Project Management
Human Resource Management*
Dr. Lotfi Gaafar
* This Presentation is uses information from PMBOK Guide 2000
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Project Organization Structure
Uses information from Project Management: The Managerial Process. Gary and Larson
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Functional Organizations
– Different segments of the project are delegated to
respective functional units.
– Coordination is maintained through normal
management channels.
– Used when the interest of one functional area
dominates the project or one functional area has a
dominant interest in the project’s success.
Project Management
Functional Organization of Projects

Advantages
– No Structural
Change
– Flexibility
– In-Depth Expertise
– Easy Post-Project
Transition
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
Disadvantages
– Lack of Focus
– Poor Integration
– Slow
– Lack of Ownership
Dedicated Teams
– Teams operate as separate units under the
leadership of a full-time project manager.
– In a projectized organization where projects are the
dominant form of business, functional departments
are responsible for providing support for its teams.
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Dedicated Team

Advantages

Disadvantages
– Simple
– Expensive
– Fast
– Internal Strife
– Cohesive
– Limited
Technological
Expertise
– Cross-Functional
Integration
– Difficult Post-Project
Transition
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Matrix Structure
– Hybrid organizational structure (matrix) is overlaid on
the normal functional structure.
Two chains of command (functional and project)
 Project participants report simultaneously to both functional
and project managers.

– Matrix structure optimizes the use of resources.
Allows for participation on multiple projects while performing
normal functional duties.
 Achieves a greater integration of expertise and project
requirements.

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Matrix Structure

Advantages
– Efficient
– Strong Project Focus
– Easier Post-Project
Transition
– Flexible
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
Disadvantages
– Dysfunctional
Conflict
– Infighting
– Stressful
– Slow
Project Management Structures

Challenges to Organizing Projects
– The uniqueness and short duration of projects relative
to ongoing longer-term organizational activities
– The multidisciplinary and cross-functional nature of
projects creates authority and responsibility
dilemmas.

Choosing an Appropriate Project Management
Structure
– The best system balances
the needs of the project
with the needs of the
organization.
Project Management
Choosing the Appropriate Project
Management Structure

Organization Form Considerations
– How important is the project to the firm’s success?
– What percentage of core work involves projects?
– What level of resources (human and physical) are
available?
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Choosing the Appropriate Project
Management Structure (cont’d)

Project Considerations
–
–
–
–
Size of project
Strategic importance
Novelty and need for innovation
Need for integration (number of departments
involved)
– Environmental complexity (number of external
interfaces)
– Budget and time constraints
– Stability of resource requirements
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Project Human Resource Management
“project human resource management includes
the processes required to make the most
effective use of the people involved in the
project. It includes all the project
stakeholders-sponsors, customers, partners,
individual contributors, and others.”
Processes include
–Organizational planning
–Staff acquisition
–Team development
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Planning
Acquisition
Development
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Responsibility Matrix
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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
– 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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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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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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Rewards and Recognition
•
•
Reward and recognition systems are actions
taken by project management in order to
promote and achieve desired behavior and
outcomes.
The link between project performance and
reward must be made clear and achievable.
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Rewards and Recognition
Considerations for Reward and Recognition
•
•
•
•
•
•
•
•
Size of the project
Project cost budget must be met
Desired quality of products
Scheduled date of completion must be met
Health and safety targets
Improved sales margin
Ideas that make a difference ( employee
suggestions)
Recognition of outstanding performance
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Training:
•
Definition:
“ A planned process to modify attitude, knowledge or skill
behavior through learning experience to achieve effective
performance in an activity or range of activity. In order to satisfy
the current and future needs of a project”
•
Distinction between training and development.
(A different definition)
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Considerations to be taken:
•
Is training a solution for the problem?
•
Are the goals clear and realistic?
•
Is it a good investment?
•
Will it work?
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Training Process
Needs Assessment Phase
• Organization needs.
• Task needs.
• Person needs.
Development and Training Conduct
• Location.
On Job (OJT)
Off Job
• Presentation
Slides and video tapes.
Computer
Simulation
Virtual reality
• Types.
Skills
Retraining
Cross Functional Training
Team Training
Creativity Training
Evaluation
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