Project HR Management Processes – Part 2

1. Manage ProjectHuman ResourcesHuman Resource Management Processes – Part 2Diploma of Project Management 17872Qualification Code BSB51507Unit Code BSBPMG506A

2. 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

3. Learning Objectives • Understand of the processes required to manage Human Resources on a project • Explain the project human resource planning process and describe the contents of a Human Resource Plan • Understand how to assist with Human Resource management of a project. • Understand different methods of acquiring human resources for a project • Understand the importance of developing people and the project team, including conflict resolution • Reflect on the Human Resource management processes of your organisation or others you have experienced

4. Reading – HR Processes • Please take some time to review the PMBOK Chapters 4.2, 9.1, 9.2, 9.3 and 9.4 • This could take 30 to 45 minutes

5. Project Manager’s 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

6. 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

7. 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

8. Project Manager’s 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

9. 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

10. 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

11. 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

12. 9.3 Develop Project Team Training – 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

13. 9.3 Develop Project Team Team-Building Activities – Can vary from a short kick of 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

14. 9.3 Develop Project Team Co-location – 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

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

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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

23. Situational Leadership • The different stages of team development require different leadership approaches • Individual team members require different leadership styles depending on their level of competence and confidence Directive Forming Influencing Storming Norming Participating Performing Delegating Adapted from Hersey and Blanchard’s Situational Leadership Model & Tuckman’s Ladder of Team Development

24. Leadership Approach in Each Stage • Forming • Direct the team clearly • Establish objectives clearly • Conduct an initial team introduction activity, but don’t expect too much too soon • Storming • Establish process and structure, and work to smooth conflict and build good relationships between team members • Generally provide support, especially to those team members who are less secure • Influencing style - remain positive and firm in the face of challenges to your leadership or the team’s goal • Establish a common language and set up ‘working together’ guidelines in a Team Charter

25. Leadership Approach in Each Stage • Norming • Step back and help the team take responsibility for progress towards the goal • This is a good time to arrange a social or team-building event • Participative style, seek contributions or suggestions and act on some of them, provide rationale for those you don’t take on board • Performing • Delegate as far as you sensibly can • Once the team has achieved high performance, you should aim to have as “light a touch” as you can • You will now be able to start focusing on other goals and areas of work

26. Leadership Approach in Each Stage • Adjourning • When breaking up a team, take the time to celebrate its achievements • Provide assistance with moving to new roles within the organisation • After all, you may work with some of these people again, and this will be much easier if people view past experiences positively • Undertake regular reviews of the stage your team has reached. Adjust your behaviour and leadership approach to suit each stage and each team member

27. Plan for the Transition • Make sure that you leave plenty of time in your schedule to coach team members through the “Forming”, “Storming” and “Norming” stages. • Think about how much progress you should expect towards the goal and by when, and measure success against that. The Team must go through the “Forming”, “Storming” and “Norming” stages before they start “Performing”. There may not be much progress during this time. • Not all teams and situations will behave in this way, however many will – use this approach, but don’t try to force situations to fit it. Ensure that people don’t use knowledge of the “storming” stage as a license for unacceptable behaviour.

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

29. 9.4 Manage Project Team 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 Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4th Edition

30. 9.4 Manage Project Team Tools and techniques to Acquire Project Team include - Observation & Conversation Interpersonal Skills Conflict Management Issue Log Performance Appraisals Performance Data Performance Questionnaires Adapted from PMBOK 4th Edition

31. 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

32. 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

33. 9.4 Manage Project Team Issue Log – 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

34. 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

35. 9.4 Manage 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

36. What is Conflict on Projects? • A conflict exists when two people wish to carry out acts which are mutually inconsistent. They may both want to do the same thing, such as to deliver a project, but in fundamentally different ways. Or they may want to do different things where the different things are mutually incompatible, such as increase scope or decrease the timeframe. • A conflict is resolved when some mutually compatible set of actions is worked out. • The definition of conflict can be extended from individuals to groups (such as teams and organisations) and more than two parties can be involved in the conflict.

37. The Benefits of Conflict • Conflict is inevitable and often good, for example, good teams always go through a "form, storm, norm and perform" period. Getting the most out of diversity means often-contradictory values, perspectives and opinions. • Conflict is often needed and can - • Help to raise and address problems • Energizes work to be on the most appropriate issues • Help people "be real", for example, it motivates them to participate • Help people learn how to recognize and benefit from their differences • Conflict is not the same as discomfort. The conflict isn't the problem - it is when conflict is poorly managed that it becomes a problem. Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008

38. Conflict is a problem when it… • Hampers productivity • Lowers morale • Causes more and continued conflicts • Causes inappropriate behaviours • Causes delays or cost overruns • Causes scope or quality issues Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008

39. Major causes of conflict in teams… • Poor Communication • Team members experience continuing surprises, they aren't informed of new decisions, programs, etc • Team members don't understand reasons for decisions, they aren't involved in decision-making • As a result, team members trust the "rumor mill" more than management Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008

40. Major causes of conflict in teams… • Poorly defined roles and responsibilities • Disagreement about "who does what“ • Lack of respect for decision making powers and authority • Interpersonal chemistry • Arising from conflicting values or approaches • Strong personal natures that clash • Failure to acknowledge and value experience of team members Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008

41. Major causes of conflict in teams… • Under Resourcing • Stress from working with inadequate resources • Avoidance of assigned work tasks • Ineffective project sponsorship • Inconsistent expectations • Inexperienced with projects • Avoiding decision making • Lack of trust • Lack of understanding of team roles and project activities Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008

42. Tips to Reduce Team Conflict • Regularly review job descriptions • Seek team member’s input and agreement • Document, distribute and date them • Review roles to ensure no overlaps, gaps or conflict • Build relationships • Execute Communication Plan with stakeholders and team members • Conduct team member one on ones • Conduct regular team meetings Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008

43. Tips to Reduce Team Conflict • Get regular status updates including – • Accomplishments and progress • Current risks and issues • Plans for the upcoming period • Needs for assistance • Conduct basic training about – • Interpersonal communication • Conflict management and resolution • Delegation and decision making Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008

44. Tips to Reduce Team Conflict • Develop team rules for working together • Procedures for key tasks based on team input • Agreements about how the team will operate – Team Charter • Clearly communicate behavioural expectations • Make easily accessible • Feedback and review protocols • Conflict resolution frameworks • Escalation procedures Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008

45. Tips to Reduce Team Conflict • Encourage feedback and input • Be prepared to act on good ideas • Ensure rationale behind suggestions that are not taken up are clearly communicated • Consider an anonymous suggestion box in which employees can provide suggestions Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, Basics of Conflict Management, 1997-2008

46. 5 Common Responses to Conflict • Competing • Avoiding • Accommodating • Compromising • Collaborating Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998

47. 5 Common Responses to Conflict 1. Competing • is a style in which one's own needs are advocated over the needs of others. • It relies on an aggressive style of communication, low regard for future relationships, and the exercise of coercive power. • Those using a competitive style tend to seek control over a discussion. They fear that loss of control will result in solutions that fail to meet their needs. • Competing tends to result in responses that increase the level of threat. Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998

48. 5 Common Responses to Conflict 2. Accommodating • also known as smoothing or appeasing, is the opposite of competing. • People using this style yield their needs to those of others, trying to be diplomatic. • They tend to allow the needs of the group to overwhelm their own, which may not ever be stated, as preserving the relationship is seen as most important. Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998

49. 5. Responses to Conflict 3. Avoiding • a common response to the negative perception of conflict – perhaps it will go away • feelings get pent up, views go unexpressed, and the conflict festers until it becomes too big to ignore. • Perhaps it could have been overcome if tackled early • Can break relationships and severely impact project success. • Because needs and concerns go unexpressed, people are often confused, wondering what went wrong? Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998

50. 5. Responses to Conflict 4. Compromising • is an approach to conflict in which people gain and give in a series of tradeoffs. • While it gets an outcome, compromise is generally not satisfying for all parties • Often there is a lack of trust and risk taking involved in more collaborative behaviours is avoided Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998