1. Project Management PTM721S
Faculty of Computing and Informatics
10 July 2017
Project Management PTM721S
Lesson 9 – Project human resource management

2. Project human resource management
Faculty of Computing and Informatics
Project human resource management
What is a project human resource management?
Motivation theories
Nine influence bases available to project managers
Five main types of power
Covey’s 7 habits to improve effectiveness on projects for project managers
Organisational planning

3. What is a project human resource management?
Faculty of Computing and Informatics
What is a project human resource management?
PHRM includes the processes required to make the most effective use of people involved in a project
HRM includes all project stakeholders: sponsors, customers, project team members, support staff, suppliers supporting the project, etc.
PHRM involves three processes:
Organisational planning
Staff acquisition
Team development

4. Project human resource management processes
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Project human resource management processes
Organisational planning: involves identifying, assigning and documenting project roles, responsibilities and reporting and relationships – roles and responsibility assignment, organisational chart for project
Staff acquisition: involves getting the needed personnel assigned to and working on the project
Team development: involves building individual and group skills to enhance project performance

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Motivation theories
Intrinsic motivation causes people to participate in an activity for their own enjoyment
Extrinsic motivation causes people to do something for a reward or to avoid a penalty
For example, some children take piano lessons for intrinsic motivation (they enjoy it) while others take them for extrinsic motivation (to get a reward or avoid punishment)

6. Maslow’s hierarchy of needs Herzberg’s motivation – hygiene theory
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Motivation theories
Maslow’s hierarchy of needs
Herzberg’s motivation – hygiene theory
McClelland’s Acquired needs theory
McGregor’s Theory X and Theory Y

7. Motivation theories - Maslow’s hierarchy of needs
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Motivation theories - Maslow’s hierarchy of needs
States that people’s behaviours are guided by a sequence of needs
1. physiological, 2. safety, 3. social, 4. esteem, 5. self –actualization
Needs at lower levels, starting with physiological should be satisfied first, before higher needs are
Physiological, safety, social and esteem needs – DEFICIENCY NEEDS
Self-actualization – GROWTH NEED

8. Motivation theories – McClelland’s acquired needs
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Motivation theories – McClelland’s acquired needs
An individual’s specific needs are acquired or learned over time and shaped by life experiences –Thematic apperception test
One of these will be dominant in individuals
Achievement: people seek to excel and tend to avoid low-risk and high-risk situations to improve their chances of achieving something
Affiliation: people with high need for affiliation desire harmonious relationships with other people, tend to conform to norms of their work group
Power : people with a need for power desire either personal or institutional powers

9. Motivation theories – Herzberg’s motivation-hygiene
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Motivation theories – Herzberg’s motivation-hygiene
Factors that cause job satisfaction – Motivators
Factors that cause dissatisfaction – Hygiene factors
People are motivated by feelings of personal achievement and recognition
Motivators include achievement, recognition, the work itself, responsibility, advancement and growth
Hygiene factors, e.g. time spent at work, wages, fringe benefits, human relations, sensitivity training

10. Motivation theory–McGregor’s TheoryX and TheoryY
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Motivation theory–McGregor’s TheoryX and TheoryY
Theory X – assumes that workers dislike and avoid work if possible, so managers must user coercion, threats and various control schemes to get workers to make adequate efforts to meet objectives
Theory Y – assumes that individuals do not inherently dislike work, but consider it as natural as play and rest

11. 9 influence bases available to project managers
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9 influence bases available to project managers
Authority- the legitimate hierarchical right to issue orders
Assignment- the project manager’s perceived ability to influence a worker’s later work assignment
Budget – the project manager’s ability to authorize others’ use of discretionary funds
Promotion – the ability to improve a worker’s position
Money – the ability to increase a worker’s pay and benefits
Penalty – the PM’s ability to dispense punishment
Work challenge – the ability to assign work that capitalizes on a worker’s enjoyment of doing a particular task
Expertise – PM knowledge that others deem important
Friendship – the ability to establish friendly personal relationships

12. Coercive power: penalty, punishment, threats
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5 main types of power
Coercive power: penalty, punishment, threats
Legitimate power: getting people to do things based on a position of authority
Expert power: involves personal knowledge and expertise to get people to change their behaviour
Reward power: involves using incentives to induce people to do things, e.g. money, status, promotions
Referent power: is power based on an individual’s personal charisma

13. Covey’s 7 habits to improve PM’s effectiveness on projects
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Covey’s 7 habits to improve PM’s effectiveness on projects
Be proactive: Anticipate and plan for problems and changes in project
Begin with the end in mind: Projects must have mission statements that help them focus on their main purpose
Put first things first: Spend time on important things but not urgent, e.g. develop project plan, mentor project team members
Think win/win: Parties in potential conflict work together to develop new solutions that make them all winners
Seek first to understand, then to be understood: Empathetic listening to people with the intent to understand them
Synergise: Synergise by creating collaborative products
Sharpern saw: PM and project team must have time to retrain, re-energise, relax

14. Organisational planning
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Organisational planning
Involves identifying, documenting and assigning project roles, responsibilities and reporting relationships
This process generates an organisational chart for project roles and responsibility assignments – RESPONSIBILTY ASSIGNMENT MATRIX (RAM)
RAM allocates work to responsible and performing organisations, teams, individuals, depending on the desired level of detail
Generates a plan that describes when and how people will be added and taken off the project – STAFFING MANAGEMENT PLAN

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Resource loading
Resource loading refers to the amount of individual resources an existing schedule requires during specific time periods
Helps project managers develop a general understanding of the demands a project will make on the organization’s resources and individual people’s schedules
Overallocation means that more resources than are available are assigned to perform work at a given time

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Resource levelling
Resource leveling is a technique for resolving resource conflicts by delaying tasks or advancing some, tasks that can be done early with resources available at that time
The main purpose of resource leveling is to create a smoother distribution of resource usage and reduce overallocation

17. It often improves morale
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Benefits of resource levelling
When resources are used on a more constant basis, they require less management
It may enable project managers to use a just-in-time inventory type of policy for using subcontractors or other expensive resources
It results in fewer problems for project personnel and accounting department
It often improves morale

18. Observation and conversation Project performance appraisals
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Tools for managing project teams
Observation and conversation
Project performance appraisals
Conflict management
Issue logs
Interpersonal skills

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NAMIBIA T: F: E: W:
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