Project Human Resource Management

There are number of pertinent topics in Project Human Resources that are very important to memorize and understand if you want to take either PMP or PMI-RMP (Project Management Institute - Risk Management Professional) exam.

They include:

• Motivational Theories 
• Leadership Style
• Leadership Style Applicability
• Negotiation Methods

A. MOTIVATIONAL THEORIES

Motivation impact stakeholder attitudes. Be aware of the following motivational theories and the individuals who responsible for each when applicable

 

MOTIVATIONAL THEORY	KEY POINTS
Expectancy Theory	Employees believe effort leads to performance. Performance should be rewarded based on individual expectations. Rewards promote further productivity
McGregor's Theory X and Y	All workers fit into 1 of 2 groups.  Theory X, managers believe people are not to be trusted and must be watched. Theory Y, managers believe people should be trusted, want to achieve success, and are self-directed
Maslow's Hierarchy of Needs Theory	Maslow stated that motivation occurs in a hierarchical manner. Each level must be attained before moving to the next (Physiological - Safety - Social - Esteem - Self Actualization)
Achievement Motivation Theory	David McClelland states that there are three needs that must be met for people to be satisfied. They include achievement, affiliation, and power.
Hertzberg' Theory	There are hygiene factors and motivating agents. Hygiene factors such as salary, working conditions, benefits, etc. They do not increase motivation. Motivating factors such as responsibility, growth, and achievement are those that increase motivation.

B. LEADERSHIP STYLES

Leadership styles also impact stakeholder support of the Risk Management Process. Each style must be used on a situational basis.

LEADERSHIP STYLE	DEFINITION
Directive	Tell people what to do
Facilitative	Coordinate and solicit the input of others. A good Project Manager is facilitative
Coaching	Train and instruct others on how to perform the work
Supporting	Provide assistance and support as needed to achieve project goals
Consensus Building	Solve problems based on group input. Strive for decision buy in and agreement
Consultative	Invite others to provide input and ideas
Autocratic	Make decisions without input from others

Tuckman Model: is a common five-step model used to depict growth of a team from the moment it is formed. This model is used to determine appropriate situation leadership style

STAGE	CHARACTERISTICS
Forming	Team meets and learns about the project. Roles are discussed. Expect hesitancy, confusion, anxiety, lack of purpose, and lack of identity. Productivity is low
Storming	Team begins to address work, technical decisions, and project management approaches. Conflict can occur which may disrupt the team. Leadership is challenged, cliques form, etc. Productivity decreases
Norming	Team members begin to work together. They adjust individual habits to accommodate the team. There is open communication, purpose, confidence, motivation, etc. Productivity improves
Performing	Teams are independent, self-directed, and work through issues quickly and smoothly. There is pride and trust. Productivity peaks
Adjourning	Team completes all work and moves on

C. LEADERSHIP STYLE APPLICABILITY

Each leadership style can be used to support a variety of situations. The table shows common situations and recommended leadership

SITUATION	BEST LEADERSHIP STYLE
Team is forming and new. They need direction and task oriented information	Directive; Coaching
Team is storming. There is much conflict, frustration, and confusion	Facilitative; Consensus Building; Consultative
A decision must be made quickly. Time is of the essence. There is little time for input	Autocratic
The team is well established and skilled. They are in the norm or perform stages	Supporting

D. NEGOTIATION

There are some tips to negotiate with stakeholders:

• Understand and be able to explain the needs of the project. Be able to specifically spell out "what, why, who, where, when, and how factors" impacting project risk
• Be able to explain the business need for the project in an effort to gain support. The Functional Manager may not recognize project risks, benefits, etc
• Understand that key stakeholders have other jobs to do. Understand their work situations. Be realistic
• Build a relationship. Find out how to assist the stakeholder and create a win-win situation surrounding the need for their support
• Be willing to compromise. Be flexible

References:

1. PMBOK fourth edition 2008, Project Management Institute
2. Passing the Risk Management Professional (PMI-RMP) CertificationExam. The First Time 2011. Daniel C. Yeomans, PMI-RMP, PMP, CMQ/OE