1.9. Project Human Resource Management

8/10/2019 1.9. Project Human Resource Management

1/60

Pito Sumarno 1

Buku Panduan

Project Management Institute-USA


2/60

Pito Sumarno 2

9 PROJECT HUMAN RESOURCEMANAGEMENT


3/60

Pito Sumarno 3

Section 3:

Capter 9: Project Human Resource Management

PMBOKPMI ed 2004

9.1 Human Resource Planning

9.2 Acquire Project team

9.3 Develop Project Team

9.4 Manage project Team

PMBOK p. 199

PMBOK p. 202-209

PMBOK p. 209-212

PMBOK p. 212-215

PMBOK p. 215-219


4/60

Pito Sumarno 4

PROJECT HUMAN RESOURCE

MANAGEMENT

9.1 Human Resource Planning1 Inputs

.1. Enterprise environmental factors

.2. Organizational process assets

.3. Project management plan

. Activity resource requirements

2 Tools and Technniques

.1. Organization charts and potition

descriptions

.2. Networking

.3. Organizational theory

3 Outputs

.1. Roles and responsibilities

.2. Project organization charts

.3. Staffing management plan

9.2 Acquire Project Team1 Inputs







.1. Pre-assignment

.2. Negotiation

.3. Acquisition

.4. Virtual teams3 Outputs

.1. Project staff assignments

.2. Resource availability

.3. Staffing management plan (updates)

9.3 Develop Project Team1 Inputs





.1. General management skills

.2. Training

.3. Team building activities

.4. Ground rules

.5. Co-location

.6. Recognition and rewards

3 Outputs.1. Team performance assessment

(PMBOK Guide p. 201)

Overview

9.5 Manage Project Team1 Inputs






.6. Team performance assessment

.7. Work performance information

.8. Performance reports


.1. Observation and conversation

.2. Project performance appraisals

.3. Conflict management

.4. Issue log

3 Outputs

.1. Requested changes

.2. Recommended corrective actions

.3. Recommended preventive actions

.4. Organizational process assets (updates)

.5. Project management plan (updates)


5/60

Pito Sumarno 5

Organizational

Process Assets

Enterprise

Environmental

Factors

Organization culture

and Structure

Project Management PlanHuman Resource

Planning

9.1

(3.2.2.13)

Activity Resource

Requirements

Develop Project

Management Plan

4.3

(3.2.2.1)

Roles and Responsibilities

Project Organization Charts

Stffing management planApproved Changes Requests

Approved Corrective Actions

Approved Preventive Actions

Templates

Checklists

Project Staff AssignmentsResource Availability

Staffing management plan (updates

Direct & Manage

Project Execution4.4 (3.2.3.1)

Integrated

Change Control4.6 (3.2.4.2)

Close Project4.7

(3.2.5.1)

Work Performance

Information

Manage

Project Team

9.4

(3.2.4.8)

Performance Reports

Activity Resources

Estimating6.3

(3.2.2.7)

Project management Plan (updates)

Requested Changes

Recommended Corrective Actions

Recommended

Organizational Process Assets

(updates)

Project Human Resource Management Process Flow Diagram

Acquire

Project Team

9.2

(3.2.3.4)

Develop

Project Team

9.3

(3.2.3.4)

Team Performance assessment

Performance

Reporting6.3 (3.2.3.7)


6/60

Pito Sumarno 6

9. Project Human Resource Management

Project human resource management include the processes that organize andmanage the project team

Project team is comprised of the people who have assigned roles andresponsibilities for completing the project

Project management team is a subset of the project team and is responsible forproject management activities such as planning, controlling, and closing


7/60

Pito Sumarno 7

9.1 HUMAN RESOURCE PLANNING

Enterprise Environmental

Factors

Organizational process

Assests

Project management Plan

Activity Resource

Requirement

Organization chartsand position description

Networking

Organizational theory

Roles andResponsibilities

Project Organization

Charts

StaffingManagement Plan

INPUTS TOOLS & TECHNIQUES OUTPUTS

Penetapan aturan proyek, tanggung jawab, laporan hubungan, menciptakan staffing

management plan.

Kapan dan bagaimana akan diperlukan, kriteria merelisasikannya, identifikasi kebutuhan

training, perencanaan pengakuan dan penghargaan.


8/60

Pito Sumarno 8

Inputs :




. Activity resource requirements


(4.1.1.3 p.83) p.203, melibatkan org.culture, &struktur al:

Organizational,

Technical,

Interpersonal,

Logistical,

political

Factor lain :Organizational Structure

Collective Bargaining Agreements

Economic Conditions

.2. Organizational process assests

(4.1.1.4 p. 84) p.204 Templates, Checklists

.3. Project Management Plan.

(4.3 p.88) p.204, activity resourcerequirement (6.3.3.1 p.138),

Penetapan aturan proyek, tanggung jawab,laporan hubungan, menciptakan staffingmanagement plan. Kapan dan bagaimana akandiperlukan, kriteria merelisasikannya, identifikasikebutuhan training, perencanaan pengakuan danpenghargaan.

9.1 HUMAN RESOURCE PLANNING INPUTS


9/60

Pito Sumarno 9

I. Functional Organization

ChiefExecutive

Functional

Manager

Functional

Manager

Functional

Manager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

ProjectCoordination

(Grey boxes represent staff engaged in projects activities)

Staff

PMBOK p. 29


10/60

Pito Sumarno 10

II. Projectized Organization

ChiefExecutive

Project

Manager

Project

Manager

Project

Manager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Project

Coordination

(Grey boxes represent staff engaged in projects activities.)

PMBOK p. 29


11/60

Pito Sumarno 11

III. Weak Matrix Organization

ChiefExecutive

Functional

Manager

Functional

Manager

Functional

Manager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Project

Coordination

(Grey boxes represent staff engaged in projects activities)

PMBOK p. 30


12/60


13/60

Pito Sumarno 13

V. Strong Matrix Organization

ChiefExecutive

Functional

Manager

Functional

Manager

Manager of

Project Managers

Staff

Staff

Staff

Staff

Staff

Staff

Project Manager

Project Manager

Project Manager

Project

Coordination (Grey boxes represent staff engaged in projects activities)

PMBOK p. 31


14/60

Pito Sumarno 14

VI. Composite Matrix Organization

ChiefExecutive

Functional

Manager

Functional

Manager

Manager of

Project Managers

Staff

Staff

Staff

Staff

Staff

Staff

Project Manager

Project Manager

Project Manager

Project

Coordination(Grey boxes represent staff engaged in projects activities)

Project B

Coordination

PMBOK p. 31


15/60

Pito Sumarno 15

Organizational Structure Influences on Projects

Project Managers

Authority

Resource Availability

Who controls

project budget

Project Managers

Role

Project Management

Administrative Staff

Project

Characteristics

Organization

Structure

Little or None

Little or None

Functional

Manager

Part-time

Part-time

Part-time

Part-time

Full-time

Full-time Full-timePart-time

Full-time Full-time

MixedFunctional

Manager

Project

ManagerProject

Manager

Limited

Limited Low to

Moderate

Low to

Moderate

Moderate

to High

Moderate

to High

High to

Almost Total

High to

Almost Total

Functional

Weak Metrix Balanced Matrix Strong Matrix

Projectized

Matrix

PMBOK p. 28


16/60

Pito Sumarno 16

9.1 HUMAN RESOURCE PLANNINGTOOLS & TECHNIQUES

Tools & Techniques

.1. Organization charts and

potition descriptions.2. Networking


.1. Organization charts and potitiondescriptions

p.205

.2. Networking

p.207


p.207

PM RAMRole

Responsibilities

Authority

Text-oriented

Format

Matrix-based

Responsibility ChartHierarchical-type

Organization Chart


17/60

Pito Sumarno 17

Maslows Hierarchy of needs

Self-actualization

Personal growth and fulfillment

Esteem needs

Achievement, status, responsibility, reputation

Belongingness and Love needs

Family, affection, relationships, work group, etc

Safety needs

Protection, security, order, law, limits, stability, etc

Biological and Physiological needsBasiclife needsair, food, drink, shelter, warmth, sex, sleep, etc.


pencapaian cita-cita, pengakuan

penghargaan, status, dikenal

hubungan sosial, emosional

keamanan dan

perlindungan

kebutuhan

dasar


18/60

Pito Sumarno 18


Expectance Theory

People will do something in order to receive some positive outcome

If you can create an expectancy in a person, then it becom fact

Sample : if a person told that he is a poor performer and no good in doing the job, the person become

no good at doing a job and become a bad performer (vice versa)

Herzberg Theory

Motivators/satisfiers factor: sense of achievement, and recognition for things done, the work it self,

responsibility, advancement, growth

Dissatisfies/hygiene factors: company policies, relationship with supervisors, salary, relationship with

peers, personal factor, status, security.

When hygiene factors are not maintened, dissatisfaction occurs and motivation cannot happen

Mc Greggors Theory

Called theory X & Y

Theory X : People need to be watched, incapable, avoid responsibility, and avoid work whenever

possible.

Theory Y : people are willing to work without supwervision, and want to achieve. People can direct

their own effort.


19/60

Pito Sumarno 19

TEORI X DAN TEORI Y- Douglas Mc Greggor (1960)

Teori X memberikan asumsi bahwa :Pegawai pada dasarnya tidak suka bekerja, bila adakesempatan akan menghindarinya

Karena pegawai tidak suka bekerja, maka harus dipaksadiawasi, atau diancam dengan hukuman agar tujuanorganisasi tercapai

Pegawai akan menghindarri tanggung jawab, dan

menghendaki petunjuk-petunjuk yang formal

Sebagian besar pegawai menempatkan keamanandiatas hal-hal lainnya tentang pekerjaan, danmenampilkan ambisi yang kecil


20/60

Pito Sumarno 20

Teori Y memberikan asumsi yangberlawanan :

Pegawai menyukai bekerjasebagaimana sifat alamiahsedangbermainatau beristirahat

Orang-orang akan bekerja secara terarah & terkendalioleh dirinya sendiri bila mereka telah mengadakan

komitmen terhadap tujuan

Rata-rata pegawai dapat belajar untuk menerimatanggung jawab, bahkan menginginkannya

Sebagian besar pegawai memiliki kemampuan untukmengambil keputusan yang inovatif

Catatan:

Teori Y lebih disarankan untuk digunakan dibanding Teori X


21/60

Pito Sumarno 21


Power of the Project manager

1. Coerchive Power (penalty): Influence other through punishment (kekuasaan untukmemaksa/menghukum)

2. Reward Power: Influence other through reward (untuk memberikan penghargaan)

3. Legitimate Power (Formal) : Influence other through formal authority (kekuasaanformal yang terjadi karena suatu posisi atau jabatan tertentu)

4. Referen Power : Influence other through charisma (kekuasaan/kekuatan yang bisaorang lain mengikuti atau melakukan peniruan)

5. Expert Power : Influence other through their special knowledge or ability (kekuasaanyang ditimbulkan oleh keunggulan pengetahuan, pengalaman, kemampuan, danketrampilan)

6. Representative Power : One or more persons have the power to lead delegated tothem voluntarily

Best forms : Expert & rewardWorst : penaltyPower derived from position in organization : formal, reward, penaltyEarne from your own : Expert.


22/60

Pito Sumarno 22

Project Project ID

Project Sponsor Client

Business Area Project Manager

Document Version Document No. Softcopy Name

Prepared by Approved by Page No. . of

PERSON

ACTIVITIES/ITEMS

NOTE :

P : Participant R : Review Required

A : Accountable I : Input Required

S : Sign-off Required

RESPONSIBILITY ASSIGNMENT MATRIX FORM (RAMF)

Is iused to link to project scope definition

Cross references team/stakeholders with the tasks to

accomplish (WBS)


23/60

Pito Sumarno 23

9.1 HUMAN RESOURCE PLANNING OUTPUTS

Outputs

.1. Roles and

responsibilities.2. Project

organization

charts

.3. Staffing

management plan


Role, Authority, Responsibility, Competency p.207

.2. Project organization charts p.207

.3. Staffing management plan p.208

1. Staff Acquisition

2. Timetable

3. Release criteria

4. Training needs

5. Recognition and rewards

6. Compliance

7. Safety

Characteristic of Staff ;

1. Previous experience

2. Personal interest3. Personal characteristics

4. availability

5. Competencies and proficiency (level)


24/60


25/60

Pito Sumarno 25

9.2 ACQUIRE PROJECT TEAM

Enterprise Environmental

Factors


Assests

Roles and Responsibilities

Project Oraganization Charts

Staffing Management Plan

Pre-Assignment

Negotiation

Acquisition

Virtual Teams

Project Staff

Assignments


Staffing managementPlan (updates)


Proses dalam memperoleh sumberdaya manusia yang

diperlukan untuk menyelesaikan proyek


26/60

Pito Sumarno 26

9.2 ACQUIRE PROJECT TEAM INPUTS

Proses dalam memperoleh

sumberdaya manusia yang diperlukanuntuk menyelesaikan proyek

Inputs :





.5. Staffing management plan.1. Enterprise environmental factors

p.210, Availability, Ability, Experience,

Interest, Cost

.2. Organizational process assests(4.1.1.4 p. 84) p.210, kebijakan, panduan,

prosedur,

3. Roles and Responsibilities

(9.1.3.1 p. 207) positions, skill, competencies

4. Project Organization charts

Overview dari jumlah orang yang

diperlukan

(9.1.3.2 p. 207

5. Staffing Management Plan

Time piriode team member. P. 210


27/60

Pito Sumarno 27

9.2 ACQUIRE PROJECT TEAM

TOOLS & TECHNIQUESTools & Techniques

.1. Pre-assignment

.2. Negotiation.3. Acquisition

.4. Virtual teams

.1. Pre-assignment (9.2.2.1 p.210)

Staff were promised as part of proposal (competitivebidding)

Staff were defined within project charter (internal

service project)

.2. Negotiation (9.2.2.2 p. 211

Negotiate with :

Functional managerOther PM within the performing organization

3. Acquisition (9.2.2.3 p. 211

4. Virtual teams (9.2.2.4 p. 211)


28/60

Pito Sumarno 28

9.2 ACQUIRE PROJECT TEAM OUTPUTS

Outputs

.1. Project staffassignments

.2. Resource

availability

.3. Staffing

management plan

(updates)

.1. Project staff assignments (9.2.3.1 p.212)

.2. Resource availability (9.2.3.2 p. 212)

3. Staffing management plan (updates) (9.2.3.3

p. 212


29/60

Pito Sumarno 29

9.3 DEVELOP PROJECT TEAM

Project Staff Assignments



General

management Skill Training

Team Building

Activities

Ground rules

Co-location Recognition &

Rewards

TeamPerformance

Assessment


Meningkatkan kompetensidan, interaksi dari anggota team

untuk meningkatkan kinerja proyek


30/60

Pito Sumarno 30

9.3 DEVELOP PROJECT TEAM INPUTS

Inputs :




Meningkatkan kompetensi dan,

interaksi dari anggota team untukmeningkatkan kinerja proyek

.1. Project staff assignments (9.3.1.1 p.213)

.2. Staffing management plan (9.3.1.2 p. 213

3. Resource availability (9.3.1.3 p. 213


31/60


32/60

Pito Sumarno 32

General Management Skill

Important Project Management Skills :

1. Communication skills

Listening & Persuading

2. Organization skills

Planning, Goal Setting & Analyzing

3. Team Building skiils

Emphaty (putting yourself in someones shoes), conflict resolution

4. Leadership skills

Set example, vision, delegates, develop, empower

5. Coping skills

Flexibility, creativity, patience, persistence

6. Technological skills

Experience & project knowledge


33/60


34/60

Pito Sumarno 34

Team Building Activities

Stages of Team Building (Typical)

1. First stage (Forming)Team members are polite, guarded and businesslikeTherefore team leaders should emphasize directive behavior

2. Second stage (Storming)Team members are confront one another, strugfle for control and as a result they either

become entrenched or opt out.The leaders must provide high support & low direction

3. Third stage (Norming)Team members confront ISSUES insteat of people, establish procedures collectively andbecome Team OrintedTeam leaders must providehigh support & low direction

4. Four stage (Performing)Team members ettle down to open and Productive effort with trust, flexibility and a maturecohesiveness that enables self direction.Team leader nust be willing to delegate & provide low direction & low support as needed

5. Five stage (Aging)Close out phase


35/60

Pito Sumarno 35

LEADERSHIP(KEPEMIMPINAN)


36/60

Pito Sumarno 36

APAKAH LEADERSHIP ?

Fiedler, 1967 :Mengarahkan& mengkordinasikan pekerjaananggota kelompok

Bennis, 1959 :Proses seseorang mempengaruhibawahan

untuk berperilaku sesuai yang diinginkan


37/60

Pito Sumarno 37

Roach & Behling, 1984 :Proses mempengaruhikelompok terhadappencapaian goal mereka

Bass, 1985 & Tichy, Devanna 1986 :Mentransformasipengikut, merumuskan

visi dari goal, dan mengkomunikasikan caramencapainya.


38/60

Pito Sumarno 38

LEADER

* Fungsi inovatif

* Tugas mengembangkan

* Tugas mengembangkan inspirasi

* Tugas jangka panjang

* Bertanya WHAT dan WHY

* Menghadapi tantangan

MANAGER

* Fungsi administratif

* Tugas memelihara

* Tugas mengendalikan

* Pandangan jangka pendek

* Bertanya HOW dan WHEN

* Menerima kondisi status quo


39/60

Pito Sumarno 39

Follower Situasi

Leader

Leadership

* kepribadian

* status kepemimpinan* pengalaman* legitimasi

* harapan

* kepribadian* kematangan* kemampuan* motivasi

* ekonomi* keamanan* iklim* kerusuhan


40/60

Pito Sumarno 40

FUNGSI LEADERSHIP

- Leader sebagai penentu arah

- Leader selaku wakil & juru bicara organisasi

- Leader selaku komunikator

- Leader selaku mediator, khusus untuk internal

- Leader selaku integrator


41/60

Pito Sumarno 41

KEPEMIMPINAN OTOKRATIK

Karakteristik

* Menuntut ketaatan penuh* Menegakkan disiplin kaku* Memberi perintah keras* Pendekatan punitif

* Bawahan = alat produksi* Orientasi penyelesaian tugas* Tidak memperhatikan

kepentingan bawahan* Pengambilan keputusan tidak

melibatkan bawahan

Perilaku Kepemimpinan

AuthocraticAuthocratic managerARE NOTconsidering the information (input)provided by project team members in making decisions.The Authocratic manager sees workers as Highly untrustworthy,needing to be watched and closely manager at all times; Theory XSometimes appropriate when decisions have to be made for

emergency situation or time pressure


42/60

Pito Sumarno 42

KEPEMIMPINAN DEMOKRATIK

* Menempatkan SDM sebagai penggunaSumber Daya

* Mendelegasikan tugas & wewenang

* Melibatkan bawahan pada pengambilankeputusan* Memperlakukan bawahan sebagai

individu yang mempunyai kebutuhan* Berupaya ada pengakuan atas

kepemimpinannya, tidak sekedar sisiformalnya

Perilaku KepemimpinanKarakteristik

* Menghargai harkat & martabatkemanusiaan

* Melibatkan bawahan pada

pengambilan keputusan* Memperhatikan pembinaan

2. DemocraticDemocratic managers WILL encourage the project team to pool itsknowledge or participation to make the best decision.Democratic management style is best used for people whose behavior fit

withTheory Y


43/60

Pito Sumarno 43

Leadership Style

3. Laissez Faire

AManagement style characterized by:

- Little or Noinformation flowing up or down between the

project manager and project team so team members are left

to make decisions for themselves

- Decision making authority is DIFFUSE- No leadership; out of formal control

Effective for Strong, self directive work groups, but it can

cause frustration and a sense of isolation in teams that need

more diretion


44/60

Pito Sumarno 44

SITUASIONAL LEADERSHIP

(KEPEMIMPINAN SITUASIONAL)


45/60


46/60

Pito Sumarno 46

Low High

High

Relationship

behaviour

Task behaviour

Telling

SellingParticipating

Delegating

Hersey & Blanchard 1982

M 4 M 3 M 2 M 1

Follower maturity

LowHigh

Tingkat kedewasaanrendah, dipandangtidakmau dan tidak mampumemikul tanggung

jawab

Tingkat kedewasaan lebihtinggi, meskipun mau tetapibelum mampu. Motivasiada tetapi Kemampuan

kurang

Tingkat kedewasaansedang, dipandang cukupmampu, hanya kesadaranuntuk pelaksanaan

tugas belum tinggi

Tingkat kedewasaan tinggi,telah mampu danpunya kesadaran tinggiuntuk pelaksanaan tugas


47/60


48/60


49/60

Pito Sumarno 49

9.3 DEVELOP PROJECT TEAM OUTPUTS

Outputs

.1. Team performance

assessment

.1. Team performance assessment (9.3.3.1

p.215)


50/60

Pito Sumarno 50

9.4 MANAGE PROJECT TEAM


Assests

Project Staff Assignment Roles and Responsibilities

Project Oraganization Charts


Team Performance

Assignment

Work PerformanceInformation

Performance Reports

Observation and

Conversation

Project Performance

Appraisals

Conflict

Management

Issue Log

Requested Changes

Recommended

Corrective Actions

Recommended

preventive Actions

Organizational

process Assests

(updates)Project management

Plan (updates)


Melibatkan pengendalian secara periodik terhadap kinerja anggota

tim, memberikan feed back, resolving, mengkoordinasikanperubahan untuk meningkatkan kinerja proyek.


51/60


52/60


53/60

Pito Sumarno 53

Conflict Management

Techniques to avoid conflict inproject :

Informing the team :

Exactly where the project is headed

Project goals & objectives

Key decision

Changes

Clearly assigning tasks without ambiguity

or overlaping

Making work assignment interesting &

challenging

Categories ofConflict

Schedule

Priorities

Resources

Technical opinions

Administrative procedures,

Cost

Personality


54/60


55/60

Pito Sumarno 55

Conflict Management

Managing & Resolving Conflict

Use Forcing :When you are sure that you are right

When an emergency situation exists

(DO or DIE)

When stakes are high and isuues are

important

When you are stronger

Demonstrate position power

Use Avoidance :When you cant win or the stakes are low

When the stakes are high but you arent

ready yet

To gain time

To maintain neutrality or reputation

When you think the problem will go away

by itself

Use Collaborating(Confrontation) :To reduce averall project cost

To gain commitment and create a

common power base

When theres enough time & the skills

are complementaryWhen there is mutual trust, respect &

confidence

Use Accommodation :To create obligation for a trade-off at a

leter date

When stakes are low & liability is limited

To maintain harmony, peace & goodwill

When youll lose anyway

Use Compromise:For temporary solutions

For backup if collaboration fails

When both parties need to be winners

When you cant win

When others are as strong as you are

When youre not so sure you are right

Low

High

High

Desire tosatisfyOneself

Desire to satisfy Others

Orang lain

Sendiri

Kapan tidak max


56/60

Pito Sumarno 56

Important Terms

Hallo effect

The tendency to rate high or low on all factor due to the impression of ahigh or low rating on some specific factor

you are a good programmer. Therefor, we will make you a project

manager and also expect you to be great (but , good programmer not

always good project manager

Perquisites

Giving special rewards to some employees such as assigned parkingspaces, corner offices, executive dining

Fringe Benefit

Education benefits, insurance, profit sharing

9 4 MANAGE PROJECT TEAM


57/60

Pito Sumarno 57

9.4 MANAGE PROJECT TEAM OUTPUTS

Outputs

.1. Requested changes

.2. Recommended correctiveactions

.3. Recommended preventive

actions

.4. Organizational process

assets (updates)


(updates)

.1. Requested changes (9.4.3.1 p.218)

.2. Recommended corrective actions

(9.4.3.1 p.218)

.3. Recommended preventive actions

(9.4.3.1 p.218)


(updates) (9.4.3.1 p.218)


(updates)(9.4.3.1 p.218)

K bi d l M


58/60

Pito Sumarno 58

Kebiasaan dalam Merespon

tugas yang diberikan

Melibatkan interprestasi dari berbagai profesi keahlian

Dipengaruhi loyalitas

Melihat proyek dari posisi yang sangat berbeda.

Behavioural responses


59/60

Pito Sumarno 59

What the client wanted As the architect saw it As the QS estimated it As the engineer saw it

As the planning dept saw it As the building inspector saw it As the fire dept saw it

As the environmentalist saw it As the makers supplied it As the builder erected it

Original idea and sketches by Dave Taylor


60/60

Pit S 60

Thank you

PROJECT HUMAN RESOURCE MANAGEMENT

Documents

1.9. Project Human Resource Management