1. Organizing And Staffing
Chapter 4 and 5
Organizing And Staffing
The Project
Office And Team

2. Human Resources Issues in PM
Identify, document project roles, responsibilities, and reporting relationships
Develop a “staffing management plan”
How and when project team members will be acquired
How to release them from projects
Identification of training needs
Rewards
Safety issues

3. Project Personnel A project manager An assistant project manager
A project (home) office (PMO)
A project team

4. Human Resource tools and techniques
Hierarchical-type organizational Chart
Resource Breakdown Structure (RBS)
Helpful in tracking cost
It is used to breakdown the project by type of resources
Ex: welders welding equipment  for metal sheets

5. Matrix Based charts
Responsibility Assignment Matrix

6. Definitions
Authority is the right of an individual to make the necessary decisions required to achieve his objectives or responsibilities.
Responsibility is the assignment for completion of a specific event or activity.
Accountability is the acceptance of success or failure.

7. Responsibility Assignment Matrix
Project Manager
Project Office
Team Member
Department Manager
Project Sponsor
Raw Material Procurement
Prepare bill of materials
Contact vendors
Visit vendors
Prepare purchase orders
Authorize expenditures
Place purchase orders
Inspect raw materials
Quality control testing
Update inventory file
Prepare inventory report
Withdraw Materials
LEGEND
General Management responsibility
Specialized Responsibility
Must be consulted
May be consulted
Must be notified
Must approve

8. Staffing Questions Who should be a member of the project team?
Internal
External
Contracted
Who should be a member of the project office?
What problems can occur during recruiting activities?
What can happen downstream to cause the loss of key team members?

9. Project Manager Selection
A project manager is given a license to cut across several organizational lines.
A leader
General management has selected and appointed him.

10. Project Manager Responsibilities
To “negotiate”
To resolve all conflicts, if possible
To produce the end-item
To make all required decisions
To meet contractual profit objectives

11. “Accidental” Project Managers
Neither well defined nor well-understood career path
Responsibilities by happenstance
No formal procedure for selecting and training project managers
Loosely defined bosses

12. What Information was PM never given that could have made the job easier?
Understand the context of project management
Recognize project team conflict as progress
Understand who the real stakeholders are
Accept the political nature of organizations and use it to your advantage

13. Lead from the front; the view is better!

14. Understand what “success” means
Build and maintain a cohesive team
Enthusiasm and Despair are both infectious
One look forward is worth two looks back
Remember what you are trying to do
Use time carefully or it will use you
Above all, plan, plan, plan

15. Communications Defined
Effective project communication is needed to ensure that we get the right information to the right person at the right time using the right media and the right format and in a cost-effective manner.

16. PM Communications Responsibility
The project manager must know:
What kind of message to send
To whom to send the message
How to translate the message into a language that all can understand

17. “ Teamwork is a lot of people doing what I say.”
Anonymous Boss

18. Acquiring Project Team
Process of obtaining the human resources needed to complete the project
Availability
Ability
Experience
Interests
Cost

19. Team Skills Team members committed to the program
Good interpersonal relations and team spirit
The necessary expertise and resources
Clearly understood goals and program objectives
Involved and supportive
Open communication among team members and support organizations

20. Tools to acquire project team
Pre-assignment
Negotiation with
Functional managers
Other project teams
Consultants, subcontracting (in case of lack of expertise)
Virtual teams

21. Virtual Teams
Teams of people from the same company live in widespread geographic areas
Add special expertise to a project team
Incorporate employees who work from home offices
Teams with different shifts or work hours
Reduce cost of traveling
Requires technology

22. Tools for managing project teams
Observation and conversation
Progress towards project deliverable
Accomplishments
Interpersonal issues
Project performance appraisals
360-degree feedback regarding performance
From superiors, peers and subordinates
Conflict management (scarce resources, scheduling priorities, work styles)

23. Projects progress quickly until they become 90% complete: then they remain 90% complete forever.

24. Documentation
Individually oriented media: These include letters, memos, and reports.
Legally oriented media: These include contracts, agreements, proposals, policies, directives, guidelines, and procedures.
Organizationally oriented media: These include manuals, forms, and brochures.

25. Lessons Learned documentation
Documentation of knowledge learned during the implementation of a project
Procedures, documents, drawings, plans,..
Skills
Mistakes
Issues
Task descriptions, memos, meeting minutes, etc.

26. Conflict Resolution Skills
Understand interaction of the organizational and behavioral elements in order to build an environment conducive to their team’s motivational needs.
Communicate effectively with all organizational levels regarding both project objectives and decisions.

27. Conflict Resolution Skills (Continued)
Recognize the determinants of conflict and their timing in the project life cycle.

28. Meetings
Meetings can be classified according to their frequency of occurrence:
The daily meeting where people work together on the same project with a common objective and reach decisions informally by general agreement.
The weekly or monthly project meeting where members work on different but parallel projects and where there is a certain competitive element and greater likelihood that the chairmen will make the final decision by himself/herself.

29. Meetings (Continued)
The irregular, occasional, or “special project” meeting, composed of people whose normal work does not bring them into contact and whose work has little or no relationship to the others.

30. How to Train Project Managers
Experiential learning (60%)
Formal education and courses (20%)
Professional activities, seminars (10%)
Readings (10%)

31. Special Requirements Part-time versus full-time assignments
Several projects assigned to one project manager
Projects assigned to functional managers
The project manager’s role retained by the general manager

32. Risks
The greater the project manager’s technical expertise, the higher the propensity that he will overly involve himself in the technical details of the project.

33. Risks (Continued)
The lower the project manager’s technical expertise, the more likely it is that he will overstress the non-technical project functions (administrative functions).

34. Special Problems
Personnel connected with project forms of organization suffer more anxieties about possible loss of employment than members of functional organizations.
Individuals temporarily assigned to matrix organizations are more frustrated by authority ambiguity than permanent members of functional organizations.

35. Special Problems (Continued)
Personnel connected with project forms of organization worry more about being set back in their careers than members of functional organizations.