1. The Human Side of Project Management
Chapter 4
The Human Side of Project Management

2. PMBOK® Area – Project Human Resources Management
Develop Human Resource Plan
Creating a staff management plan that identifies and documents the reporting relationships as well as each team member’s role, responsibility, and required skills
Acquire Project Team
Confirms that specific human resources will be available to work on the project
Develop Project Team
The processes to improve the competencies of the project team, their interactions, and the overall team environment
Manage the Project Team
The tracking of the project team’s performance, providing feedback, resolving interpersonal issues, and managing organizational change

3. The Formal Organization
Formal groupings & specializations
Published Lines of
Authority
Responsibilities
Reporting Relationships
Communication
Decision-Making

4. The Functional Organization
Advantages
Increased Flexibility
Breadth & Depth of Knowledge & Experience
Less Duplication
Disadvantages
Determining Authority & Responsibility
Poor Response Time
Poor Integration

5. The Project-Based Organization
Advantages
Clear Authority & Responsibility
Improved Communication
High Level of Integration
Disadvantages
Project Isolation
Duplication of Effort

6. The Matrix Organization
Advantages
High Level of Integration
Improved Communication
Increased Project Focus
Disadvantages
Potential for conflict
Unity of Command can be violated
Poor Response Time

7. The Informal Organization
Bypasses formal lines of communication & authority
Power is determined by how well one is connected in the informal network – i.e., the “grapevine”
Can be more complex than the formal organization because relationships are established from positive and negative relationships over time

8. Stakeholders Individuals, groups, or even
organizations that have a “stake”
or claim in the project’s (successful or unsuccessful) outcome

9. Stakeholder Analysis Process
Develop a list of stakeholders who have an interest in the successful or unsuccessful outcome of the project
Identify the stakeholder’s interest in the project
“+1” for positive interest
“0” for neutral
“-1” for negative interest

10. Stakeholder Analysis
Determine the degree of influence each stakeholder has on a scale of 0 (no influence) to 10 can terminate the project)
Define a role for each stakeholder –
e.g., champion, consultant, decision maker, ally, rival, foe, etc.

11. Stakeholder Analysis
Identify an objective for each stakeholder – e.g., provide resources, guidance, expertise, acceptance, approval, etc.
Identify a strategy for each stakeholder – e.g., build, maintain, improve, re-establish the relationship

12. The Project Team The Roles of the Project Manager
Managerial role
Leadership role
Attributes of a successful project manager
ability to communicate with people
ability to deal with people
ability to create and sustain relationships
ability to organize

13. Teams Bring complementary skills & experience
Jointly defined clear goals & approaches improve communication
Improve decision-making
Have more fun

14. Real Teams Small number of people Complementary skills
Committed to a common purpose
Common goals
Common approach
Hold themselves accountable

15. High Performance Teams
Meet all the conditions of a real team
PLUS:
Members are deeply committed
Perform above all reasonable expectations

16. Team Leader (Project Manager)
Acts To:
Clarify purpose & goals
Build commitment & self confidence
Strengthen team’s collective skills
Remove external obstacles
Create opportunities for others
Creates the Project Environment
Work space
Team culture and values
Project administration
Ethical Conduct

17. A Learning Cycle Approach to Project Management
An Agile Project Management Approach

18. Traditional Teams Accept background information at “face- value”
Approach projects in logical, linear fashion
Provide run-of-the-mill solutions
Solutions remain within the original “frame” or how the problem was originally presented to them

19. Radical Teams Do not accept issues & tasks at their “face value”
The way the problem is defined may very well be the problem
Unquestioned assumptions are surfaced & challenged
Only by digging below the surface can we get to the “root” so that a meaningful solution can emerge

20. A Learning Cycle
Figure 4.6

21. Assessing Team Learning
Speed
Breadth
(Impact)
Depth

22. The Project Environment
A place to call home
Technology
Office supplies
Culture
What is expected from each team member?
What role will each team member play?
How will conflicts be resolved?