Project Management in Human Resources

1. Project Management in Human Resources Presented by Cate DeLaRosa July 27, 2004

2. Logistics for Today’s Session • Today's session will be presented through voice over IP (computer speakers). If your computer does not have speakers, you may listen to the audio session by dialing into the number below and entering the meeting ID. • >Phone Number 888-566-5785 • >Meeting code word "project"

3. Agenda • 1. Welcome - Kathy Mosgrove • 2. System Features - Susan McGovern • 3. Speaker Introduction – Kathy Mosgrove • 4. Session – Cate DeLaRosa • 5. Q&A – Cate DeLaRosa • 6. Wrap-up and Thanks—Kathy Mosgrove

4. Learning Objective • This session will focus on how project management is becoming a critical success factor to the overall HR organizational strategy.

5. What is Project Management? • Project Management is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements. • Project Management is accomplished through use of processes such as: initiating, planning, executing, controlling, and closing. • Source: Project Management Body of Knowledge (PMBoK) Guide

6. Brief History of Project Management • “Project management was not used as an isolated concept before the Sputnik Crisis of the Cold War. After the Cold War, US the DOD needed to speed up the military project process and new tools (models) for achieving this goal were invented.” • “In 1958, PERT (Program Evaluation and Review Technique) was invented as part of the Polaris Missile Sub program.” • PERT was later extended with a Work Breakdown Structure or WBS. This process flow and structure of the military undertakings quickly spread into many private enterprises • Source: BamBooWeb Dictionary

7. Approaches to Project Management • Traditional Vs. Agile Methods • Traditional Methods: identifies a sequence of steps or events to be completed. • Agile Methods: identifies small tasks rather than a complete process and imposes as little overhead as possible in the form of “rationale, justification, documentation, reporting, meetings, and permission”.

8. Process Based Management • Furthers the concept of project control • The creation of a set of defined processes detailing what the company actually does allows for consistency across project teams and the project; when the process is defined, the ability to track and monitor performance with a view to improvement is far more successful • CMMi, ISO/IEC15504 are examples

9. Areas of Human Resources • Earlier areas: Staffing/Recruiting, Employee Relations, Compensation, Benefits, Payroll, Training, Work Comp, HRIS, Paperwork • Today: some of the above plus strategic planning, succession planning, workforce planning, process re-engineering, outsourcing, mergers and acquisitions, change management, and HR services

10. What’s Consistent in HR today? PLANNING!

11. Consideration… • Planning is everything -- and ongoing. On one thing all PM texts and authorities agree: The single most important activity that project managers engage in in is planning – detailed, systematic, team-involved plans are only the foundation for project success. And when real-world events conspire to change the plan, project managers must make a new one to reflect the changes. So planning and replanning must be a way of life for project managers. • Handbook of Human Performance Technology, San Francisco, Jossey-Bass, 1999

12. Case Study #1 • Large, US-based, Software/Education Company merges with non-US, publishing company • Two Corporate HR groups need to integrate 14 benefit plans to create health, dental, flex spending, etc. shared by both entities • Began effort in February 1999, utilizing only internal HR resources • In March, realized need for PM • PM on board (resource from IS area) in April • Initial analysis conducted-had spent $85K in two months (resources, provider input, systems) out of an undetermined budget (originally thought the integration could happen within HR budget for that year). • Integration completed in September (five months) with the final total project cost of $187K.

13. Case Study #2 • Large, Midwest, manufacturing company – 13,000 employees • Implement self-service and reengineer related processes • Recognized need for PM resources up front; Determined total budget of 2M for system implementation and process reengineering • Study completed by third-party indicated without PM resources/planning, additional $400K • Project completed in 14 months, on task, under budget (total project cost = 1.8M)

14. “Kitchen Sink Syndrome” • Refers to a type of discussion, usually an argument, chastisement, or reprimand that ranges over a broad spectrum of topics including "everything but the kitchen sink". • Can apply to any conversation, meeting, discussion, planning process, and party • In project management (more common usage) it refers to a project that has accreted more and more features as time progresses, to have "everything but the kitchen sink” • Source: Wikipedia

15. Overall Benefits of Project Management in Human Resources • Facilitates improved client relationships leading to improved customer satisfaction scores • Fosters a common methodology and process across HR; uses same PM processes as client • Ensures an alignment of HR efforts with client business needs • Stimulates teamwork on priority HR issues • Knowledge transfer across professions • Increase HR competency (people skills) in Project Managers • Increase PM competency in Human Resources professionals • Source: HRPM Consulting Inc. 2004

16. Considerations of Project Management (PM) Related to Human Resources (HR) • Partnership with HR Organization • PM role in IS/IT area dedicated to facilitate HR projects • Internal consulting relationship with HR Organization • PM role within HR Organization • External PM role consulting with HR Organizations

17. Benefits of a partnership with HR • Process, Control, Accountability, Responsibility • Proven, documented procedure • Clear expectations • Involvement as team member and stakeholder

18. Benefits of formal PM role in HR • Consistency in methodology • Consistency in process, documentation, procedure • Liaison between HR and IS/IT • Clear goals, objectives and methods • Effective communications • Meet deadlines and commitments • Formal metrics and reporting to upper management/project sponsors

19. Benefits of External Consulting with HR Organizations • Fosters a formal, documented practice and methodology • Increases ability to align HR efforts with business unit needs • Unbiased relationship which affords business unit comfort and ease with meeting deadlines

20. Website http://sig.pmi.org/hr General access to everyone to promote information sharing Knowledge Centre (2H2004) Repository of articles, presentations, speaker list, lessons learned and best practices ‘Members Only’ Section (2H2004) Regular Communications Quarterly eNewsletter Weekly News Briefs Webinars Free / Discounted rates for HR SIG hosted events Archives Member Services Weekly new member welcome Membership Directory Virtual networking Worldwide network of HR and PM professionals SIG Business Meetings Held monthly HR SIG Services & Resources Source: HRPM Consulting Inc. 2004

21. Association of Project Managers (APM) www.apm.org.uk Over 13,500 individual and 240 corporate members throughout the UK and abroad. APM’s key objectives are to develop and promote project management across all sectors of industry and beyond. Project Management Institute (PMI) www.pmi.org Established in 1969 and headquartered outside Philadelphia, Pennsylvania USA, the Project Management Institute (PMI) is the world’s leading not-for-profit project management professional association, with over 125,000 members worldwide. PMI Human Resources Specific Interest Group (HR SIG) http://sig.pmi.org/hr With over 220 members in 25 countries, the HR SIG was established in 2003; its mission is to advance the practice, science and profession of project management in Human Resources. Source: HRPm Consulting Inc. 2004 ® More Information and SupportSource: HRPM Consulting Inc. 2004