L-Timer · Human Factor "Six Senses" · G1

Human Factor Management

HRM 20:00

Overview

What Is It?

Human Resource Management (HRM) assigns the right people to roles elaborated in Organization Management (OM), cares about their individual performance deficiencies and their job satisfaction.

Who Does It?

It is advisable to charge someone in team with psychological background to manage the HRM process. Casually project manager misuses HRM to strengthen his position.

Why Is It Important?

People make project done. So, the right role owner decides about the project fate. His performance depends on his capabilities and his motivation. HRM takes care of them.

What Are the Steps?

Verify and close pending process improvements and tasks. If there is a new or changed role – perform the appropriate procedure. If there is unsatisfactory role effectiveness or role owner unsatisfied – start appropriate procedures, too. Candidates’ recruitment including evaluation and personal development best to outsource to professional HRM departments. After verifying all roles check if Change Request or Knowledge Management shall be addressed.

What Is the Work?

Most unlikely you will not find an ideal match for the vacancy. In most cases you must manage projects with role owners already set. You must assess the deficiencies and the probability of improvements with right HRM measures. Balancing acts are the adjustment of formal, informal roles and personal needs of all team members. As people develop with project progress, the HRM must be run perpetually to secure the best feasible team performance.

How Do I Ensure That I Have Done It Right?

Be attentive to personality traits and their impact on role performance. Plan sufficient time to deal with role ownership deficiencies, evaluate thoroughly if personal development might help. Care about people job needs.

Goal

The goal of Human Resource Management is the best possible choice of role owner, continuous monitoring of his performance and personal needs and, if justified, initiation of the appropriate personal development program and results assessment. The sort of evolution on how the project team members are treated, which project management approaches go right now is well reflected by the ambiguity of ISO 21500:2012 standard (ISO 21500:2012 2012).

Those who directly contribute to project are named without distinction: team (with and without project manager), stakeholders, personnel, resources or human resources, leading to incongruent treatment of all those people in a project. The processes in standard cover:
4.3.15. Establish project team. Staff of the project, selecting the role owners, in the group if Initiation processes
4.3.16. Develop project team, focused on motivation and performance, not distinguishing personal and team performances (Implementation processes’ group)
4.3.20. Manage project team: again the (team) performance is treated (Controlling processes’ group)
The disparity may result in overall loss of efficiency. The personal needs of team members are not considered. The process presented in this Chapter streamlines all the requirements related to a role owner in a single, unambiguous approach.

Process

Firstly, try to finalize all hanging issues, before you take on the new or changed role. If there is one – start the assignment procedure. Next check the efficiency of the role owner as seen by the management and adversely verify the team member satisfaction. Repeat until all roles are verified. Suggest changes, store knowledge and reenter the process periodically

Lecture notes

Download 20-00 HRM EN.pdf