Project
Human Resource Management
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©2013 Integrated Process Developers, Inc.
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SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
*Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. 2013, Glossary, Pages 554
Project Human Resource Management
• Project Human Resource Management: “Project
Human Resource Management includes the
processes that organize, manage, and lead the
project team”
– Type and number of project team members can
change frequently as the project progresses
– Involvement of all team members in project planning
and decision making can be beneficial
– Early involvement and participation of team members
• Adds their expertise during the planning process
• Strengthens their commitment to the project
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©2013 Integrated Process Developers, Inc.
SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
Project Human Resource Management
•
•
•
•
Plan Human Resource Management
Acquire Project Team
Develop Project Team
Manage Project Team
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©2013 Integrated Process Developers, Inc.
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Project Human Resource Management
• The project management team is a subset of
the project team and is responsible for the
project management & leadership activities
• Managing and leading the team includes
– Influencing the project team
– Professional and ethical behavior
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©2013 Integrated Process Developers, Inc.
SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
*Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. 2013, Glossary, Page550
Plan Human Resource Management
• Plan Human Resource Management: “The
process of identifying and documenting
project roles, responsibilities, required skills,
reporting relationships, and creating a staffing
management plan”
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Plan Human Resource Management
• Human resource plan:
– Roles & responsibilities
– Reporting relationships
• Staffing management plan:
–
–
–
–
–
–
–
Time frame when team will be acquired and released
Identification of the training needs
Team building strategies
Plans for recognition and rewards
Compliance considerations
Safety issues
Impact of the staffing mgmt. plan on the organization
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Plan Human Resource
• Human resource plan
– Roles and responsibilities
• Role
– Portion of a project for which a person is accountable
• Authority Levels
– The right to apply project resources, make decisions, and sign
approvals
• Responsibility
– Work that a team member is expected to perform
• Competency
– Skills and capacities required to complete project activities
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Plan Human Resource Management
• Human resource plan, cont.
– Project organization charts
• Graphical display of the team members and their reporting
relationships
– Staffing management plan - When and how human
resource requirements will be met
•
•
•
•
•
•
•
Staff acquisition
Resource calendars
Staff release plan
Training needs
Recognition and rewards
Compliance
Safety
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©2013 Integrated Process Developers, Inc.
SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
*Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. 2013, Glossary, Page 526
Acquire Project Team
• Acquire project team: “The process of confirming
human resource availability and obtaining the team
necessary to complete project activities”
– May or may not be able to select the project team
members
– Negotiate and influence others who provide human
resources
– Failure to acquire necessary human resources may affect
various aspects of the project management plan
– Constraints, economic factors, or previous assignments
may influence selection of human resources
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©2013 Integrated Process Developers, Inc.
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Acquire Project Team
• Negotiation
– Ability to influence others for staff assignments
• Functional managers
• Other project teams
• External organizations, vendors, and suppliers
• Acquisition
– If internal personnel are not available or lack the
required skill sets, external personnel may need to
be acquired from outside the organization
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Acquire Project Team
• Multi-criteria decision analysis
– Weighted criteria developed to score potential team
members
– Criteria weighted based on the relative importance to
the needs of the team
•
•
•
•
•
•
•
•
Availability
Cost
Experience
Ability
Knowledge
Skills
Attitude
International factors
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Acquire Project Team
• Virtual teams
– Groups of people with a shared goal who fulfill their
roles with little or no time spent meeting face to face
– Communications are increasingly important in virtual
team environment
•
•
•
•
•
Set clear expectations
Facilitate communications
Develop protocols for resolving conflict
Decision making requirements
Sharing of success
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Acquire Project Team – Outputs
• Project staff assignments
– The project is staffed when appropriate people are
assigned to the project’s activities
– Appropriate project documentation needs to be
updated
• Project organizational chart
• Project schedule
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©2013 Integrated Process Developers, Inc.
SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
Acquire Project Team – Outputs
• Resource calendars
– Documenting the project team member’s
availability, schedule conflicts and other project
commitments
• Project management plan updates
– Human resource plan
• Updated with agreed to roles and responsibilities
• May not be an exact fit with the plan requirements
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THE INFLUENCE MODEL
Using Reciprocity to Gain Influence
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INTRODUCTION
• Have you ever tried to get something – perhaps
advice, support, or a key piece of information –
from someone who didn't want to help you?
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INTRODUCTION
• This is where an approach such as the Cohen-Bradford
Influence Model can help us identify what other people
value
• We can then use that information so that everyone gets
the outcome they want
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ABOUT THE MODEL
• The Influence Model, also known as the Cohen-Bradford
Influence Model, was created by Allen R. Cohen and
David L. Bradford, both leadership experts and
distinguished professors
• The model was originally published in their 2005 book,
"Influence Without Authority."
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ABOUT THE MODEL
• Cohen and Bradford believe that authority can
be problematic
• It doesn't always guarantee that you'll get support and
commitment from those around you; and it can create fear, and
motivate people to act for the wrong reasons: COMPLIANCE vs.
COMMITMENT
• This is why it's so useful to learn how to influence others
without using authority
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ABOUT THE MODEL
• The Influence Model is based on the law of
reciprocity – the belief that all of the positive
and negative things we do for (or to) others will
be paid back over time
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The Influence Model is
Useful Whenever:
• You need help from someone over whom you
have no authority
• The other person is resisting helping you
• You don't have a good relationship with the
person from whom you need help
• You have one opportunity to ask the person for
help
• You don't know the other person well
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Steps In The Influence Model
•
•
•
•
•
•
•
Assume all are potential allies
Clarify your goals and priorities
Diagnose the world of the other person
Identify relevant "currencies"; theirs, and yours
Deal with relationships
Influence through give and take
Once you're familiar with the model, it's not
necessary to think each step through consciously
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1. Assume All Are Potential Allies
– Influencing someone else – especially someone
who seems to be "being difficult" – can make
you feel upset, nervous, or unsure
– However, don't write anyone off
– Approach this situation by looking at the other
person as a potential ally
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2. Clarify Your Goals & Priorities
– In this step you need to identify why you are
trying to influence this person
– What is it that you need from them?
– What are your primary and secondary goals?
– Here, it's important to keep your personal
wants and goals out of the situation
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2. Clarify Your Goals and Priorities (Cont)
– For instance, you may subconsciously want to be
seen as "right," or you may want to have the "last
word"
– These personal motivations often get in the way
of effective negotiation
– Focus on your work goals, and leave personal
motivators or drivers aside
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3. DIAGNOSE THE WORLD OF THE
OTHER PERSON
• In this step, you need to understand your potential
ally's world, and understand how he or she is judged
– For instance, what performance metrics do they work
by?
– How are they rewarded?
• These factors play an important role in what your
ally can give, and what he or she might want from
you in return
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DIAGNOSE THE WORLD (CONT)
• To evaluate this, ask yourself the following
questions:
– How is this person "measured" at work?
– What are his or her primary responsibilities?
– Does this person experience peer pressure from
his or her boss or colleagues?
– What is the culture of this person's organization?
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DIAGNOSE THE WORLD (CONT)
• You can also use EMPATHY to step into the world
of your potential ally, and to understand what
drives his or her behavior
• This step can be challenging
• It will determine whether or not you can identify
this person's relevant "currency", which is the
next step
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4. IDENTIFY RELEVANT
CURRENCIES
• This is likely to be the most important step in the
Influence Model
• Here, you need to identify what truly matters to
your potential ally
• If you pay attention, you should be able to hear
or see the currency that this person values most
• Cohen and Bradford identified five types of
currency that are most often valued in
organizations
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FIVE CURRENCIES
• Five Currencies Found In Organizations:
–
–
–
–
–
Inspiration-related currencies
Task-related currencies
Position-related currencies
Relationship-related currencies
Personal-related currencies
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INSPIRATION-RELATED
CURRENCIES
• These currencies are all related to inspiration,
vision, and morality/strength
• People who value these currencies want to find
meaning in what they're doing
• They may go out of their way to help if they
know in their heart that it's the right thing to do,
or if it contributes in some way to a valued cause
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INSPIRATION-RELATED
CURRENCIES
• You can appeal to these people by explaining the
significance of your project or request, and by
showing that it's the right thing to do
• Appeal to their sense of integrity and virtue
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TASK-RELATED CURRENCIES
• Here, you'll want to exchange resources such as money,
personnel, or supplies
• These currencies relate to the task at hand and to getting
the job done
• You could offer to help these people on a current project
they're working on
• Or you could offer your expertise, or your organization's
expertise, in exchange for their help
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TASK-RELATED CURRENCIES
• Task-related currencies are often highly valued in new
organizations, where supplies and resources may be
scarce, as well as by organizations or teams that are
struggling to get the finances, supplies or information
that they need
• Keep in mind that an important task-related currency
is challenge
• Many people, especially those who want to test or
expand their skills, value the opportunity to work on
challenging tasks or projects
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POSITION-RELATED
CURRENCIES
• People who value this currency focus on
recognition, reputation and visibility
• They want to climb the organizational ladder,
and to be recognized for the work they're doing
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POSITION-RELATED
CURRENCIES
• Here you'll want to appeal to this sense of recognition by
publicly acknowledging their efforts
• You could offer them lunch with your CEO, or the
opportunity to work with a high-profile team
• Or, convince them that the project or task will be
recognized by respected people in your industry
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Relationship-Related
Currencies
• People who value relationships want to belong
• They want strong relationships with their team and
colleagues
• So, make these people feel they're connected to you or
your organization on a personal level
• Offer them emotional support and understanding
• Use active listening, so that they can talk about their
problems
• And say "thank you" to show gratitude for the good work
they're doing for you, or have done for you in the past
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Personal-Related
Currencies
• This is probably the simplest currency of the five
• These currencies relate to the other person on a personal
level
• You can appeal to this person by showing them sincere
gratitude for their help
• Allow them the freedom to make their own decisions if
they're helping you on a team
• Keep things simple for them, so they don't feel hassled
helping(P)you
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USING THE MODEL
Note:
• A common mistake in identifying someone's currency is
underestimating its importance to them
• Just because you don't need to feel important, be
recognized, or feel loved by your team doesn't mean that
no one else does
• Make sure you keep an open mind when identifying
other people's currencies
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5. Deal with Relationships
• In this step you need to analyze what kind of relationship
you have with this person
• If you know him or her well and you're on good terms,
you can directly ask him or her for what you need
• If you're not on good terms, or you're a complete
stranger, then you need to focus on building trust and
building a good relationship before you move on to
the final step
•
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BUILDING TRUST TIPS
• Monitor your use of "I" in your communications
– Do an audit of your emails, for example, and see how
frequently you use "I" as opposed to "we“
– Peter Drucker said: "The leaders who work most
effectively, it seems to me, never say 'I.' And that's not
because they have trained themselves not to say 'I.' They
don't think 'I.' They think 'we‘; they think 'team.' They
understand their job to be to make the team function.
They accept responsibility and don't sidestep it, but 'we‘
gets the credit. This is what creates trust, what enables
you to get the task done.“
• View promises you make as an unpaid debt
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BUILDING TRUST TIPS
• Keep talking about what matters
– 60% of respondents in the Edelman Barometer of Trust said they
need to hear a company message three to five times before they
believe it. Lewis Carol knew this when he said: "What I tell you
three times is true.“
• Your reputation is like a brand
– Manage your brand, what you want to be known for, as
diligently as Nike or Volvo manage theirs. Brand is trust.
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BUILDING TRUST TIPS
Earn the trust of your customers by insisting that everyone observes
the "five pillars of trust":
1.
Keep your promises
2.
Be willing to help
3.
Treat customers as individuals
4.
Make it easy for customers to do business with you
5.
Ensure that all physical aspects of your product or
service give a favorable impression
(Source: Winning Customers, by 1000 Ventures)
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BUILDING TRUST TIPS
• Are the corporate stories you tell consistent or do they
vary depending on who you are speaking to?
– It's so easy to get caught up in the moment and
exaggerate claims
– Even though your intentions may be harmless, these
little slips chip away at trust, because people don't
judge us by our intentions
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BUILDING TRUST TIPS
Ask yourself:
• Do I share information that I know is helpful to others, or do I
withhold it?
• Do I treat everyone with kindness and compassion?
• Do I try to do good in my dealings with others?
• Do I follow through on my commitments, even if it is at
considerable personal expense?
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BUILDING TRUST TIPS
Ask yourself:
• Do I seize opportunities to encourage others?
• Am I just as happy about others' achievements as I am of my
own?
• Do I consistently strive to deliver great work?
• Is "candid" a quality people would readily attribute to me?
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Deal with Relationships
• Make sure you use active listening
techniques when you're speaking with
others
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Deal with Relationships
• Also, develop your emotional intelligence
skills, which will help you recognize not only
your own feelings, but the feelings of those
around you
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6. Influence Through Give
and Take
• Once you feel you know what your ally wants or needs,
and you've determined what you have to offer, you can
make "the exchange" and put your findings into action
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Influence Through Give and
Take
• Make sure that when you make the offer or
exchange, it's done in a way that builds trust
• Show respect, empathy and understanding to
the other person
• Show your gratitude to them for helping you,
and keep looking for ways to help others
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*Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. 2013, Glossary, Page 537
Develop Project Team
• Develop Project Team: “The process of
improving competencies, team member
interaction, and overall team environment to
enhance project performance”*
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Develop Project Team
• Identify, build, maintain, motivate, lead, and
inspire project teams to achieve high team
performance and to meet the project’s objectives
• Create an environment that enhances teamwork
• Timely feedback and support
• Recognizing and rewarding good performance
• High team performance achieved by:
–
–
–
–
Open and effective communication
Developing trust among team members
Managing conflicts in a constructive manner
Encouraging collaborative problem solving and
decision making
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Develop Project Team
• Interpersonal skills
– “Soft skills” such as:
•
•
•
•
Communication skills
Emotional intelligence
Conflict resolution
Negotiation
• Influence
• Team building
• Group facilitation
– Interpersonal skills / soft skills are important in project
execution
•
•
•
•
Understanding the sentiments of project team members
Anticipating their actions
Acknowledging their concerns
Following up on their issues
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Develop Project Team
• Training
– Enhance the competencies of the project team
members
•
•
•
•
Classroom
Online / computer-based training (CBT)
On-the-job training
Mentoring and coaching
– Scheduled training should be stated in the human
resource plan
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Develop Project Team
• Team-building activities
– Activities designed to
• Improve interpersonal relationship
• Help individual team members work together effectively
– From ice breakers to professionally facilitated
experiences
– Discussing and resolving project team problems as a
team
– Five stages of team development
• Forming
• Storming
• Norming
• Performing
• Adjourning
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Develop Project Team
• Ground rules
– Establish clear expectations regarding acceptable
behavior
– Prevent misunderstandings and improve productivity
• Co-location
– Team members in the same location to enhance
communication and productivity
– May be temporary – strategic times during the project
– May be the duration of the project
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Develop Project Team
• Recognition and rewards
– Recognizing and rewarding desirable behavior
– Only desirable behavior should be rewarded
– Cultural differences should be considered when
determine recognition and rewards
– Win-Lose (Zero Sum)
– People are motivated:
• When they are valued by the organization and this value is
demonstrated by the rewards
• By an opportunity to grow, accomplish, and apply their
professional skills to new challenges
– Public recognition of good performance creates
positive reinforcement
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Develop Project Team
• Personnel assessment tools
– Give insight into areas of strengths and
weaknesses
– Help to assess
•
•
•
•
The team preferences and aspirations
How they process and organize information
How the make decisions
How they prefer to interact with people
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Develop Project Team
• Team performance assessment
– Formal and informal assessments of the project
team’s effectiveness
– Measured in terms of
• Technical success
• Performance on project schedules
• Performance on budget
– Evaluation of a team’s effectiveness
• Improvement in individual skills and team performance
• Reduced staff turnover rate
• Increased team cohesiveness
– Identify specific training, coaching, mentoring,
assistance, or changes required to improve team’s
performance
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Tuckman’s Team
Development Model
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Stages of Team Development
Performing
Norming
Storming
Forming
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Observing Group Dynamics
of Forming
FEELINGS/BEHAVIORS
• Fear
• Excitement
• Confusion
• Hesitant participation
MOVING THE TEAM TO THE NEXT PHASE
• Define team’s purpose and goals
• Clarify skills and roles
• Develop ground rules
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Observing Group Dynamics
of Storming
FEELINGS/BEHAVIORS
• Confusion
• Tension
• Challenge for power
• Conflicts
• Resistance
MOVING THE TEAM TO THE NEXT PHASE
• Acknowledge conflict
• Encourage and listen
• Focus on purpose and performance expectations
• Compromise
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Observing Group Dynamics
of Norming
FEELINGS/BEHAVIORS
• Cohesiveness among team members
• Open communication so that team members
are willing to voice differences and suggest
alternatives
• Ownership
• Visible emergence of common attitudes
MOVING THE TEAM TO THE NEXT PHASE
• Sharing leadership
• Focus on performance objectives
• Recognizing contributions
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Observing Group Dynamics
of Performing
FEELINGS/BEHAVIORS
• Trust, Caring and Loyalty
• Pride in team
• Constant Support and Listening
• Extensive collaboration between/among
team members
• More focus on team performance than about
individual performance
• “We” mentality rather than a “Me” mentality
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Keys to Unlocking the Potential of High
Performance Project Teams
•
•
•
•
•
•
Complimentary Skills
Common Goals
Shared Performance Expectations
Common Approach to Decision Making and Problem Solving
Self Disciplined
Mutually Accountable
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*Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. 2013, Glossary, Page 545
Manage Project Team
• Manage Project Team: “The process of
tracking team member performance,
providing feedback, resolving issues, and
managing team changes to optimize project
performance”*
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*Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. 2013, Glossary, Page 545
Manage Project Team
• The project management team
–
–
–
–
Observe team behavior
Manage conflict
Resolve issues
Appraise team member performance
• As a result of managing the project team
–
–
–
–
–
Change requests are submitted
Human resource plan is updated
Issues are resolved
Input is provided to performance appraisals
Lessons learned are added to the organization’s database
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Manage Project Team
• Project performance appraisals
– Can include:
•
•
•
•
•
Clarification of roles and responsibilities
Constructive feedback to team members
Discovery of unknown or unresolved issues
Development of individual training plans
Establishment of specific goals for the future time periods
•
•
•
•
•
Length of the project
Complexity of the project
Organizational policies
Labor contract requirements
Amount and quality of regular communication
– Informal or formal
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Manage Project Team
• Conflict management
– Conflict is inevitable in the project environment
– Methods to reduce the amount of conflict:
• Team ground rules
• Group norms
• Solid project management practices
– Communication planning
– Role definition
– When managed properly, differences in opinion can lead
to increased creativity and better decision making
– Conflicts should be addressed early and usually in private,
using a direct, collaborative approach
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Seven Sources of Conflict
• Project Priorities
– Differing ideas concerning the sequence of
necessary task and activities
• Administrative Procedures
– Differences concerning reporting relationships,
responsibilities and administrative priorities
• Technical Opinions and Performance Tradeoffs
– Differences concerning specifications, technical
issues, etc.
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Seven Sources of Conflict
• Manpower Resources
– Competing demands for limited manpower controlled
by supporting functional groups
• Cost
– Differences in views concerning fund allocation and
cost estimates
• Schedules
– Disagreement concerning project schedules and event
sequences
• Personality conflict
– Differences in viewpoints and goals that are related to
differences in people
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Conflict Sources
& Resolution
“In no particular order”
Style
Description
Effect
Avoiding
(Withdrawing)
One or both parties withdraws from the
conflict – Giving up, Stop gap, Passive
Does not solve the
problem
Accommodating
(Smoothing)
Differences between groups are played down
and the strong points of agreement are given
the most attention – Avoid conflict, Appeasing
Provides only short-term
solutions
Compromising
(Bargaining)
Both sides give and take such that each wins
or loses a few points – Bargaining
Falls short of ideal
solution; Trade-offs;
Provides definitive
resolution
Forcing
(Dictating)
One person uses his/her power to direct the
solution – Win-Lose agreement
Provides a solution but
hard feelings may come
back in other ways
Collaborating
(Consensus) /
Problem solving
Team works together toward the solution of
the problem – Pinpoint the problem;
Objectively resolve it; Open dialogue
Incorporates multiple viewpoints and insights;
leads to consensus and commitment
Provides long-term
resolution
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Manage Project Team
• Interpersonal skills
– Combination of technical, human, and conceptual
skills to analyze situations and work appropriately
with the team members
– Some interpersonal skills project managers use most
often
• Leadership – communicate the vision and inspire the project
team to achieve high performance
• Influencing – ability to influence stakeholders in a timely
manner
• Effective decision making – ability to negotiate and influence
the organization and team members to reach a decision
NOTE: See PMBOK® Guide Appendix X3 for additional information
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The 7 Habits of Highly Effective
Project Managers
• Habit 1: Be Proactive
– Take Responsibility for the project and the actions you take
– Understand the things you can control and the things you
cannot.
• Habit 2: Begin With The End In Mind
– Create a personal Vision for your project and yourself
• Habit 3: First things First
– Understand and set clear priorities for the project, your
team, and your self
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The 7 Habits of Highly Effective
Project Managers
• Habit 4: Think Win-Win
• Habit 5: Seek First To Understand; Then be
understood
• Habit 6: Synergize
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The 7 Habits of Highly Effective
Project Managers
• Habit 7: Sharpen The Saw
– Physically
– Mentally
– Socially
– Spiritually
EVERY DAY!!!!
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Adapted from Wikipedia.com
Maslow’s Hierarchy of Needs
• The basis of the theory is that people need
their basic needs meet before they can
perform effectively.
 Self Actualization
 Self Esteem
 Social
 Security
 Physiological Needs
(warm, safe, fed)
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Source: http://www.accel-team.com/human_relations/hrels_06_mcclelland.html
79
McClelland’s Achievement Motivation
• The basis for the theory is that humans have a
high need for achievement
– Similar to Herzberg’s theory
– Some people have an intense need to achieve
– Others, perhaps the majority, do not seem to be as
concerned about achievement
– Another characteristic of achievement-motivated
people is that they seem to be more concerned with
personal achievement than with the rewards of
success
– They do not reject rewards, but the rewards are not as
essential as the accomplishment itself
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McGregor’s Theory X, Y
Management Theory X
 Most people preferred to be directed
 Lacks ambition, dislikes responsibility,
prefers to be led
 Resistant to change
Project Manager
 Exercise coercion
 Control and the threat of
punishment to harass workers
into even mediocre effort
Management Theory Y
 Employee self discipline is natural
 The average person has an inherent
need to be self-motivated and selfcontrolled
Project Manager
 Knows how to recognize and tap
that need so that a worker can
learn to accept and seek
responsibility
Ouchi’s Theory Z
 Focused on increasing employee loyalty to the company by providing a job
for life with a strong focus on the well-being of the employee, both on and off
the job.
 Tends to promote stable employment, high productivity, and high
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employee morale
and satisfaction
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EMOTIONAL
INTELLIGENCE
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INTRODUCTION
• We probably all know people, either at work or in our
personal lives, who are really good listeners
• No matter what kind of situation we're in, they always seem
to know just what to say – and how to say it – so that we're
not offended or upset
• They're caring and considerate, and even if we don't find a
solution to our problem, we usually leave feeling more
hopeful and optimistic.
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INTRODUCTION
• We probably also know people who are masters at managing
their emotions
• They don't get angry in stressful situations.
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INTRODUCTION
• Instead, they have the ability to look at a problem and calmly
find a solution
• They're excellent decision makers, and they know when to
trust their intuition
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INTRODUCTION
• Regardless of their strengths, however, they're usually willing
to look at themselves honestly
• They take criticism well, and they know when to use it to
improve their performance
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INTRODUCTION
• People like this have a high degree of emotional intelligence,
or EI
• They know themselves very well, and they're also able to
sense the emotional needs of others
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INTRODUCTION
• Emotional intelligence is just as important to professional
success as technical ability and our own IQ
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WHAT IS EI?
• Emotional intelligence (EI) is the ability to understand
and manage both your own emotions, and those of the
people around you
• People with a high degree of emotional intelligence:
– Usually know what they're feeling
– What this means
– How their emotions can affect other people
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WHAT IS EI?
• For leaders, having emotional intelligence is essential for
success
• After all, who is more likely to succeed – a leader who
shouts at his team when he's under stress, or a leader
who stay in control, and calmly assesses the situation?
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WHAT IS EI?
• According to Daniel Goleman, an American psychologist
who helped make the idea of EI popular, there are
Five main elements of emotional intelligence:
•
•
•
•
•
Self-awareness
Self-regulation
Motivation
Empathy
Social skills
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WHAT IS EI?
• The more that you, as a leader, manage each of
these areas, the higher your emotional intelligence
• So, let's look at each element in more detail and
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can grow as a leader.
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CHARACTERISTICS OF EI
Self-Awareness
• People with high emotional intelligence are usually very
self-aware
• They understand their emotions, and because of this,
they don't let their feelings rule them
• They're confident – because they trust their intuition and
don't let their emotions get out of control
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CHARACTERISTICS OF EI
Self-Awareness
• They're also willing to take an honest look at themselves
• They know their strengths and weaknesses, and they
work on these areas so they can perform better
• Many people believe that this self-awareness is the most
important part of emotional intelligence
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CHARACTERISTICS OF EI
Self-Regulation
• This is the ability to control emotions and impulses
• People who self-regulate typically don't allow
themselves to become too angry or jealous, and they
don't make impulsive, careless decisions
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CHARACTERISTICS OF EI
Self-Regulation
• They think before they act
• Characteristics of self-regulation are:
– Thoughtfulness
– Comfort with change
– Integrity
– The ability to say no
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CHARACTERISTICS OF EI
Motivation
• People with a high degree of emotional intelligence
are usually motivated
• They're willing to defer immediate results for longterm success
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CHARACTERISTICS OF EI
Motivation
• They're…
– Highly productive
– Love a challenge
– Very effective in whatever they do
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CHARACTERISTICS OF EI
Empathy
• This is perhaps the second-most important
element of emotional intelligence
• Empathy is the ability to identify with and
understand the wants, needs, and
viewpoints of those around you
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CHARACTERISTICS OF EI
Empathy
• People with empathy are good at recognizing
the feelings of others, even when those
feelings may not be obvious
• As a result, empathetic people are usually…
– Excellent at managing relationships
– Listening
– Relating to others
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CHARACTERISTICS OF EI
Empathy
• They avoid…
– Stereotyping
– Judging too quickly
– Live their lives in a very open, honest way
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CHARACTERISTICS OF EI
Social Skills
• It's usually easy to talk to and like people with good
social skills, another sign of high emotional
intelligence
• Those with strong social skills are typically team
players
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CHARACTERISTICS OF EI
Social Skills
• Rather than focus on their own success first, they help
others develop and shine
• They can…
– Manage disputes
– Communicate well
– Build and maintain relationships masterfully
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HOW TO IMPROVE YOUR EI
Self-awareness
• If you're self-aware, you always know how you
feel
• And you know how your emotions, and your
actions, can affect the people around you
• Being self-aware when you're in a leadership
position also means having a clear picture of your
strengths and weaknesses
• And it means having humility
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HOW TO IMPROVE YOUR EI
Self-awareness
• So, what can you do to improve your self-awareness?
• Keep a journal – Journals help improve your selfawareness
• If you spend just a few minutes each day writing down
your thoughts, this can move you to a higher degree
of self-awareness
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HOW TO IMPROVE YOUR EI
Self-awareness
• Slow down – When you experience
anger or other strong emotions, slow
down to examine why
• Remember, no matter what the
situation, you can always choose how
you react to it
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HOW TO IMPROVE YOUR EI
Self-regulation
• Leaders who regulate themselves effectively
rarely…
–
–
–
–
Verbally attack others
Make rushed or emotional decisions
Stereotype people
Compromise their values
• Self-regulation is all about staying in control
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HOW TO IMPROVE YOUR EI
Self-regulation
• This element of emotional intelligence, according
to Goleman, also covers a leader's flexibility and
commitment to personal accountability
• So, how can you improve your ability to selfregulate?
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*Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. 2013, Glossary, Pages 553
Project Communications Management
• Project Communications Management:
“Includes the processes that are required to
ensure timely and appropriate planning,
collection, creation, distribution, storage,
retrieval, management, control, monitoring,
and the ultimate disposition of project
information”*
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SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
Project Communications Management
• Plan Communications Management
• Manage Communications
• Control Communications
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SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
Project Communications Management
• Project managers spend a (vast) majority of their
time communicating with team members and
project stakeholders
• Effective communication
– Creates a bridge between diverse stakeholders
– Connects various cultural and organizational
backgrounds
– Considers different levels of expertise
– Involves various perspectives and interests in the
project’s execution or outcome
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SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
Project Communications Management
• Communication has many potential dimensions
– Internal (within the project)
vs.
– External (customers, media, public, etc.)
– Formal (reports, presentations)
vs.
– Informal (emails, ad-hoc conversations)
– Vertical (up and down the organization)
vs.
– Horizontal (with peers at same level of the
organization)
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©2013 Integrated Process Developers, Inc.
SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
Project Communications Management
• Communication has many potential dimensions
– Written
vs.
– Oral
– Official (annual reports, government filings)
vs.
– Unofficial (off the record communications)
– Verbal
vs.
– Non-verbal (voice inflections vs. language)
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©2013 Integrated Process Developers, Inc.
SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
Project Communications Management
• Communication skills required in project management
– Active and effective listening
– Questioning, probing ideas and situations to ensure better
understanding
– Educating to increase team’s knowledge to make them
more effective
– Fact-finding to identify or confirm information
– Setting and managing expectations
– Persuading a person or organization to perform an action
– Negotiating to achieve mutually acceptable agreements
– Resolving conflict to prevent disruptive impacts
– Summarizing, recapping, and identifying next steps
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SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
*Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. 2013, Glossary, Page 549
Plan Communications Management
• Plan Communications Management: “The
process of developing an appropriate approach
and plan for project communications based on
stakeholder's information needs and
requirements and available organizational
assets”*
•
•
•
•
•
•
•
•
•
Who needs what information
Who is authorized to access the information
When will they need it
How will it be given to them
By whom
In what format
At what level of detail
With what desired impact
Time zones, language and cultural considerations
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SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
Plan Communications Mgmt
• Communications requirements analysis
– Sum of the information needs of the stakeholders
• Type and format of information needed with an analysis of
the value of the information
– Number of communications channels:
n * (n-1) / 2 where n = number of stakeholders
• 5 stakeholders have 10 potential communications channels
• 10 stakeholders have 45 potential communication channels
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SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
Plan Communications Mgmt
• Communications technology
– Factors that can affect the project include:
•
•
•
•
•
Urgency of the need for information
Availability of the technology
Ease of use
Project environment
Sensitivity and confidentiality of the information
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SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
Plan Communications Mgmt
• Communication Models, cont.
– The key components of the communication model
• Encode: translate thoughts or ideas into a language that is
understood by the others
• Transmit Message: output of encoding
• Medium: method used to convey the message
• Noise: anything that interferes with the transmission and
understanding of the message
• Acknowledgment: receiver signals receipt of the message,
but not necessarily agreement
• Decode: translate the message back into meaningful
thoughts or ideas
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SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
Plan Communications Mgmt
• Communication methods
– Interactive communication
• Multi-directional exchange of information
– Push communication
• Distributing information out to the project team
• Does not certify that it was actually received or understood
– Pull communication
• Recipients access the information at their own discretion
• Download from the web, for example
• Meetings
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SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
Plan Communications Mgmt
 Communications Management Plan
– Provides:
• Stakeholder communication
requirements
• Information to be
communicated
• Reason for distribution
• Time frame & frequency of
distribution
• Person responsible for
communicating information
• Person responsible for
release of confidential
information
• Persons / groups who will
receive the information
• Methods used to
communicate the information
• Resources allocated for
communication
• Escalation process for issues
• Methods to update / modify
the communications
management plan
• Glossary of terminology and
acronyms
• Flowcharts of information flow
• Communication constraints
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©2013 Integrated Process Developers, Inc.
SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
*Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. 2013, Glossary, Page 545
Manage Communications
• Manage Communications: “The process of
creating, collecting, distributing, storing,
retrieving, and the ultimate disposition of project
information in accordance with the
communications management plan”*
– Implementing the communications plan
– Responding to unexpected requests for information
– Information distribution techniques
•
•
•
•
Sender – receiver models
Choice of media
• Presentation techniques
Writing style
• Facilitation techniques
Meeting management techniques
• Listening techniques
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©2013 Integrated Process Developers, Inc.
SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
Manage Communications
• Communications technology
– Choice of which technologies to use is an
important consideration
– Can change significantly from project to project
and throughout the project
– Should be appropriate for the information being
communicated
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©2013 Integrated Process Developers, Inc.
SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
Manage Communications
• Communication models
– Choice of which communication model to use is an
important consideration
– Should be appropriate for the information being
communicated
– Barriers (noise) factors should be identified and
managed
• Communications methods
– Choice of which communication methods to use is an
important consideration
– Ensure that the information created and distributed
has been received and understood to allow for
response and feedback
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©2013 Integrated Process Developers, Inc.
SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
Manage Communications
 Information management systems
– Hardcopy
• Written document
distribution
• Manual filing systems
• Press releases
• Shared access electronic
databases
– Project management
electronic tools
• Scheduling software
• Virtual office support
software
• Collaborative work
management tools
– Electronic communications
•
•
•
•
•
•
E-mail
Fax
Voice mail
Telephone
Video & web conferencing
Website & web publishing
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SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
Manage Communications
• Performance reporting
– Collecting and distributing performance information
• Status and Progress reports
• Forecasts
– Analysis of baseline vs. actual to communication
progress, performance and forecasts
– Level of detail will vary based on the audience
– May include:
•
•
•
•
•
•
Analysis of past performance
Analysis of project forecasts
Current risk and issue status
Work completed this period
Work to be completed in near future
Status of changes proposed & approved
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124
©2013 Integrated Process Developers, Inc.
SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.
*Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. 2013, Glossary, Page 533
Control Communications
• Control Communications: “The process of monitoring
and controlling communications throughout the entire
project life cycle to ensure the information needs of the
project stakeholders are met”*
– Can trigger another iteration of the Plan Communications
Management and/or Manage Communications processes
– Impact and repercussions of project communications need
to be evaluated and controlled to ensure the right message
is communicated to the right audience at the right time
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125
©2013 Integrated Process Developers, Inc.
SSI has been reviewed and approved as a provider of project management training by the Project Management Institute.