You can’t get a professional project done without people. So, you need to manage your team as well as managing your project. And that’s what project Human Resource Management is all about.
This is Part 2 of our guide to Project Resource Management. We started last week with a general overview. But this week, we’ll take a close look at managing human resources. This is project Human Resource Management and it’s a big topic in its own right. So, if you are only interested in this part of the topic, you can read this as a stand-alone guide.
Indeed, we only have to look as far back as the start of 2017, when the PMI’s Project Management Body of Knowledge (the PMBOK Guide) was in its fifth edition. Then, the 6th Knowledge Area (of 10) was called Project Human Resources. The PMBOK Guide made little more than
In September 2017, the sixth edition fixed that. The Knowledge Area (KA)
But you’ll still find two of the six processes in this KA refer exclusively to your human resources. Here is a reminder of all six:
|9.1 Plan Resource Management||This is the planning process and sets out the approach you will take to PRM|
|9.2 Estimate Activity Resources||Determining your requirements: what resources you’ll need and the |
|9.3 Acquire Resources||How you will get the resources you need onto your project|
|9.4 Develop Team||Creating the team capabilities and culture you need. |
This is Human Resource Management and we’ll look at this in more detail in Part 2 of this guide.
|9.5 Manage Team||Day-to-day and performance management, along with your team leadership role|
|9.6 Control Resources||Monitor and control processes to keep your resource availability matching demand from upcoming activities.|
So, in this guide, we will focus on the skills you’ll need, for processes 9.4 and 9.5:
I don’t propose to follow the PMBOK Guide for this. I find the ITTO (Inputs, Tools and Techniques, Outputs) approach to be poorly suited to this. If you are new to the PMBOK Guide and want to know more about ITTOs, check out these two short videos:
Instead, we’ll take a thematic approach that covers everything the PMBOK refers to, and a whole lot more. I’ve summarized the six themes we’ll look at in the diagram below.
Each of the themes could carry a whole article. And, indeed, many of the topics within each theme do carry a whole article. So, this article provides you with a resource that will signpost you to all our best content on the topic of Project Human Resource Management.
Bringing people onto your team is your first human resource management challenge. And we’ll split it into finding them, introducing them into your team, and then kicking off your project.
Recruiting team members can be a joy or a nightmare, depending on your circumstances. It pays to have a very clear idea of what skills you need and at what level. But it is also important to remember that the individual personality is what contributes most to your team, so do be flexible. The old saying goes:
Hire for attitude: train for skillsThere’s a nice, short, opinion piece on the Harvard Business review site about this.
I hate the term induction for bringing a new person onto your team or into your organization. It just sounds too… gynecological? Or electrical engineering? It certainly doesn’t sound welcoming. And ‘welcoming’ is precisely what you need to focus on. Other aspects include:
You need to get your project started well. So if that’s your next task, take a look at our article:
Once a team member is onboard and one of the team, you’ll need to start them working alongside the team. In this Project HR Management Process, you’ll need the skills to get productive work from your team.
I would say that it is essential to share your full plan with your team. Better still is engaging them in creating it. When your team helps build the plan, it becomes ‘their plan’. This has advantages:
Here’s an article you may like:
You probably did not recruit every member of your team with a specific role in mind. So, for each stage of your project, you’ll need to assign team members to work packages. The process of allocating a work package is very similar to delegation.
Another vital task is to monitor team
Team management is a big part of project human resource management because in projects we tend to work in teams. For small projects, it’s one big team. On larger projects, you’ll have multiple teams working on their own work stream or work package.
As a result, we have several articles that will give you different perspectives:
Good team performance starts from the culture you foster. Two models are particularly useful here:
We have articles to help you understand project culture and these two valuable models:
Collaboration can create so much more than solo efforts in parallel. But it takes work to build good collaboration. Here are two things. First, a short video defining collaboration and explaining what you need to get it. And second, an article on how I go about creating it:
As a professional person, leading other professionals, learning should be of paramount importance to you. And often the best and deepest learning comes from reflecting on your experiences. Drawing lessons from your project is an art-form, and we have an article that will help you.
You have a responsibility – dare I say a ‘duty of care’ – towards your team. You need to look after their wellbeing in what can be a highly stressful environment. So, be constantly alert for signs of stress. And, as soon as you spot something, take action. This article could easily be essential reading.
You also need to take care of yourself, by the way:
Over-stretching people is a sure route to burnout and stress… and project failure. We talked about the need to balance workloads and also to fit them around other work and non-work commitments in Part 1 of this Guide. But for a short-cut to
Motivation is what gets us through tough patches and keeps us going. It’s a highly personal thing: some of the things that motivate me won’t interest you. And vice versa. So we need to motivate our team through each individual, and that’s how I wrote this guide:
Something I have always considered to be an important part of my role is developing the people who work for me. A lot of this comes through the assignments I set, and how I supervise them. But there are formal means we need to use, too. Such as:
Here are some articles to get you started:
Feedback is the juice that grows our skills. Giving feedback is the greatest gift to a committed professional. So, here’s an article that will show you how:
At some stage, you’ll need to handle roll-offs from your project. Towards the end, your team members will start to get twitchy. They’ll not want to miss the next opportunity, so their feet will start to itch. Keeping them as prisoners can be counter-productive though. If their heart is no longer in it… Remember: ‘attitude over skills’.
Keep them motivated by letting everyone know you are looking out for opportunities for them and are eager to help them get staffed on their next project. And, when a team member leaves, you can handle it well and make it a good experience for everyone. Or you can stuff it up and leave a bad taste in everyone’s mouth. It’s your choice. Here’s how to do it well.
he last Project Human Resource Management Process is the collection of people skills you’ll need. It’s a huge set of topics – not least because it includes communication and leadership!
Let’s kick off with some general or hard-to-classify articles and videos that I think will be helpful to you:
Emotional Intelligence is no longer a 1990s fad. It’s a solid post in the workplace landscape. I’ve yet to do a piece for you n this topic (it’s on my list – don’t worry). But here are some articles that touch on aspects of your role where EI is particularly necessary. In the meantime, here’s an excellent short introductory article from the Harvard Business Review site.
But here are some articles that touch on aspects of your role where EI is particularly necessary.
At the heart of ‘
What is the one topic about which you’ll find more books on the business shelves of a large bookshop? Yup, it’s leadership. So, we have even more articles on this subject than on communication. Each one will give you a different insight to test out and apply in your work.
Meetings! Aargh! some people love them, and many hate them. But they are work, and you need to do them well.
Please do share your thoughts in the comments section below. I love reading them and will respond to all contributions.
Dr Mike Clayton is one of the most successful and in-demand project management trainers in the UK. He is author of 14 best-selling books, including four about project management. He is also a prolific blogger and contributor to ProjectManager.com and Project, the journal of the Association for Project Management. Between 1990 and 2002, Mike was a successful project manager, leading large project teams and delivering complex projects. In 2016, Mike launched OnlinePMCourses.
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