3. Human Resources
Roles & Responsibilities
• Project Manger – plan estimate and schedule of project
plan, project.
Communicate.
• Team – help prepare the WBS, Network Diagrams, and estimate time
for tasks, complete tasks
tasks
• Senior Management – approve Overall project plan, budget and
schedule and to approve any changes that are made to those figures
• The person experiencing the problem must try to solve it themselves
as long as means are in their control
May 2011
Slide 3
4. Human Resources
Powers of PM
Formal (legitimate)
Reward
Penalty (coercive)
Expert (earned)
Referent – authority of a higher position
• Best are Expert and Reward; Penalty is the worst
- Formal Reward and Penalty derived from PM’s position within the
Formal, PM s
company.
May 2011
Slide 4
5. Human Resources
Conflict
• Inevitable consequence of organizational interactions
• Can be beneficial
• Resolved by identifying the causes and problem solving by people
that are involved & their immediate manager
• Nature of project
• Limited power of the project manager
• Necessity for obtaining resources from functional managers
May 2011
Slide 5
6. Human Resources
Conflict
• Avoid conflict
- Informing the team
- Clearly assigning tasks without ambiguity
- Challenging and interesting work assignments
• Conflict Sources (in order of frequency)
- Schedules
- P j
Project Priorities
P i ii
- Resources
- Technical opinions
- Administrative Procedures
- Cost
- Personality
May 2011
Slide 6
7. Human Resources
Conflict Resolution
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 it.
p y y y
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 methods
May 2011
Slide 7
8. Human Resources
Conflict Resolution
Compromising:
Considers various issues and searches for solutions which bring some
degree of satisfaction to the conflicting parties.
This method is considered to be a lose-lose. Both parties must give up
something that is important to them; however, this method usually
provides some acceptable form of resolution.
Forcing:
Exerts one’s viewpoint at the potential expense of another party.
This method provides resolution but is considered to be a win lose
win-lose.
May 2011
Slide 8
9. Human Resources
Conflict Resolution
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, considered to be a win-win.
May 2011
Slide 9
10. Human Resources
Four stages of team development
1.
1 Forming: The beginning stage where the team is being formed
formed,
members are being introduced to each other and are explained their
roles and responsibilities
2. Storming: Team members start getting confrontational and vie for
the position of maximum power
3. Norming: Team members start confronting project problems instead
of people problems
4. Performing: The team is most productive at this stage
May 2011
Slide 10
11. Human Resources
Motivational Theories
• Maslow’s Hierarchy of Needs – people work to g a chance to
y p p get
contribute and use their skills
- ‘self-actualization’
• McGregor’s Theory of X and Y
- X – people need to be watched every minute
- Y – people willing to work without supervision
• Herzberg’s Theory – poor hygiene factors destroy motivation but
g y p yg y
improving them will not improve motivation
- Motivating Agents
◦ Responsibility
◦ Self-actualization
◦ Professional growth
◦ Recognition
May 2011
Slide 11
13. Communication Management
Interpersonal Communication
• To ensure messages are received and understood two way
understood, two-way
communication is necessary.
• Three basic elements of interpersonal communication:
- The sender (or encoder) of the message.
- The signal or the message.
- The receiver (or decoder) of the message
message.
May 2011
Slide 13
14. Communication Management
Methods of Communication - Verbal
• Advantages
- Timely exchange of information
- Rapid feedback
- Immediate synthesis of message
- Timely closure
• Disadvantages
i d
- Technical jargon especially in complex projects may make verbal
communication difficult for non-technical people and other
stakeholders.
May 2011
Slide 14
15. Communication Management
Methods of Communication – Non Verbal
• Encoding a message without using words
words.
• Usually done through body language.
• Total Message Impact :
- Words (7%)
- Vocal tones (38%)
- Facial expressions ( %)
i l i (55%)
• PM’s may combine vocal and nonverbal factors but must be careful
that the two do not present contradictory messages.
May 2011
Slide 15
16. Communication Management
Methods of Communication – Written
• The main aim of business writing is that it should be understood
clearly when read quickly. The message should be well planned,
simple, clear, and direct.
• Major steps to writing
- Establish the basic purpose of the message.
- Collect and organize material.
g
- Prepare draft.
- Check the overall structure.
- Send the message.
May 2011
Slide 16
18. Procurement Management
Contract Type Selection
• Reasonable risk sharing between the buyer and seller
• Greatest initiative for seller’s efficient and economic performance
• Depends on
- Scope – well defined?
- Amount or frequency of changes expected after start date
- A
Amount of effort and expertise the b
f ff d i h buyer can d
devote to manage the
h
seller
- Industry standards
May 2011
Slide 18
19. Procurement Management
Contract Type - Cost Reimbursable
• Seller’s cost are reimbursed
Seller s
• Buyer bears highest risk (cost increases)
• CPFF – cost plus fixed fee, buyer pays all costs – fee (profit)
established
• CPPC – cost plus percentage of costs; bad for buyers (seller not
motivated to control costs)
• CPIF – cost plus Incentive Fee; seller costs + fee + bonus for
meeting/exceeding target (incentive clause)
May 2011
Slide 19
20. Procurement Management
Contract Type - Time and Materials
• Priced on per hour basis elements of fixed price contract and cost
basis,
reimbursable contracts
• Buyer has medium risk.
May 2011
Slide 20
21. Procurement Management
Contract Type - Fixed Price
• Lump sum or firm fixed price - most common (1 price for all work)
sum,
• Risk of costs is upon seller
• FPIF – Fixed Price Incentive Fee
• FPEPA – Fixed Price Economic Price Adjustment – long duration
projects
• Incentives – help bring seller’s objectives in line with buyer s
seller s buyer’s
May 2011
Slide 21
22. Professional Responsibility
Integrity and Professionalism
• Understand the legal requirements surrounding the practice of
projects
• Know ethical standards that should govern the behavior of project
managers
• Comprehend the values of the community and the various project
stakeholders
• Practice proper judgment in the pursuit of successful project work
• Compliance with all organizational rules and policies
• Upon a reasonable and clear factual basis report violations
• Responsibility to disclose circumstances that could be construed as a
conflict of interest or appearance of impropriety
May 2011
Slide 22
23. Professional Responsibility
Integrity and Professionalism
• Provide accurate and truthful representation to the public
• Maintain and satisfy the scope and objectives of professional services
• Maintain the confidentiality of sensitive information
• Ensure a conflict of interest does not compromise legitimate interests
of client/customer or interfere with professional judgment
• Refrain from accepting gifts, inappropriate payments, compensation
gifts payments
for personal gain unless in conformity with applicable laws or customs
May 2011
Slide 23
24. Professional Responsibility
Advancing the project management profession
• Overall understanding of project management principles
• Understand the community and media surrounding projects
• Knowledge of research strategies available and proper
communication techniques
• Learn to communicate and transfer knowledge effectively as a coach
g
and mentor and to use available research strategies
• Respect and recognize intellectual property
May 2011
Slide 24
25. Professional Responsibility
Enhance Individual Competence
• Understand the project manager’s strengths and weaknesses and
manager s
learning style – become aware of instructional processes and tools
• Know the useful competencies for project managers and possible
training
• Be able to perform self-assessment and competencies development
plan
• Ability to apply lessons learned
May 2011
Slide 25
26. Professional Responsibility
Stakeholder & Team
• Understand the various competing stakeholders’ interests and needs
stakeholders
• Comprehend the conflict resolution techniques useful in handling
differing objectives
• Be able to resolve conflicts in a fair manner
• Exercise negotiation skills based on proper information
• Understand cultural diversity norms and stakeholders’
diversity, stakeholders
communication styles
• Show flexibility towards diversity, tolerance and self control
• Becoming empathetic to differences
May 2011
Slide 26
27. Pop Quiz
Question 1
This person is responsible for understanding the information
correctly and making certain they have received all the
information.
A.
A Sender
B. Messenger
C. Project manager
j g
D. Receiver
May 2011
Slide 27
28. Pop Quiz
Question 2
There are four participants in your upcoming meeting. How
many lines of communication are there?
A. 6
B. 4
C. 8
D.
D 16
May 2011
Slide 28
29. Pop Quiz
Question 3
What is the technique of looking at the trade - offs between
producing goods or services internally vs. procuring it from
outside the organization?
A.
A Cost estimating
B. Vendor selection criteria
g
C. Staff augmentation
D. Make - or - buy analysis
May 2011
Slide 29
30. Pop Quiz
Question 4
You have been assigned as project manager for a major software
g p j g j
development project. Andy is the functional manager who will be
providing the resources for your development team. Andy is being asked
to supply resources to several projects concurrently. You have a list of
the people you want assigned to your team, but you fear other project
managers may want these same people. How should you approach Andy
regarding the assignment of his people to the project?
A. Schedule a meeting with Andy to discuss resources. Explain your project
de e ab es and the skill sets you need. Negotiate with Andy for you most c t ca
deliverables a d t e s eed. egot ate t dy o your ost critical
resources first.
B. Send Andy a memo listing the resources you need and the start date for each
resource.
C. Catch up with Andy just before a meeting both of you need to attend so that he
will not have time to think up reasons to turn down part of your request.
D. Meet with Andy ’ s boss to let her know that your project is critical, and provide
her with the list of resources you need from Andy.
May 2011
Slide 30
31. Pop Quiz
Question 5
This type of contract is the riskiest for the buyer.
A. Time and materials
B. Fixed price
C. Fixed price plus incentive
D. Cost reimbursable
May 2011
Slide 31
32. Pop Quiz
Question 6
This type of contract assigns a unit rate for work or goods, but
the total cost is unknown.
A. Time and materials
B. Fixed price
C. Fixed price plus incentive
D.
D Cost reimbursable
May 2011
Slide 32
