Project HR Management Processes – Part 2

1. Apply Human ResourceManagement ApproachesHuman Resource Management Processes – Part 2Certificate IV in Project Management 17871Qualification Code BSB41507Unit Code BSBPMG405A

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 – Part 2 Understand the processes required to manage Human Resources on a project Explain people development processes and understand different tools and techniques that can be used Understand how to assist with Human Resource management of a project. Explain the characteristics required of project managers when leading a project team Reflect on the Human Resource management processes of your organisation or others you have experienced

4. Reading – Human ResourceProcesses Part 2 • Please take some time to review the PMBOK Chapters 9.3 and 9.4 • This could take 30 to 45 minutes

5. 9.3 Develop Project Team The process of improving the competencies, team interaction and the overall team environment to enhance project performance Includes teamwork and developing effective project teams to improve project success Project Manager’s need to motivate, develop, support, recognise and reward team members Other critical factors for good teamwork include communication, trust and conflict resolution Occurs during Execution Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4th Edition

6. Objectives of Developing a Project Team Improve the knowledge and skills of team members – Increases their ability to complete project deliverables Lowers cost, reduces timeframes, improves quality and reduces risk Create a high performing team Improves trust among team members Increases morale, reduces conflict and improves team work Create a dynamic and cohesive team culture Improves productivity and co-operation Based on values and behaviours Can be achieved via a Team Charter Monitor Initiation Planning Execution Close Control Adapted from PMBOK 4th Edition

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 9.3 Develop Project Team Team-Building Activities – Can vary from a short kick off 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

15. 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

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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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

26. 9.4 Manage Project Team Tools and techniques to Manage Project Team include - Observation & Conversation Interpersonal Skills Conflict Management Issue Log Performance Appraisals Performance Data Performance Questionnaires Adapted from PMBOK 4th Edition

27. 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

28. 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

29. 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

30. 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

31. 9.4 Manage Project Team Outputs of this process include – Project Organisation Chart updates Resource Calendars updates Project Management Plan updates Human Resource Management Plan updates Staffing Management Plan updates Project Schedule updates Project Budget updates Lessons learnt updates Change Requests Adapted from PMBOK 4th Edition

32. 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.

33. 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

34. 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

35. 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

36. 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

37. 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

38. 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

39. Team Formation and Conflict Take some time to reflect on the early stages of team formation for teams that you have been a part of. What types of conflict have you experienced and how was it addressed? What do you think were the root causes of the conflict and how could it have been resolved in a more positive manner? Then go to the Forum on Team Formation and Conflict and provide comment on the questions that are posed. You can also respond the comments and observations made by other learners in the course. Practice Comment Research

40. Assessment Activities These are all due at the end of Week 14 in the Course Delivery Schedule Please proceed to Tests & Tasks and take the Project Human Resources Quiz. Be sure that you have completed the Project Human Resources Exercises and participated in the Forums. Best of Luck!