Week-11

Project Human Resource and Communication Management

Discussion Scope of This Week

Leadership.
Decision Making Theories.
Discussion on Applications on PM.
Group presentations.

HR Planning Processes

PHR&CM
Project Fundamentals:

Purpose/Mission
Problem

Limited by time.

Solution

Challenging assignment.
Mission oriented teams.

Project Planning
HR Needs

Precise cost-benefit analysis.

MR Needs

Creating unique impact.

Strategy

HR Planning

HR Acquisition

Performance Mgt

HR Development

Kinds of HR

Recruitment

Set standards

HR Training

Numbers HR

Selection

Performance

Development

Developing HR data base, stock and flow analysis, succession planning,

turnover
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Project HR Planning
Purpose/Mission
Project Planning

Objectives & HR
Requirements

Linking: Reporting
and Relationships

Roles and Tasks

Identifications

Alignment:
A vs R

Job Analysis
& Designs

Compensation:
Cost-Benefit

Decision Points:
HR categorization: work nature.
Working hours and pay packages.
Employment contracts.
Legal issues / labor laws.
Kinds of structure.

Industrial
Relations

P HR
Structuring

Separation
Recoupments

Decision Points:
Linking and alignments.
Job cards and tasking tables.
Summary of financial needs.
Affiliations and ownerships.
Future planning
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HR Hiring / Acquisition
Purpose/Mission
Project Planning
HRM Planning

Recruitment

Qualifications.
Skills levels.
Age criteria.
Cultural aspects.
Nationality.
Previous service.
Pay packages.
Job contours

Selection

Selection Procedure

Shortlisting.
Matching skills.
Disability factor.
Initial training.
Sustaining skills.
Pay adjustments.
Job expectations.
Area options

Decision Points:
Development and maintaining desired HR pool.
Informal or formal selection: sequential or targeted.
Call up notices and maintaining pool of selected HR.
Terms and conditions of probation period.

Probation

Training / Orientation

Adjustment time.
Skill application.
Reserve pool.
Exploring potentials.
Attitude findings.
Future employments.
Cultural adjustments.
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Interpersonal

HR Training and Development

Purpose/Mission
Project Planning
HRM Planning

Training

Job enrichment.
Quality control.
Preservation.
Short term.
Promotions.
Expenditures.
Outcomes.
Retentions.

Development

Futuristic.
Expenditures.
Returns.
Adaptability.
Retentions.
Affiliations.
Decision making.
Attitudes.

Fundamental T&D Areas:

S&L term T&D plans.
Skill development in respective fields.
Leadership and decision making.
Risk and disaster management.
Strategic decision modeling.

Need vs Availability

Future Project Plans

Short term plans.

Long term plans.
Future goals.
Strategy for HRM.
Induction trends.
Government roles.
Internationalization.

Leadership

Leadership
1. Leadership is the process of influencing others to
contribute to a shared set of goals.
2. Making others to do something without the use of
power, coercion or mandating behavior.
3. Use of positional authority to guide others to
undertake actions for predetermined objectives.
4. Possessing personal traits unique to others, thereby
obliging / impressing them to follow you.

Key Assumptions / Notes of Leadership

1. Leadership is distributed.
2. Leadership is personal and developmental.
3. Leadership is a process to create change.
4. Leadership is developed over time.
5. Trust is the foundation of leadership.
6. Leadership is relationship.
7. Leadership is investing in others.
8. Leadership is a matter of charismatic personality.
9. Leadership is reflective of what you say and do.

Leadership Framework Key Competencies

1. Sense making.
2. Relating.
3. Visioning.
4. Inventing.

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Sense Making
1. Understanding the context of operation.
2. Comprehending the situation.
3. Making sense of the environments.
4. Identifying your own motivations and strengths, like this
is something worth attaining.
5. Understanding interdependencies through the cultural,
political & structural lenses.
6. Framing the issue: What is the problem here?

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Sense Making
Tips to understand sense making are:1. Seek many sources of data.
2. Involve others in sense making.
3. Get the complete picture.
4. Move beyond stereotype.
5. Learn from small experiments.
6. Use images and metaphor to capture the complete
scenario.

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Relating
1. Connecting people, organizations, societies and
functions.
2. Mapping key stakeholders: allies and adversaries.
3. Building networks.
4. Negotiating and mediating.
5. Interpersonal Relationships: Leaders try to create
Trust, Optimism and Harmony.
6. Dangerous Scenario: Anger, Cynicism, Conflict.
7. Leader require having opinion and taking stands.

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Relating
Tips for relating are:1. Spend time to understand.
2. Encourage others for opinions.
3. Be clear about your stand.
4. Think others reaction to your idea.
5. Think about your connections.

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Visioning
1. Creating a compelling image of the future.
2. Visions provide motivation to people.
3. Capacity to share a picture of the future.
4. Visions provide answers to: why am I working, how
are we making a different world.
5. Creative thinking.
6. Reframing the problem or challenge.
7. Choosing a strategy: direction-action plan.
8. Goal setting.

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Visioning
Tips for visioning are:1. Develop that something excites you.
2. Frame vision with some ideology.
3. Use metaphor to paint a vivid picture.
4. Create vision in many arenas.
5. Enable others to know that they have skill and
energies to achieve vision.
6. Embody key values and ideas contained in vision.

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Inventing
1. Changing way, people work together.
2. Creating processes, structures to make vision reality.
3. Inventing to overcome an obstacle.
4. Building & empowering the team/organization.
5. Aligning incentives (broadly defined).
6. Motivating and providing necessary resources.
7. Communicating a consistent message.
8. Stress and conflict management .
9. Holding people accountable.
10. Evaluating results.
11. Feedback and learning .

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Inventing
Tips for inventing are:1. Maintain focus on peoples way of working.
2. Think how change can be affected to work for
you and your organization.
3. Play with different and new ways of organizing
work in the organization.
4. Blend sense making and inventing to resolve
new issues.

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Leaders
What one looks forward from a leader?
1. Physical traits and abilities both physical as well as
mental.
2. Personality characteristics such as introversion and
extroversion.
3. Honest, ethically admired and truthful.
4. Forward looking, inspiring and competent.
5. Autocratic and democratic.
6. Timely decision makers and clear headed.

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Principle Centered Leadership

1. My relationship with myself.
2. Interpersonal relationship.
3. Managerial.
4. Organizational.

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Deming's 14 Points
1. Create consistency of purpose towards improvement.
2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on the basis of price tag alone.
5. Improve constantly.
6. Institute job training.
7. Teach and institute leadership.
8. Drive out fear to increase effectiveness.
9. Breakdown barriers between departments.
10. Eliminate slogans.
11. Eliminate numerical goals.
12. Remove barriers to workers.
13. Institute vigorous education.
14. Institute an action plan.
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Decision Making

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Rational Comprehensive Theory

1. Based on assumption that decision maker can
identify problem, his goals and objectives are clear.
2. Alternative ways considered, their cost-benefit
analysis has been carried out.
3. Problems are not always clearly defined, need vast
amount of information in view of unpredictable
futures.
4. Assumption based on one individual.

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The Incremental Theory

1. Attempt to correct deficiencies of RCM.
2. Selection of goals and objectives intertwined.
3. Focus on scientific analysis of problem.
4. Refreshing instead of remaking policies.
5. Confronting problems continually redefined.
6. Ends-means and means-ends adjusted.
7. Decision making is remedial, not holistic.
8. Good decisions that policy-makers agree to.

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Mixed Scanning Theory

1. Broad based analysis and in-depth analysis.
2. Differing capacities of decision-makers.
3. Take into account of rational comprehensive
model as well as incremental theory.
4. See advantages and disadvantages of both and
reach to some viable solution.

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Types of Problems
1. Crisis problem.
2. Non crisis problem.
3. Opportunity problem.

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Decision Making Models

Rational Model:1. Problem identified, not its symptoms only.
2. Identify decision criteria.
3. Allocate relevant weightage to criteria.
4. Develop, analyze and select alternatives.
5. Chose a course of action.
6. Evaluate decision effectiveness.

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Decision Making Models

Non-Rational Model:1. Information gathering, processing limitations
make it difficult to make optimal decisions.
2. Bounded Rationality: perfect decision making
is limited by factors like cognitive capacity and
time constraints.

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Creativity Factors in Decision Making

1. Creativity: unusual associations in ideas, cognitive
process of developing an idea.
2. Innovation: creative idea turning into useful product
or method of operation.
3. Creative Thinking
Convergent: beginning with problem and moving
logically to a solution.
Divergent: generate new ways of seeing and
seeking novel alternatives.

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Other Decision Making Models

1. Delphi: structured approach to gain judgment of
number of experts on specific issue.
2. Scenario Analysis: variety of possible futures by
evaluating

major

environmental

variables,

assessing likely strategies of significant factors,

developing

possible

counter

strategies

formulating alternative scenarios.

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and

Other Decision Making Models

1. SWOT

Analysis

(strengths,

weaknesses,

opportunities, threats).
2. PERT- program evaluation and review techniques,
useful for long one time projects.

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Thanks

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