IT Project Management Individual Assignment
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Lesson12ProjectResourceMgmt.pptxIT Project Management
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Diploma in Information Technology
Copyright © 2020 by Singapore Institute of Management Pte Ltd. All rights reserved.
Lesson 12: Project Resource Management
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Learning objectives
Explain the importance of good human resource management on projects, including the current state and future implications of the global IT workforce
Summarise 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
Define project human resource management and understand its processes
Discuss human resource planning and be able to create a human resource plan, project organisational chart, responsibility assignment matrix, and resource histogram
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Learning objectives
Explain and apply several tools and techniques to help manage a project team and summarise general advice on managing teams
Describe how project management software can assist in project human resource management
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12.1 The Importance of Good HRM
People determine the success and failure of organisations and projects
Given the current business environment, there is a shortage of IT workers
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12.2 Current state of the global IT workforce
Many firms are struggling with how to increase the IT labor pool. Noted problems include:
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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12.3 Concepts of 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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12.3.1 Maslow’s Hierarchy of Needs
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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.
12.3.1 Maslow’s Hierarchy of Needs
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12.3.2 Herzberg’s Motivational & Hygiene Factors
Frederick Herzberg wrote several famous books and articles about worker motivation.
He distinguished between:
Motivational factors
Hygiene factors
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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
12.3.2 Herzberg’s Motivational & Hygiene Factors
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12.3.2 Herzberg’s Motivational & Hygiene Factors
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12.3.3 David McClelland – 3 Needs Theory
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12.3.4 McGregor’s Theory X & Y
Douglas McGregor popularised 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
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12.3.4 McGregor’s Theory X & Y
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12.3.4 McGregor’s Theory X & Y
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12.3.5 Thamhain & Wilemon on influencing workers
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12.3.5 Thamhain & Wilemon on influencing workers
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12.3.6 Stephen Covey 7 Habits
Project managers can apply Covey’s 7 habits to improve effectiveness on projects:
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12.3.6 Stephen Covey 7 Habits
| No | Habit | Means |
| 1 | Be proactive | Take initiative |
| 2 | Begin with the end in mind | Focus on goals |
| 3 | Put first things first | Set priorities |
| 4 | Always think Win/Win | We win only when others win |
| 5 | Seek first to understand, then to be understood | Communicate |
| 6 | Always synergise | Cooperate |
| 7 | Sharpen the saw | Reflect on and repair the deficiencies |
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Habit 3: Put First Things First
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Habit 5: Seek First To Understand
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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Habit 5: Seek First To Understand
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12.4 Tuckman’s Stages of Group Development
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12.5 Project Resource Management
Many corporate executives have said, “People are our most important asset.” People determine the success and failure of organisations and projects
Project resource management is concerned with making effective use of the people involved with a project as well as physical resources (materials, facilities, equipment, and infrastructure)
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12.5 Project Resource Management
The main outputs produced as part of project resource management planning are:
Project resource management plan (can be separated into a team management plan and a physical resource management plan)
Team charter
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12.5.1 Team Charter
Many companies believe in using team charters to help promote teamwork and clarify team communications.
After core project team members have been selected, they meet to prepare a team charter to guide how the team will function.
It is crucial to emphasize the importance of the project team throughout the project’s life cycle, and the team charter should be updated as needed.
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12.5.2 Sample Team Charter
Code of Conduct/Values: As a project team, we will:
Work proactively, anticipating potential problems and preventing their occurrence.
Keep other team members informed of information related to the project.
Focus on what is best for the entire project team.
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Participation: We will:
Be honest and open during all project activities.
Provide the opportunity for equal participation.
Be open to new approaches and consider new ideas.
Let the project manager know well in advance if a team member has to miss a meeting or may have trouble meeting a deadline for a given task.
12.5.2 Sample Team Charter
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Communication: We will:
Keep discussions on track and have one discussion at a time.
Use the telephone, e-mail, a project website, instant messaging, texts, and other media to assist in communicating.
Have the project manager or designated person facilitate all meetings and arrange for phone and videoconferences, as needed.
Work together to create the project schedule and related information and enter actuals, issues, risks, and other information into our enterprise project management system by 4 p.m. every Friday.
12.5.2 Sample Team Charter
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12.6 Human Resource Planning
Key components include:
Human resource plan
Project organisational chart
Responsibility assignment matrix (RAM)
Resource histogram
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12.6.1 Human Resource Plan
A human resource plan describes when and how people will be added to and removed from a project
It describes the types of people needed to work on the project, the numbers needed for each type of person each month, and how these resources will be acquired, trained, rewarded, and reassigned after the project
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12.6.2 Project organisation Chart
Similar to a company’s organisational chart, a project organisational chart is a graphical representation of how authority and responsibility is distributed within the project
The size and complexity of the project determines how simple or complex the project organisation chart.
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12.6.2 Project organisation Chart
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12.6.3 Responsibility Assignment Matrix
A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the work breakdown structure (WBS) to the people responsible for performing the work
For smaller projects, it is best to assign WBS activities to individuals; for larger projects, it is more effective to assign the work to organisational units or teams
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RACI charts are a type of RAM that show:
Responsibility (who does the task),
Accountability (who signs off on the task or has authority for it),
Consultation (who has information necessary to complete the task),
Informed (who needs to be notified of task status/results) roles for project stakeholders
12.6.3 Responsibility Assignment Matrix
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Sample RACI Chart
| Tasks | Kristin | Jamie | Mohamed | Supplier A |
| Needs assessment | A | R | C | I |
| Research of existing training | I | R, A | C | I |
| Partnerships | R, A | I | I | C |
| Course development | A | C | C | R |
| Course administration | I | A | R | |
| Course evaluation | I | A | R | I |
| Stakeholder communications | R, A | C | C | C |
12.6.3 Responsibility Assignment Matrix
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12.6.4 Resource Histogram
A resource histogram is a column chart that shows the number of resources required for or assigned to a project over time
In planning project staffing needs, senior managers often create a resource histogram in which columns represent the number of people needed in each skill category. By stacking the columns, the total number of people needed each month can be seen
After resources are assigned to a project, the resource histogram for each person can be seen on how his/her time has been allocated
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12.6.4 Resource Histogram
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Month
Number of People
12.7 Estimating Activity Resources
Estimating activity resources involves estimating the type, quantity and characteristics of team resources and physical resources (i.e., materials, equipment, and supplies) required to complete the project.
This process is closely related to estimating activity durations and costs.
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12.7 Estimating Activity Resources
It is important that the people who help determine what resources are necessary include people who have experience and expertise in similar projects and with the organisation performing the project.
Resource estimates should be updated as needed during the project.
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How difficult will it be to perform specific activities on this project?
Is there anything unique in the project’s scope statement that will affect resources?
Are there specific resources better suited to perform the activities?
What is the organisation’s history in doing similar activities? Have they done similar activities before? What level of personnel did the work?
12.7 Estimating Activity Resources
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Does the organisation have appropriate people, equipment, and materials available for performing the work? Are there any organisational policies that might affect the availability of resources?
Does the organisation need to acquire more resources to accomplish the work? Would it make sense to outsource some of the work? Will outsourcing increase or decrease the amount of resources needed and their availability?
What assumptions have been made or need to be made?
12.7 Estimating Activity Resources
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Sample Activity Resource Requirements Information
Activity Resource Requirements
August 1
Project Name: Just-In-Time Training Project
WBS Item Number: 3.1.1.1.2
WBS Item Name: Survey administration
Resource Source: Internal staffing, hardware, and software from the IT department
Description: The individuals must be knowledgeable in using our online survey software so they can enter the actual survey into this software. They must also know how to run a query to find the e-mail addresses of employees of grade level 52 or higher in the purchasing, accounting, engineering, information technology, sales, marketing, manufacturing, and human resource departments.
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Sample Resource Breakdown Structure
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Just-In-Time Training Project
Internal Personnel
Equipment
Supplies
External Personnel
Training
IT
Training Classrooms
Training Books
Classroom Computers
Level 1
Level 2
Level 1
Level 2
Projection Systems
Questions?
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