase or
Course Technology 1999
37
project completion
Project Communications
Management
th
Processes—4 edition
•
•
•
•
Identify Stakeholders
Plan Communications
Distribute Information
Manage Stakeholder
Expectations
• Report Performance
Copyright Course Technology 2009
38
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
Copyright Course Technology 2009
39
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
Copyright Course Technology 2009
40
Communications
Management Plan
Contents, continued
• 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
Copyright Course Technology 2009
41
Table 10-1. Sample Stake holder
Analysis for Project
Communications
S takeh old e rs
D ocu m en t N am e
D ocu m en t
F o rm at
C on tact P erson
Due
C usto m er
M a nage m e nt
M o nthly S tatus
R epo rt
H ard co py
G a il F e ld m a n,
T o ny S ilva
F irst o f m o nth
C usto m er
B usiness S taff
M o nthly S tatus
R epo rt
H ard co py
Ju lie G ra nt,
F irst o f m o nth
C usto m er
T echnica l S taff
M o nthly S tatus
R epo rt
E -m a il
Interna l
M a nage m e nt
M o nthly S tatus
R epo rt
H ard co py
B o b T ho m so n
F irst o f m o nth
Interna l
B usiness and
T echnica l S taff
M o nthly S tatus
R epo rt
Intranet
A ng ie L iu
F irst o f m o nth
T raining
S ubco ntractor
T raining P la n
H ard C o py
Jo natha n K rau s
11/1/1999
S o ftw are
S ubco ntractor
S o ftw are
E -m a il
B arbara G ates
Im p le m e ntatio n
Copyright Course Technology 1999
P la n
Je ff M art in
E va n D o dge,
F irst o f m o nth
N anc y M ic hae ls
6/1/2000
42
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
Copyright
Course Technology 1999
43
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.
Some companies, such as Amazon.com, have
established policies to encourage employees to watch
their use of e-mail and delete it often. Their "Sweep and
Clean" program instructed employees to purge e-mails
that were no longer required for business or legal
purposes. They even offered free café lattes to
employees who complied immediately.
Harmon, Amy, "E-mail comes back to haunt companies,"
29, 1998
CopyrightNovember
Course Technology
1999
44
Figure 10-1. The Impact of the
Number of People on
Communications Channels
Copyright Course Technology 1999
45
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
Course Technology 1999
46
performanceCopyright
reporting
Administrative Closure
• A project or phase of a project
requires closure
• Administrative closure produces
– project archives
– formal acceptance
– lessons learned
Copyright Course Technology 1999
47
Suggestions for Improving
Project Communications
• Resolve conflicts effectively
• Develop better communication
skills
• Run effective meetings
• Use templates for project
communications
Copyright Course Technology 1999
48
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
Copyright Course Technology 1999
49
Table 10-3. Sample
Template for a Monthly
Progress Report
I.
A ccom p lish m en ts fo r M on th of F eb ru a ry (o r ap p rop riate m on th ):
 D escribe m o st im po rtant acco m p lishm e nts. R e late to pro ject's G antt chart
 D escribe other im po rtant acco m p lish m e nts, o ne bu llet fo r each. If a ny issue s w ere
reso lved fro m the previo us m o nth, list the m as acc o m p lishm e nts.
II.
P lan s fo r M arch (or fo llow in g m on th ):
 D escribe m o st im po rtant ite m s to be acco m p lished in the ne xt m o nth. A ga in re late
to the pro ject's G a ntt chart.
 D escribe other im po rtant ite m s to acco m p lish, o ne bu llet fo r each
III.
Issu e s: B rie fly list im po rtant issu es that surfaced o r are still im po rtant. M anagers
hate surprises a nd w a nt to he lp the pro ject succeed, so be sure to list issue s.
IV .
P roject C h an ges (D ate and D escrip tion ): L ist any appro ved o r requested
cha ng es to the pro ject. Inc lu de the date o f the cha nge and a brie f de script io n.
Copyright Course Technology 2009
50
Table 10-5. Sample Template
for a Letter of Agreement for
a Class Project
I.
P ro ject D escrip tion : D escribe the project's objective, scope, assum ptions, cost
inform ation, and schedule in form ation, as show n in F igu re 9-2. B e su re to include
im portant dates that the project's sponsor n eeds to be aw are of
II.
O rgan ization al G oals an d E xp ectation s: H ave the m ain sponsor from the
organization briefly state their goals and ex pectations for the project.
III.
S tu d en t G oals an d E xp ectation s: S tudents on the project team should briefly
state their goals and ex pectations for th e project.
IV .
M eetin g In form a tion . It is a good id ea fo r the project's sponsor and all students
on the project team to agree on at least one hou r per w eek w here all parties can m eet
to w ork on this project. T he m eeting place should be a convenient location w ithout
distractions. V irtual m eetings m a y be an option fo r som e people and projects.
V.
C on tact In form a tion an d C om m u n ication s P lan : L ist the sponsor's and
students' nam es, phon e num bers, e-m ails, and im portant procedures for
com m unications. It is a good idea to set up a w eb site for all project inform ation.
V I.
S ign atu res: H ave the m ain sponsor and students on the project team sign the
Copyright Course Technology 1999
letter of agreem ent. D esignate w hich stud ent is the project m anager. T his student
should be the m ain contact fo r all project info rm ation.
51
Figure 10-3. Gantt Chart Template for a
Class Project
Project 98 file
Copyright Course Technology 1999
52
Table 10-6. Guidance for
Student’s Lessons Learned
Report
Every two weeks or after a major event in your group
project, write a brief journal entry describing what happened
and how you felt about it. At the end of the term, write a 2-3
page paper describing your lessons learned based on your
group project. Answer the following questions:
•What were your roles and responsibilities on the team? How were
they decided?
•What did you like/dislike about the project?
•What did you learn about project management and yourself by
doing the project?
•What did you learn about teamwork and yourself by doing the
project?
•What would you have done differently? What will you remember to
do on the next project
you work
after this
Copyright
Courseon
Technology
1999experience?
53
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 an54
Copyright Course Technology 1999
agreed upon work ethic
Using Software to Assist
in Project
Communications
• There are many software tools to aid
in project communications
• The “What Went Right?” example on
pg. 264 describes several new webbased and wireless communications
tools
• Microsoft Project includes several
features to enhance communications
55
Figure 10-4. MS Project Information Saved as
HTML File
Project 98 file
Copyright Course Technology 1999
56
Chapter 12:
Project Procurement
Management
Copyright Course Technology2009
57
Importance of Project
Procurement
Management
• Procurement means acquiring goods
and/or services from an outside
source
• Other terms include purchasing and
outsourcing
• By the year 2003 the worldwide
information technology outsourcing
market had grown to over $100
billion
Copyright Course Technology 1999
58
Why Outsource?
• To reduce both fixed and
recurrent costs
• To allow the client organization
to focus on its core business
• To access skills and
technologies
• To provide flexibility
• To increase accountability
Copyright Course Technology 2009
59
Project Procurement
Management Processes
• Plan Procurements: determining
what to procure and when
• Conduct Procurements:
documenting product requirements
and identifying potential sources
Copyright Course Technology 2009
60
Project Procurement
Management Processes,
Continued
• Administer Procurements:
managing the relationship with the
vendor
• Close Procurements: completion
and settlement of the contract
Copyright Course Technology 2009
61
Procurement Management
Processes (3rd Edition) and
Key Outputs
Copyright Course Technology 2009
62
Plan Procurements
• Procurement planning involves
identifying which project needs
can be best met by using
products or services outside the
organization. It includes deciding
–
–
–
–
–
whether to procure
how to procure
what to procure
how much to procure
when to procure
63
Collaborative
Procurement
• Several organizations, even
competitors, have found that it
makes sense to collaborate on
procurement for some projects
• Kodak
• Rental car companies
• Frito-Lay, and its competitors
Copyright Course Technology 2009
64
Procurement Planning
Tools and Techniques
• Make-or-buy analysis: determining
whether a particular product or
service should be made or performed
inside the organization or purchased
from someone else. Often involves
financial analysis
• Experts, both internal and external,
can provide valuable inputs in
procurement decisions
Copyright Course Technology 2009
65
Types of Contracts
• Fixed price or lump sum: involve a
fixed total price for a well-defined
product or service
• Cost reimbursable: involve payment
to the seller for direct and indirect
costs
• Unit price contracts: require the
buyer to pay the seller a
predetermined amount per unit of
service
Copyright Course Technology 2009
66
Cost Reimbursable
Contracts
• Cost plus incentive fee (CPIF): the
buyer pays the seller for allowable
performance costs plus a
predetermined fee and an incentive
bonus
• Cost plus fixed fee (CPFF): the buyer
pays the seller for allowable
performance costs plus a fixed fee
payment usually based on a
percentage of estimated costs
• Cost plus percentage of costs (CPPC):
the buyer pays the seller for allowable
performance costs plus a
Copyright Course Technology 1999
predetermined
percentage based on 67
Figure 12-2. Contract
Types Versus Risk
Copyright Course Technology 2009
68
Statement of Work
(SOW)
• A statement of work is a description
of the work required for the
procurement
• Many contracts, or other mutually
binding agreements, include SOWs
• A good SOW gives bidders a better
understanding of the buyer’s
expectations
Copyright Course Technology 2009
69
A Common Contractual
Relationship
• Time and Materials Contract
– Is essentially a cost
reimbursement contract, but
reimburses material costs as well
– May be agreed to through
transmittal of a letter
Copyright Course Technology 2009
70
Solicitation Planning
• Solicitation planning involves
preparing several documents:
– Request for Proposals: used to solicit
proposals from prospective sellers where
there are several ways to meet the sellers’
needs
– Requests for Quotes: used to solicit quotes
for well-defined procurements
– Invitations for bid or negotiation, and initial
contractor responses are also part of
solicitation planning
Copyright Course Technology 2009
71
Figure 12-4. Outline for a
Request for Proposal (RFP)
I.
P urpo se o f R FP
II.
O rganizat io n’s B ackgro und
III.
B asic R equ ire m e nts
IV .
H ardw are and S o ftw are E nviro nm e nt
V.
D escript io n o f R FP P ro cess
V I.
S tatem e nt o f W o rk and S chedu le Info rm at io n
V II.
P o ssible A ppe nd ic es
A . C urrent S yste m O verview
B . S yste m R equ ire m e nts
C . V o lu m e a nd S ize D ata
D . R equ ired C o ntents o f V endo r’s R e spo nse to R FP
E . S am p le C o ntract
Copyright Course Technology 2009
72
Solicitation
• Solicitation involves obtaining
proposals or bids from prospective
sellers
• Organizations can advertise to procure
goods and services in several ways
– approaching the preferred vendor
– approaching several potential vendors
– advertising to anyone interested
• A bidders’ conference can help clarify
the buyer’s expectations
Copyright Course Technology 2009
73
Source Selection
• Source selection involves
–
–
–
–
evaluating bidders’ proposals
choosing the best one
negotiating the contract
awarding the contract
• It is helpful to prepare formal
evaluation procedures for selecting
vendors
• Buyers often create a “short list”
Copyright Course Technology 2009
74
Figure 12-5. Sample
Proposal Evaluation Sheet
Copyright Course Technology 2009
75
Figure 12-6. Detailed Criteria
for Selecting Vendors
Copyright Course Technology 2009
76
Administer Procurements
• Contract administration ensures that
the seller’s performance meets
contractual requirements
• Contracts are legal relationships, so it
is important that legal and contracting
professionals be involved in writing
and administering contracts
• Many project managers ignore
contractual issues, which can result in
serious problems (see What Went
Wrong? on pg.
465)
Copyright Course Technology 2009
77
Suggestions on Change Control
for Contracts
• Changes to any part of the project
need to be reviewed, approved, and
documented by the same people in the
same way that the original plan was
approved
• Evaluation of any change should
include an impact analysis. How will
the change affect the scope, time,
cost, and quality of the goods or
services being provided?
• Changes must be documented in
writing. Project team members should
also document all important meetings
and telephone
phone
calls
Copyright
Course Technology
1999
78
Contract Close-out
• Contract close-out includes
– product verification to determine if all
work was completed correctly and
satisfactorily
– administrative activities to update
records to reflect final results
– archiving information for future use
• Procurement audits identify lessons
learned in the procurement process
Copyright Course Technology 2009
79
Discussion Questions
• Discuss the scenario in the opening case. Have you
experienced similar situations? How did the parties
involved handle them?
• Provide examples of information technology goods and
services that were outsourced. Which were for
information technology projects and which were parts
of on-going operations? Was it advantageous for the
organization to use outsourcing?
• Some experts recommend working with preferred
vendors, even if their prices may be higher than other
vendors. Why do you think this is the case?
Copyright Course Technology 2009
80