PM Skills for HR Professionals June 2006 v2

Information about PM Skills for HR Professionals June 2006 v2

Published on March 27, 2008

Author: Irvette

Source: authorstream.com

Content

Slide1:  Project Management Skills for HR Professionals Kathy Mosgrove, P. Eng., SPHR, PMP Kathi Kroop, MA, SPHR Introductions:  Introductions Name, Position, Company, Location Experience # of years in HR; areas of HR # of years in Project Management Any current HR projects? Workshop Expectations Kathy Mosgrove:  Kathy Mosgrove Senior Consultant in Human Resources and Project Management with over 18 years experience; projects and assignments across North America, Japan, Asia, Australia, United Kingdom and South America. Human Resources background includes project management, mergers, acquisitions and divestitures (MA&D), recruiting programs and systems, line HR, coaching, program and policy development, and strategy development. Bachelor of Science degree from Queen’s University, Kingston, Canada majoring in Mathematics and Engineering. Project Management Professional (PMP) with the Project Management Institute (PMI), Professional Engineer (P. Eng.) with the Professional Engineers of Ontario (PEO), Senior Professional in Human Resources (SPHR) with SHRM, and member with the Human Resources Professional Association of Ontario (HRPAO). Kathi Kroop:  Kathi Kroop Senior Human Resource Professional/project manager with over 18 years experience; projects and assignments across the United States and Germany. Human Resource background includes systems implementation project management consulting, program management, HR management, employee relations, program and policy development and recruiting. Bachelor of Arts in Business Management/Human Resources from Trinity International University, Master of Arts in Organizational Management, and Graduate Certificate in Human Resources Management from University of Phoenix. Senior Professional Human Resource (SPHR) with Society of Human Resources; SHRM Special Expertise Panel Member for HR Technology and HR Management. Session Approach:  Session Approach A Framework for Project Management Definitions Processes Management Areas Benefits Roles PM Toolkit Including tips, tools and templates (softcopies available) Pitfalls Success Factors and Resources Open Discussion Ask questions any time Share your own experiences Lessons Learned and Case Examples Project Management:  Project Management Slide7:  What does project management mean to you? What is a Project?:  What is a Project? A project is a temporary endeavour undertaken to create a unique product, service or result. “Temporary” means that every project has a definite beginning and a definite end. The end is reached when the project’s objectives have been achieved, or it becomes clear that the project objectives will not or cannot be met, or the need for the project no longer exists and the project is terminated. “Unique” means that the product, service or result is different in some distinguishing way from all other products or services. One element of sufficient complexity or size will designate an unique status. Example - A new compensation program, hiring 20 engineers, etc. Source: Project Management Body of Knowledge (PMBOK® Guide) Third Edition Source: The SHRM Learning System, 2005 Version A project is a series of tasks and activities that has a specific objective, defined start and end dates, funding or budget limits, and dedicated resources. But…What is a Project in HR?:  But…What is a Project in HR? EVERYTHING! Examples include - New compensation programs Recruiting HR information systems Succession planning Outsourcing, mergers & acquisitions Strategic planning Change management Workforce planning Establishing an HR service centre Process re-engineering PM The Opportunity:  “We over-estimate what we can do in the short term and under-estimate what we can do in the long term.” The Opportunity Project Management can help! What is Project Management?:  What is Project Management? Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring and controlling, and closing. Source: Project Management Body of Knowledge (PMBOK® Guide) Third Edition Project Management Overview:  Project Management Overview Managing a project includes: Identifying requirements Establishing clear and achievable objectives Balancing the competing demands for quality, scope, time and cost Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders. The project manager is the person responsible for accomplishing the project objectives. Source: Project Management Body of Knowledge (PMBOK® Guide) Third Edition The Project Life Cycle :  The Project Life Cycle Conception / Selection / Planning, scheduling, monitoring, and control / Completion / Evaluation Source: Project Management Body of Knowledge (PMBOK® Guide) Third Edition Source: The SHRM Learning System, 2005 Version Nine Management Areas of Project Management:  Nine Management Areas of Project Management Scope Time Cost Quality Human Resource Communications Risk Procurement Integration Slide15:  Source: Project Management Body of Knowledge (PMBOK® Guide) Third Edition Scope Management:  Scope Management Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Time Management:  Time Management Includes the processes required to accomplish timely completion of the project. Cost Management:  Cost Management Includes the processes involved in planning, estimating, budgeting, and controlling costs so that the project can be completed within the approved budget. Quality Management:  Quality Management Includes all the activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken. Human Resource Management:  Human Resource Management Includes the processes that organize and manage the project team. Communications Management:  Communications Management Employs the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information. Risk Management:  Risk Management Includes the processes concerned with conducting risk management planning, identification, analysis, responses, and monitoring and control on a project. Increases the probability and impact of positive events and decreases the probability and impact of events adverse to the project. Procurement Management:  Procurement Management Includes the processes to purchase or acquire products, services, or results needed from outside the project team to perform the work. Integration Management:  Integration Management Includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the project management process groups. Benefits of Project Management in HR:  Benefits of Project Management in HR For Your HR Organization Facilitates improved client relationships leading to improved customer satisfaction scores Fosters a common methodology and process across HR; uses same PM processes as client Ensures an alignment of HR efforts with client business needs Stimulates teamwork on priority HR issues Knowledge transfer across professions Increase HR competency (people skills) in Project Managers Increase PM competency in Human Resources professionals For Your Team Clear goals, objectives and methods Increased team spirit Sense of accomplishment Increased ability to meet commitments More control and effective use of time Managed stress More effective communications For You Increased level of professionalism in client interactions; increased visibility and credibility A marked shift from “order taker” to “business leader” Develop transferable PM skills as a differentiator and increase professional marketability; Project Management Professional (PMP) certification Ability to manage and organize workload and assign priorities More effective communications Easier to track and report success; sense of accomplishment For Your Customer The results they’re looking for – cost, time, quality Sense of assurance and control A sense of being heard and understood Clear lines of responsibility and accountability Involvement as team member and stakeholder Project Roles:  Project Roles Project Manager – the person responsible for managing the project Customer/User – the person or organization that will use the project’s product Performing Organization – the enterprise whose employees are most directly involved in doing the work of the project Project Team – the group that is performing the work of the project Sponsor – the person or group that provides the financial resources for the project Source: Project Management Body of Knowledge (PMBOK® Guide) Third Edition Source: The SHRM Learning System, 2005 Version Project Sponsor – supports the project efforts to ensure success Project Champion – communicates the benefits of the project to the organization Project Manager – interpersonal, informational and decisional roles Project Team – come together for a specific project Typical Project Team Roles:  Typical Project Team Roles Project Manager Accountable to deliver the project Recruits and engages the project team Prepares project charter and facilitates kickoff meeting Develops project plan (tasks, timing, resources, work effort) Conducts project status meetings Prepares and issues status reports Maintains project information (charter, plan and status reports) Develops / manages budget Facilitates conflict resolution Manages contracts and vendors if required Motivates and coaches team; facilitates team communication Typical Project Team Roles – Cont’d:  Typical Project Team Roles – Cont’d Project Team Represents functional team requirements and provides input on behalf of own functional team Participates in project kick-off meeting Helps develop project plan for their activities / tasks Participates in status meetings only as required Reviews status reports to keep abreast of the project Informs and updates own team on the project status Represents all issues, questions, comments, feedback, and requirements from own team Sets the priorities and finalizes the requirements on behalf of own team (i.e. has the final say on behalf of own team) Typical Project Team Roles – Cont’d:  Typical Project Team Roles – Cont’d Key Stakeholders (such as customer, sponsor, etc.) Approve project charter/mandate Empower the project team to deliver Review status reports to keep abreast of the project Remove roadblocks if required Approve additional funding and/or resources if required PM Quick Wins for HR:  PM Quick Wins for HR Six Key Elements: Project Charter Project Task Assignment Kick-off and Status Meetings Project Status Reports Stakeholder Analysis Risk Assessment Project Closure Lessons Learned PM Toolkit for HR Customize project management tools and processes for your specific HR environment 1. The Project Charter:  1. The Project Charter Identifies the appropriate scope, deliverables and team participants Keeps the team focused on deliverables, minimizing scope creep ‘The Contract’ for senior management, stakeholder and/or sponsor support Project Charter Elements:  Project Charter Elements Mandate / Scope Identify the project objectives and scope to address business needs Example - To outsource HRIS Core Issues and Risk Management Identify issues that may impact the project, the probability of the risk (high, medium, low), the consequence of the risk (severe, moderate, limited) and the plans to mitigate the risk Example – High probability and severe impact of losing key resources during the transaction; implement a retention plan for key resources Project Charter Elements, Cont’d:  Project Charter Elements, Cont’d Project Plan / Schedule Identify high-level tasks, associated due dates and resource prime Example – Employee terminations identified by HR due July 15th Key Deliverables Identify the major project deliverables Example – Detailed transition and communications plan Funding Identify the project costs and the funding organization Example - $20K is required by HR for travel to employee notification meetings Slide34:  Time Risk Cost Human Resource Scope Quality Procurement Communications Project Task Assignment:  Project Task Assignment 2. Kick-off and Status Meetings:  2. Kick-off and Status Meetings Kick-off Meeting All team members attend Team building, review project charter and budget, clarify roles and responsibilities, develop project plan/schedule Aligns all team members Status Meetings Open to all core and extended team members; attend only if contributing Review action items from previous meeting Review project schedule and upcoming tasks Assess risks (ongoing) Other items / issues Effectively uses team resources Project Kick-Off Meeting:  Project Kick-Off Meeting Meeting objectives To obtain a common understanding and buy-in of the project mandate To identify high level requirements and/or issues from team representatives and stakeholders To establish working relationships and lines of communication To foster team building Attendees All team representatives and stakeholders attend Project manager coordinates and facilitates kick-off meeting Project Kick-Off Meeting – Cont’d:  Project Kick-Off Meeting – Cont’d Standard Agenda Meeting Opening (PM) Review objectives and agenda of the meeting Team Introductions (All) Name, organization represented, interest, commitment and contribution to project Review/Create Project Charter and Budget (PM) Team organization, mandate / scope, core issues & risk management, key deliverables, funding Clarify Roles and Responsibilities (PM/All) Project Manager, team representatives, project stakeholders Project Kick-Off Meeting - Cont’d:  Project Kick-Off Meeting - Cont’d Standard Agenda - continued Team Communications (All) Discussion and agreement on how the team will communicate Ex. Frequency of meetings, time zone considerations, weekly status reports, meeting attendees Develop project plan (PM / All) Stakeholders identify high level requirements Team representatives identify high level tasks to be integrated into project plan Ensure outcomes of meeting met objectives (PM / All) Team alignment with project mandate Specific stakeholder needs identified and incorporated Updated project plan Agreement on team communication vehicles Status Meetings:  Status Meetings Meeting Objectives To review the status of the project and identify issues or impacts on the schedule (i.e. project deliverables) To maintain lines of communication To foster team building Attendees Team representatives attend as required Project manager coordinates and facilitates status meeting Status Meetings - Cont’d:  Status Meetings - Cont’d Standard Agenda Meeting Opening (PM) Review objectives and agenda of the meeting Review action items from previous meetings Project Plan Review (PM / All) Review completed tasks / activities Review upcoming tasks Identify potential issues and action resolution plans Ensure outcomes of meeting met objectives (PM / All) Action items assigned Updated project plan Input for status report Meeting Effectiveness:  Meeting Effectiveness Meetings Most important project communication activity Meetings are essential for team building Poorly conducted meetings only dampen inspiration and enthusiasm The challenge to the project manager is to ensure that all meetings are effective Do’s for conducting effective meetings Establish a meeting policy (meeting ground rules) Be positive / constructive / build on each others’ ideas Only call a meeting if there is a real need Make the purpose of the meeting very clear Prepare an agenda and distribute in advance if possible Remember conference call etiquette (state name, articulate visuals, etc.) Meeting Effectiveness:  Meeting Effectiveness Effective Meetings Identify date, time, location/teleconference details, purpose, outcome, agenda items, time allotted, prime Rigorously follow the agenda Start on time Control tangential discussions End meeting on time Encourage participation Start by getting agreement on agenda Team building Use all meetings as part of a team building program Issue minutes Action items, task assignments made and commitments obtained Brief, to the point and issued next day 3. Project Status Reports:  3. Project Status Reports Status Reports are prepared weekly or bi-weekly depending on project and stakeholder communication needs Reviewed by all team members and stakeholders Includes: Project scope / description Status (includes schedule and budget updates / variances, scope changes) Action required (identify issues and action resolution plans) Ensures all team members and stakeholders have the most current project information, whether or not they attended the status meeting Status Report Template:  Status Report Template 4. Stakeholder Analysis Power – Interest Grid:  4. Stakeholder Analysis Power – Interest Grid Low High High Low POWER INTEREST Keep Informed Manage Closely Keep Satisfied Monitor (Minimum Effort) 5. Risk Assessment:  5. Risk Assessment Limited Severe High Low IMPACT PROBABILITY Risk Assessment Example - Outsource Manufacturing to China:  Risk Assessment Example - Outsource Manufacturing to China Limited Severe High Low IMPACT PROBABILITY Communication, political deterioration, employee risk – lack of knowledge of China’s employment req’ts, not understanding our market i.e. rush orders, delivery time too long Integration with US base, time to market, transportation, communication barrier, language, timing Skilled and less costly employees, availability of staff, dedicated resources, maximize lessons learned from India Negative Risks Positive Risks Successful outsourcing so will outsource everything Time sensitive, unemployment/loss of jobs, raw material costs, skilled labor costs, shipping, cheaper but possibly lower quality, communication/culture, transporting chemicals Cost of traveling and transferring business offshore, supply chain problems, downsizing (RIF in US), language, downtime, communication barriers and misunderstanding, lost EE jobs, job loss for Americans and negative consumer reaction, governmental constraints such as import-export taxes Savings to the short term, China could do a better job with better quality, labor efficiencies Sample Risk Mitigation Plan:  Sample Risk Mitigation Plan 6. Lessons Learned:  6. Lessons Learned Important to capture lessons learned from every project What worked well? What could be improved? Important to share learnings and ideas across your organization Allows team members and stakeholders to determine what worked well in the project to develop best practices to use on future projects; also, to identify pitfalls to be avoided Checklist to Close the Project:  Checklist to Close the Project Project Management Pitfalls:  Project Management Pitfalls Scope creep ‘Hidden’ stakeholders Poorly defined requirements Lack of planning Poor communications Failure to consider outside factors Competitors Legislation Privacy Etc. Project Management Success Factors:  Project Management Success Factors Continuous communications Change Management Focus on the people Project team and stakeholders Continuous risk management Project Management Resources:  Project Management Resources Project Management Institute (PMI) www.pmi.org Established in 1969 and headquartered outside Philadelphia, Pennsylvania USA, the Project Management Institute (PMI) with more than 200,000 members in over 150 countries, is the world’s foremost advocate for the project management profession. A vital and forward-thinking organization, PMI is comprised of 236 chartered chapters, 34 new potential chapters, 33 Specific Interests Groups (SIGs) and 2 colleges. Project Management Resources:  Project Management Resources PMI Human Resources Specific Interest Group (HR SIG) www.pmihrsig.org With over 470 members in 40 countries, the HR SIG was established in 2003; its dual mission is to advance the practice, science and professions of 1) project management in Human Resources and 2) Human Resource Management in project management. PMI HR SIG Services & Resources:  PMI HR SIG Services & Resources Website www.pmihrsig.org General access to everyone to promote information sharing Knowledge Centre (3Q2006) Repository of articles, presentations, speaker list, lessons learned and best practices ‘Members Only’ Section (3Q2006) Regular Communications Quarterly eNewsletter Weekly News Briefs Professional Development Free Live Webinars Archives Member Services Weekly new member welcome Membership Directory Annual Survey Virtual networking Worldwide network of HR and PM professionals Closing Thoughts:  Closing Thoughts Apply project management concepts to ALL HR activities/projects Share project management knowledge and tools with HR colleagues Increase your value to your organization and enhance your marketability with project management Slide58:  Kathi Kroop, MA, SPHR [email protected] PMI Human Resources SIG Kathy Mosgrove, P. Eng., SPHR, PMP [email protected] PMI Human Resources SIG Contacts

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