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					 Project Communications and
 HR Management - Summary

Doreen Myers
December 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 Management
4.   Project   Cost Management
5.   Project   Quality Management
6.   Project   Human Resources Management
7.   Project   Communications Management
8.   Project   Risk Management
9.   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       Balanced       Strong     Projectized
                              Matrix      Matrix        Matrix

Project         Little or    Limited      Low to       Moderate     High to
Mgr’s            None                    Moderate       to High     Almost
Authority                                                            Total
Resource        Little to    Limited      Low to       Moderate     High to
Availability     None                    Moderate       to High     Almost
                                                                     Total
Who            Functional   Functional    Mixed        Project     Project
Controls        Manager      Manager                   Manager     Manager
the Project
Budget
Project        Part-time    Part-time    Full-time     Full-time   Full-time
Mgr’s Role


PM Admin       Part-time    Part-time    Part-time     Full-time   Full-time
Staff
Module 3:                    Human Resource
                             Planning Process


        Inputs                 Tools and Techniques                Outputs
1.   Enterprise                1.   Organizational charts   1.   Roles and
     environmental factors          and position                 responsibilities
2.   Organizational                 descriptions            2.   Project organization
     process assets            2.   Networking                   chart
3.   Project management        3.   Organizational theory   3.   Staffing management
     plan – Activity                                             plan
     Resource
     Requirements




                                                             Source: PMBOK, 2004
Responsibility Assignment Matrix
(example)

                         Project   Bus.    Tech   Funct.   Sponsor
                          Mgr      Lead    Lead    Mgr

Create Project Plan         R       C       C       C          I

Acquire resources           R                       A

Develop                     C       R       R       C          A
requirements
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


  Business Area                          Program
                                         Manager                                    Finance
 (Internal Customer)


                                      Project Manager



      Business                 Systems                            QA                Admin
      Analyst                  Analyst                           Manager            Support


                       Programmer   Programmer          Tester             Tester
                            1            2                1                  2
Module 4: Team Acquisition, Team
Development and Team Management
Acquire Project Team Process

          Inputs                  Tools & Tech.            Outputs
1. Enterprise environmental     1. Pre-assignment   1. Project staff assigned
   factors                      2. Negotiation      2. Resource availability
2. Organizational process       3. Acquisition      3. Staffing management
   assets                       4. Virtual teams       plan (updates)
3. Roles & Responsibilities
4. Project organization chart
5. Staffing Management Plan




                                                    Source: PMBOK, 2004
Team Development Process

        Inputs               Tools & Tech.                Outputs
1. Project staff           1. General management    1. Team performance
   assignments                skills                   assessment
2. Staffing management     2. Training
   plan                    3. Team-building
3. Resource availability      activities
                           4. Ground rules
                           5. Co-location
                           6. Reward and
                              recognition systems



                                                      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 Theory
o Situational Leadership
Project Management and
Project Leadership
  Project Managers Who Are Also Project Leaders



  Project Leader           Project Manager

  • Set direction/work      • Plan and budget
  • Inspire teamwork        • Organize work groups
  • Align employees         • Staff
  • Motivate and support    • Control


                                    Source: Vijay K. Verma, 1996
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
                    High
   Schedules
   Priorities
   Manpower        Relative
                    Conflict
   Technical       Intensity

   Procedures
   Personality
   Costs           Low


                           Source: Kerzner p 296 7-1
Conflict in projects – Sources
Conflicts occurred mostly with

                                   High
   Functional Managers
   Functional Personnel
                                   Relative
   Between Project Personnel      Conflict
                                   Intensity
   Superiors
   Subordinates
                                    Low




                                Source: Kerzner p 296 7-1
 Managing Conflict
  High
           Forcing                                           Collaborating
           •Sure you are right                               •Both get at least what
           •Do or die situations    Compromising              you want
           •Stakes are high         •Both parties need to    •To reduce cost
           •When you are stronger    be winners              •To create power base
           •When relationship is    •When you can’t win      •There is time & trust
Concern                                                      •Skills compliment
            unimportant             •Others are equal
  For
                                     strength
  Self     Avoiding                                          Use Accommodating
                                    •Maintain relationship
           •When you can’t win                               •Reach overarching
                                    •Not sure if you’re
           •The stakes are low                                goal
                                     right
           •Stakes are high but                              •Stakes low
                                    •Nothing if you don’t
            you’re not ready                                 •Liability limited
           •To gain time                                     •Maintain harmony
  Low      •You think the problem will go away               •Trade-off later

          Low                        Concern for Others                          High
Module 8:                   Communications
Planning
PROCESS
       Inputs                 Tools & Tech.                   Outputs
1. Enterprise                                           1. Communications
                            1. Communications
    Environmental Factors                                  management plan
                                requirements analysis
2. Organizational
    Process Assets
                            2. Communications
3. Project Scope
                               Technology
    Statement
4. Project Management
   Plan: Constraints &
   Assumptions




                                                           Source: PMBOK, 2004
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
       Inputs                Tools & Tech.                   Outputs
1. Work performance        1. Information
                                                      1. Performance reports
   information                presentation tools
                                                      2. Forecasts
2. Performance             2. Performance
                                                      3. Requested changes
  measurements                information gathering
                                                      4. Recommended
3. Forecasted completion      and compilation
                                                         corrective actions
4. Quality control         3. Status review
                                                      5. Organizational
   measurements               meetings
                                                         process assets updates
5. Project management      4. Time reporting
   plan. Performance          systems
   measurement baseline    5. Cost reporting
6. Approved change            systems
   requests
7 Deliverables


                                                          Source: PMBOK, 2004
Module 10: Manage Stakeholders
Process


      Inputs          Tools & Tech.           Outputs
                    1. Communications   1. Resolved issues
1. Communications
                       methods          2. Approved change
  management plan
                    2. Issues logs         requests
2. Organizational
                                        3. Approved corrective
  process assets
                                           actions
                                        4. Organizational
                                           process assets updates




                                           Source: PMBOK 2004
                                                  Page 235
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.htm
  www.pmforum.org

  Enlightened Office Politics
    Understanding, coping with and Winning the Game without
    Losing Your Soul Michael S. Dobson & Deborah S.
    Dobson AMACOM Publishing

   Doreen Myers         info@myershamilton.com
   (519) 272-314