Project Communications and HR Management - Summary Doreen Myers December 4, 2008
Project Communications andHR Management - Summary
Doreen MyersDecember 4, 2008
Module 1: Introduction to Project Management
1. Project Definition: “a temporary endeavor undertaken to create a unique product, service or result” PMBOK
2. Triple Constraints
PMI Knowledge Areas(PMBOK)
1. Project Integration Management 2. Project Scope Management 3. Project Time Management4. Project Cost Management5. Project Quality Management6. Project Human Resources Management7. Project Communications Management8. Project Risk Management9. Project Procurement Management
Key Project Roles
Project Stakeholders Project Manager Functional Manager Functional Employee Executive
Module 2: Organizational Structures
Functional Projectized Matrix
Org Structure Influence on Projects Source: PMBOK 2004
Functional Weak Matrix
Balanced Matrix
Strong Matrix
Projectized
Project Mgr’s Authority
Little or None
Limited Low to Moderate
Moderate to High
High to Almost Total
Resource Availability
Little to None
Limited Low to Moderate
Moderate to High
High to Almost Total
Who Controls the Project Budget
Functional Manager
Functional Manager
Mixed Project Manager
Project Manager
Project Mgr’s Role
Part-time Part-time Full-time Full-time Full-time
PM Admin Staff
Part-time Part-time Part-time Full-time Full-time
Module 3: Human Resource Planning Process
Source: PMBOK, 2004
Inputs
1. Enterprise environmental factors
2. Organizational process assets
3. Project management plan – Activity Resource Requirements
Tools and Techniques
1. Organizational charts and position descriptions
2. Networking 3. Organizational theory
Outputs
1. Roles and responsibilities
2. Project organization chart
3. Staffing management plan
Responsibility Assignment Matrix (example)
ProjectMgr
Bus.Lead
TechLead
Funct.Mgr
Sponsor
Create Project Plan R C C C I
Acquire resources R A
Develop requirements
C R R C A
Construction C/I C R C
Quality Control C/I R C C I
Close Project R C C C A
R–Responsible A–Approve C-Consult I–Informed
Project Org Chart
Graphic display of the project reporting relationships within the project and with other organizational units
Project Manager
Systems Analyst
BusinessAnalyst
QAManager
AdminSupport
Programmer1
Programmer2
Tester2
Tester1
Program Manager
Business Area (Internal Customer)
Finance
Module 4: Team Acquisition, Team Development and Team Management
Acquire Project Team Process
Inputs1. Enterprise environmental factors2. Organizational process assets3. Roles & Responsibilities4. Project organization chart5. Staffing Management Plan
Tools & Tech.1. Pre-assignment2. Negotiation3. Acquisition4. Virtual teams
Outputs1. Project staff assigned2. Resource availability3. Staffing management plan (updates)
Source: PMBOK, 2004
Team Development Process
Inputs1. Project staff assignments2. Staffing management plan3. Resource availability
Tools & Tech.
1. General management skills2. Training3. Team-building activities4. Ground rules5. Co-location6. Reward and recognition systems
Outputs1. Team performance assessment
Source: PMBOK, 2004
Traits of Effective Project Managers
Team-building Interpersonal Leadership Conflict resolution Planning Communication
Results-driven Effective risk managers
Module 5: Leadership and Motivation
Leadership theories and models:o Maslow’s Hierarchy of Needs o Herzberg’s Motivation-Hygiene Theoryo Situational Leadership
Project Management andProject Leadership
Project Leader
• Set direction/work• Inspire teamwork• Align employees• Motivate and support
Project Manager
• Plan and budget• Organize work groups• Staff• Control
Source: Vijay K. Verma, 1996
Project Managers Who Are Also Project Leaders
Module 6: Power, Authority and Influence
Power The resource allowing for influence
Influence The use of power to achieve objectives
Authority The use of power that is legitimate or
officially backed
C. Handy, 1993
Types of Power
Position (Legitimate) power Reward power Personal power Expert power Reference power
C. Handy, 1993; J. Pinto, 1998; V. Verma, 2000
Module 7: Conflict Management & Performance Management
Conflict in projects - Causes
Schedules Priorities Manpower Technical Procedures Personality Costs
High
Low
Relative Conflict Intensity
Source: Kerzner p 296 7-1
Conflict in projects – SourcesConflicts occurred mostly with
Functional Managers Functional Personnel Between Project Personnel Superiors Subordinates
High
Low
Relative Conflict Intensity
Source: Kerzner p 296 7-1
Managing Conflict
Collaborating•Both get at least what you want•To reduce cost•To create power base•There is time & trust•Skills compliment
Use Accommodating•Reach overarching goal•Stakes low•Liability limited•Maintain harmony•Trade-off later
Avoiding•When you can’t win•The stakes are low•Stakes are high but you’re not ready•To gain time•You think the problem will go away
Forcing•Sure you are right•Do or die situations•Stakes are high•When you are stronger•When relationship is unimportant
Compromising•Both parties need to be winners•When you can’t win•Others are equal strength•Maintain relationship•Not sure if you’re right•Nothing if you don’t
ConcernFor Self
High
HighLow
Low
Concern for Others
Module 8: Communications Planning
Inputs1. Enterprise Environmental Factors2. Organizational Process Assets 3. Project Scope Statement4. Project Management Plan: Constraints & Assumptions
Tools & Tech.1. Communications requirements analysis
2. Communications Technology
Source: PMBOK, 2004
Outputs1. Communications management plan
PROCESS
Communications Plan Output
Details the information flow: Recipients: stakeholders Originator: role responsible Type of communication:
Announcements, project news, etc Reports Meetings Schedule information
Method or technology: email, intranet site, face to face, video/web conference
Frequency/production schedule: weekly monthly, specific date
• Can change through the project life cycle• Could be specific to a major event like re-planning or major scope change
Communications Plan Output (cont’d)
File structure detailing how the information will be stored and maintained
Method to access information between scheduled communications
Process for handling updates/corrections
Module 9: Information Distribution & Performance Reporting
Performance Reporting
Inputs1. Work performance information2. Performance measurements3. Forecasted completion4. Quality control measurements5. Project management plan. Performance measurement baseline6. Approved change requests7 Deliverables
Tools & Tech.1. Information presentation tools2. Performance information gathering and compilation3. Status review meetings4. Time reporting systems5. Cost reporting systems
Source: PMBOK, 2004
Outputs1. Performance reports2. Forecasts3. Requested changes4. Recommended corrective actions5. Organizational process assets updates
Module 10: Manage Stakeholders Process
Inputs
1. Communications management plan2. Organizational process assets
Tools & Tech.1. Communications methods2. Issues logs
Source: PMBOK 2004
Page 235
Outputs1. Resolved issues2. Approved change requests3. Approved corrective actions4. Organizational process assets updates
Module 11: Effective Personal Communications
PM Communications
Providing project direction (directing activities, negotiating, presentations, etc.)
Attending meetings Marketing and selling Public relations Records management (minutes, memos,
reports, contracts, etc.)
PM may spend up to 90% of their time communicating
PROJECT MANAGEMENT Resources
www.pmi-ctt.org www.projectkickstart.com/html/tips.ht
m www.pmforum.org
Enlightened Office Politics
Understanding, coping with and Winning the Game without Losing Your Soul Michael S. Dobson & Deborah S. Dobson AMACOM PublishingDoreen Myers [email protected]
(519) 272-314