Chapter 9:
Project Human Resource
Management
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Learning Objectives
• Explain the importance of good human resource
management on projects, especially on
information technology projects
• Define project human resource management and
understand its processes
• Summarize key concepts for managing people by
understanding the theories of Abraham Maslow,
Frederick Herzberg, David McClelland, and
Douglas McGregor on motivation, H. J. Thamhain
and D. L. Wilemon on influencing workers, and
Stephen Covey on how people and teams can
become more effective
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Learning Objectives
• Discuss organizational planning and be able to
create a project organizational chart, responsibility
assignment matrix, and resource histogram
• Understand important issues involved in project
staff acquisition and explain the concepts of
resource assignments, resource loading, and
resource leveling
• Assist in team development with training, teambuilding activities, and reward systems
• Describe how project management software can
assist in project human resource management
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The Importance of Human
Resource Management
• People determine the success and failure of
organizations and projects
• Recent statistics about IT workforce:
– The total number of U.S. IT workers was more than
10.1 million in December 2002, up from 9.9 million
in January 2002
– IT managers predict they will need to hire an
additional 1.2 million workers in the near future
– Hiring by non-IT companies outpaces hiring by IT
companies by a ratio of 12:1
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Digital Planet Reports
• The global high-tech industry generated more
than $2.1 trillion in 1999, $2.3 trillion in 2000,
and $2.4 trillion in 2001
• The Internet and e-commerce were notable
bright spots in the global economy
• Global e-commerce went up 79 percent from
2000 to 2001
• China, Poland, and other developing countries
are playing an increasing role in the global IT
market
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Long Hours and Stereotypes of IT
Workers Hurt Recruiting
• Many people are struggling with how to
increase and diversify the IT labor pool.
Noted problems include:
– The fact that many IT professionals work long
hours and must constantly stay abreast of changes
in the field
– Undesirable stereotypes that keep certain people
away from the career field, like women
– The need to improve benefits, redefine work hours
and incentives, and provide better human resource
management
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What is Project Human Resource
Management?
• Project human resource management includes
the processes required to make the most
effective use of the people involved with a
project. Processes include
– Organizational planning
– Staff acquisition
– Team development
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Keys to Managing People
• Psychologists and management theorists have
devoted much research and thought to the field
of managing people at work
• Important areas related to project management
include
– motivation (intrinsic and extrinsic)
– influence and power
– effectiveness
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Motivation
• Abraham Maslow developed a hierarchy of
needs to illustrate his theory that people’s
behaviors are guided by a sequence of needs
• Maslow argued that humans possess unique
qualities that enable them to make independent
choices, thus giving them control of their
destiny
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Figure 9-1. Maslow’s Hierarchy
of Needs
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Herzberg’s Motivational and
Hygiene Factors
• Frederick Herzberg wrote several famous books
and articles about worker motivation. He
distinguished between
– motivational factors: achievement, recognition, the
work itself, responsibility, advancement, and
growth, which produce job satisfaction
– hygiene factors: cause dissatisfaction if not present,
but do not motivate workers to do more. Examples
include larger salaries, more supervision, and a more
attractive work environment
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A Definition of Leadership
• LEADERSHIP is a dynamic relationship based
on mutual influence and common purpose
between leaders and collaborators in which both
are moved to higher levels of motivation and
moral development as they affect real, intended
change. (Kevin Freiberg and Jackie Freiberg,
NUTS! Southwest Airlines' Crazy Recipe for
Business and Personal Success, Bard Press,
1996, p. 298)
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Leadership versus
Management
• A leader can be a manager, but a manager is not
necessarily a leader.
– Management is the process of setting and achieving the
goals of the organization through the functions of
management: planning, organizing, directing (or leading),
and controlling.
– Leaders may not possess the formal power to reward or
sanction performance. However, employees give the leader
power by complying with what he or she requests. On the
other hand, managers may have to rely on formal authority to
get employees to accomplish goals.
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Leadership Theory
• Vroom, Yetton, Jago Leader-Participation Model
– Leader-participation model relates leadership behavior and
participation to decision making.
• House's Path-Goal Theory
– Based on the expectancy theory of motivation. The
manager's job is viewed as coaching.
• Fiedler's Contingency Model
– Successful leaders must be able to identify clues in an
environment and adapt their leader behavior to meet the
needs of their followers and of the particular situation.
• Hersey-Blanchard Situational Leadership
– Based on the amount of direction (task behavior) and
amount of socio-emotional support (relationship
behavior) a leader must provide given the situation and
the "level of maturity" of the followers.
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Hersey-Blanchard Situational Leadership
The Leader’s Level of Support
• Directing Leaders define the roles and tasks of the 'follower',
and supervise them closely. Decisions are made by the leader
and announced, so communication is largely one-way.
• Coaching Leaders still define roles and tasks, but seeks ideas
and suggestions from the follower. Decisions remain the
leader's prerogative, but communication is much more two-way.
• Supporting Leaders pass day-to-day decisions, such as task
allocation and processes, to the follower. The leader facilitates
and takes part in decisions, but control is with the follower.
• Delegating Leaders are still involved in decisions and problemsolving, but control is with the follower
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Hersey-Blanchard Situational Leadership
The Leader’s Level of Support Grid
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Hersey-Blanchard Situational Leadership
The Follower’s Level of Support
Experienced at the job, and comfortable with their own
ability to do it well. May even be more skilled than the
leader.
D
4
High Competence
High Commitment
D
3
High Competence
Variable Commitment
Experienced and capable, but may lack the confidence to
go it alone, or the motivation to do it well / quickly
D
2
Some Competence
Low Commitment
May have some relevant skills, but won't be able to do the
job without help. The task or the situation may be new to
them.
D
1
Low Competence
Low Commitment
Generally lacking the specific skills required for the job
in hand, and lacks any confidence and / or motivation to
tackle it.
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Applying Situational Leadership
Follower’s Level of Development
High
D Competence
4
High
Commitment
Experienced at the job, and
comfortable with their own
ability to do it well. May even
be more skilled than the leader.
High
D Competence
3
Variable
Commitment
Experienced and capable, but
may lack the confidence to go it
alone, or the motivation to do it
well / quickly
Some
D Competence
2
Low
Commitment
May have some relevant skills,
but won't be able to do the job
without help. The task or the
situation may be new to them.
Low
D Competence
1
Low
Commitment
Generally lacking the specific
skills required for the job in
hand, and lacks any confidence
and / or motivation to tackle it.
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Leader’s Level of Support
Match S4 to D4
Match S3 to D3
Match S2 to D2
Match S1 to D1
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Hersey-Blanchard Situational
Leadership
• Is a Type of Fiedler's Contingency Model
• Requires the Leader to Understand the
Development Level of the Follower
• Theory Works Within Project Management
• Learn More
– The One Minute Manager by
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McClelland’s Acquired-Needs Theory
• Specific needs are acquired or learned over time and
shaped by life experiences, including:
– Achievement (nAch): Achievers like challenging projects
with achievable goals and lots of feedback
– Affiliation (nAff): People with high nAff desire harmonious
relationships and need to feel accepted by others, so
managers should try to create a cooperative work
environment for them
– Power: (nPow): People with a need for power desire either
personal power (not good) or institutional power (good for
the organization). Provide institutional power seekers with
management opportunities
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McGregor’s Theory X and Theory Y
• Douglas McGregor popularized the human relations
approach to management in the 1960s
• Theory X: assumes workers dislike and avoid work, so
managers must use coercion, threats, and various
control schemes to get workers to meet objectives
• Theory Y: assumes individuals consider work as
natural as play or rest and enjoy the satisfaction of
esteem and self-actualization needs
• Theory Z: introduced in 1981 by William Ouchi and is
based on the Japanese approach to motivating workers,
emphasizing trust, quality, collective decision making,
and cultural values
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Thamhain and Wilemon’s Ways to Have
Influence on Projects
1. Authority: the legitimate hierarchical right to issue orders
2. Assignment: the project manager's perceived ability to influence a
worker's later work assignments
3. Budget: the project manager's perceived ability to authorize others'
use of discretionary funds
4. Promotion: the ability to improve a worker's position
5. Money: the ability to increase a worker's pay and benefits
6. Penalty: the project manager's ability to cause punishment
7. Work challenge: the ability to assign work that capitalizes on a
worker's enjoyment of doing a particular task
8. Expertise: the project manager's perceived special knowledge that
others deem important
9. Friendship: the ability to establish friendly personal relationships
between the project manager and others
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Ways to Influence that Help and
Hurt Projects
• Projects are more likely to succeed when
project managers influence with
– expertise
– work challenge
• Projects are more likely to fail when project
managers rely too heavily on
– authority
– money
– penalty
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Power
• Power is the potential ability to influence
behavior to get people to do things they would
not otherwise do
• Types of power include
–
–
–
–
–
Coercive
Legitimate
Expert
Reward
Referent
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Improving Effectiveness Covey’s 7 Habits
• Project managers can apply Covey’s 7 habits to
improve effectiveness on projects
–
–
–
–
–
–
–
Be proactive
Begin with the end in mind
Put first things first
Think win/win
Seek first to understand, then to be understood
Synergize
Sharpen the saw
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Empathic Listening and Rapport
• Good project managers are empathic listeners;
they listen with the intent to understand
• Before you can communicate with others, you
have to have rapport
• Mirroring is a technique to help establish
rapport
• IT professionals often need to develop
empathic listening and other people skills to
improve relationships with users and other
stakeholders
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Improving Relationships Between
Users and Developers
• Some organizations require business people, not
IT people, to take the lead in determining and
justifying investments in new computer systems
• CIOs push their staff to recognize that the needs
of the business must drive all technology
decisions
• Some companies reshape their IT units to look
and perform like consulting firms
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Organizational Planning
• Organizational planning involves
identifying, documenting, and assigning
project roles, responsibilities, and
reporting relationships
• Outputs and processes include
– project organizational charts
– work definition and assignment process
– responsibility assignment matrixes
– resource histograms
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Figure 9-2. Sample Organizational
Chart for a Large IT Project
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Figure 9-3. Work Definition and
Assignment Process
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Figure 9-4. Sample Responsibility
Assignment Matrix (RAM)
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Figure 9-5. RAM Showing
Stakeholder Roles
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Sample RACI Chart
R = responsibility, only one R per task
A = accountability
C = consultation
I = informed
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Sample Resource Histogram
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Staff Acquisition
• Staffing plans and good hiring procedures are
important in staff acquisition, as are incentives for
recruiting and retention
• Some companies give their employees one dollar for
every hour a new person they helped hire works
• Some organizations allow people to work from home
as an incentive
• Research shows that people leave their jobs because
they don’t make a difference, don’t get proper
recognition, aren’t learning anything new, don’t like
their coworkers, and want to earn more money
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Resource Loading and Leveling
• Resource loading refers to the amount of
individual resources an existing project schedule
requires during specific time periods
• Resource histograms show resource loading
• Overallocation means more resources than are
available are assigned to perform work at a
given time
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Figure 9-7. Sample Histogram Showing
an Overallocated Individual
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Resource Leveling
• Resource leveling is a technique for resolving
resource conflicts by delaying tasks
• The main purpose of resource leveling is to
create a smoother distribution of resource usage
and reduce overallocation
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Figure 9-8. Resource Leveling Example
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Team Development
• It takes teamwork to successfully complete most
projects
• Training can help people understand
themselves, each other, and how to work better
in teams
• Team building activities include
– physical challenges
– psychological preference indicator tools
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Meyers-Briggs Type Indicator (MBTI)
• MBTI is a popular tool for determining personality
preferences and helping teammates understand each
other
• Four dimensions include:
–
–
–
–
Extrovert/Introvert (E/I)
Sensation/Intuition (S/N)
Thinking/Feeling (T/F)
Judgment/Perception (J/P)
• NTs or rationals are attracted to technology fields
• IT people vary most from the general population in
not being extroverted or sensing
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Meyers-Briggs Lab Exercise
Download From Webster Site
• Step 1. Go to web site
http://www.humanmetrics.com/cgi-win/JTypes2.asp
and take the on-line Myers-Briggs test.
• Step 2. Click on the type below for a brief
description of each and a short list of careers
which are attractive to each type
•
•
•
•
ISTJ ISTP ESTP ESTJ
ISFJ ISFP ESFP ESFJ
INFJ INFP ENFP ENFJ
INTJ INTP ENTP ENTJ
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What is Your Leadership Style
Example
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Social Styles Profile
• People are perceived as behaving primarily in one of
four zones, based on their assertiveness and
responsiveness:
–
–
–
–
Drivers
Expressives
Analyticals
Amiables
• People on opposite corners (drivers and amiables,
analyticals and expressives) may have difficulties
getting along
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Figure 9-9. Social Styles
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Reward and Recognition Systems
• Team-based reward and recognition systems can
promote teamwork
• Focus on rewarding teams for achieving specific
goals
• Allow time for team members to mentor and
help each other to meet project goals and
develop human resources
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General Advice on Teams
• Focus on meeting project objectives and
producing positive results
• Fix the problem instead of blaming people
• Establish regular, effective meetings
• Nurture team members and encourage them to
help each other
• Acknowledge individual and group
accomplishments
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Using Software to Assist in
Human Resource Management
• Software can help in producing RAMs and
resource histograms
• Project management software includes several
features related to human resource management
such as
– viewing resource usage information
– identifying under and overallocated resources
– leveling resources
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Figure 9-10. Resource Usage
View from Microsoft Project
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Figure 9-11. Resource Usage
Report from Microsoft Project
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Project Resource Management Involves
Much More Than Using Software
• Project managers must
– Treat people with consideration and respect
– Understand what motivates them
– Communicate carefully with them
• Focus on your goal of enabling project team
members to deliver their best work
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