Advanced Project Management Project Human Resource Management

1. Advanced Project Management Project Human Resource Management Ghazala Amin

2. Understanding Human Behavior • Project Managers must understand human behavior, perhaps more so than functional managers. The reason for this is that Project Manager must continually motivate people toward successful accomplishment of project objectives. • Motivation cannot be accomplished without at least a fundamental knowledge of human behavior.

3. Understanding Human Behavior • Hierarchy of human needs (Maslow) • Basic needs • Physiological need • Security/security • Social • Self-esteem • Esteem includes self respect, reputation, recognition and self confidence of being the best and the expert in their respective field. • Self-actualization • Self Actualization is doing what one can do best, realization of potential and constant self development. Giveback to the community.

4. Maslow’s Hierarchy of Needs People are motivated by ‘unsatisfied’ needs

5. Project Manager’s Interpersonal Influences • Formal Authority: PM is perceived as officially empowered to issues orders • Reward Power: PM is perceived to as capable of directly or indirectly dispensing rewards (i.e. Salary, promotion, bonus, future work assignments) • Penalty (Coercive) Power: PM is perceived as capable of directly or indirectly dispensing penalties.

6. Project Manager’s Interpersonal Influences • Expert Power: PM is perceived as possessing special knowledge or expertise. • Referent Power: The ability to gain support because project personnel fell personally attracted to the Project Manager. • Best is expert and reward • Worst is coercive or penalty

7. Understanding Human Behavior • Theory X (McGregor) • The average worker dislikes work and avoids work when possible • To induce adequate effort, the supervisor must threaten punishment and exercise careful supervision • The average worker avoids increased responsibility and seeks to be directed The manager who accepts Theory X normally exercises authoritarian type control over workers.

8. Understanding Human Behavior • Theory Y (McGregor) • The average worker wants to be active and finds the physical and mental efforts on the job satisfying • Greatest results come from willing participation which will tend to produce self direction towards goals without coercion and control • The average worker seeks opportunity for personal improvement and self-respect

9. Behavioral Theories • Theory Z (Ouchi) • Japanese way of handling people • Three Ingredients • Trust • Recognize ever changing relationship among people • Intimacy • Cultural Values • Lifetime employment • Slow promotions and infrequent evaluations • Non-specialized career paths • Collective decision making and responsibility

10. Human Relationship and Administration Skills

11. Negative Roles of Human Resources in Project Management Reference: Dr. Harold Kerzner’s PROJECT MANAGEMENT A SYSTEMS APPROACH TO PLANNING, SCHEDULING, AND CONTROLLING Page 181:ORGANIZING AND STAFFING THE PROJECT OFFICE AND TEAM

12. Negative Roles of Human Resources in Project Management • ● The aggressor • ● Criticizes everybody and everything on project management • ● Deflates the status and ego of other team members • ● Always acts aggressively • ● The dominator • ● Always tries to take over • ● Professes to know everything about project management • ● Tries to manipulate people • ● Will challenge those in charge for leadership role • ● The devil’s advocate • ● Finds fault in all areas of project management • ● Refuses to support project management unless threatened • ● Acts more of a devil than an advocate • ● The topic jumper • ● Must be the first one with a new idea/approach to project management • ● Constantly changes topics • ● Cannot focus on ideas for a long time unless it is his/her idea • ● Tries to keep project management implementation as an action item forever

13. Negative Roles of Human Resources in Project Management • ●The recognition seeker • ● Always argues in favor of his/her own ideas • ● Always demonstrates status consciousness • ● Volunteers to become the project manager if status is recognized • ● Likes to hear himself/herself talk • ● Likes to boast rather than provide meaningful information • The withdrawer • ● Is afraid to be criticized • ● Will not participate openly unless threatened • ● May withhold information • ● May be shy • ● The blocker • ● Likes to criticize • ● Rejects the views of others • ● Cites unrelated examples and personal experiences • ● Has multiple reasons why project management will not work

14. Positive Roles of Human Resources in Project Management Reference: Dr. Harold Kerzner’s PROJECT MANAGEMENT A SYSTEMS APPROACH TO PLANNING, SCHEDULING, AND CONTROLLING Page 182:ORGANIZING AND STAFFING THE PROJECT OFFICE AND TEAM

15. Positive Roles of Human Resources in Project Management • ● The initiators • ● “Is there a chance that this might work?” • ● “Let’s try this.” • ● The information seekers • ● “Have we tried anything like this before?” • ● “Do we know other companies where this has worked?” • ● “Can we get this information?” • ● The information givers • ● “Other companies found that . . .” • ● “The literature says that . . .” • ● “Benchmarking studies indicate that . . .” • ● The encouragers • ● “Your idea has a lot of merit.” • ● “The idea is workable, but we may have to make small changes.” • ● “What you said will really help us.”

16. Positive Roles of Human Resources in Project Management • ● The clarifiers • ● “Are we saying that . . . ?” • ● “Let me state in my own words what I’m hearing from the team.” • ● “Let’s see if we can put this into perspective.” • ● The harmonizers • ● “We sort of agree, don’t we?” • ● “Your ideas and mine are close together.” • ● “Aren’t we saying the same thing?” • ● The consensus takers • ● “Let’s see if the team is in agreement.” • ● “Let’s take a vote on this.” • ● “Let’s see how the rest of the group feels about this.” • ● The gate keepers • ● “Who has not given us their opinions on this yet?” • ● “Should we keep our options open?” • ● “Are we prepared to make a decision or recommendation, or is there additional • information to be reviewed?”

17. Conflicts • Conflict Management • Conflicts in a team are normally unavoidable • It is Project Manager’s responsibility to resolve the conflicts to the best interests of the Project During the initial phase of the project, the team suffers from role conflict.

18. Conflicts • Conflicts can occur over • Manpower resources • Equipment and facilities • Capital expenditures • Costs • Technical opinions and tradeoffs • Administrative procedures • Priorities • Scheduling • Personality clashes • Responsibilities

19. Conflict-Handling Modes • Withdrawal • Retreating from actual or potential disagreements and conflict situations • Appropriate only in certain situations such as when a cooling-off period is needed • A temporary tactic, does not resolve the conflict, only delays

20. Conflict-Handling Modes • Smoothing • De-emphasizes differences and emphasizes commonalities • Keeps the atmosphere friendly • A temporary tactic: does not resolve the conflict, only delays it • Should be used in conjunction with another method

21. Conflict-Handling Modes • Compromising • Considers various issues and searches for solutions which bring some degree of satisfaction to the conflicting parties • Both parties must give up something that is important to them, however, this method usually provides some acceptable form of resolution. Considered a lose-lose method

22. Conflict-Handling Modes • Forcing • Exerts one’s viewpoint at the potential expense of another party • This method provides resolution but is considered to be a win-lose

23. Conflict-Handling Modes • Problem Solving/Confrontation • Directly addresses disagreements • Conflict is treated as a problem. The problem is defined; information is collected; alternatives are identified and analyzed and the most appropriate alternative is selected • Theoretically considered the best because both parties can be satisfied if they work together to solve the problem • Both parties must want to solve the problem and be willing to work together • Time-consuming method • This method is considered to be a win-win