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Project Management in Human Resources

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Project Management in Human Resources Presented by Cate DeLaRosa July 27, 2004 Logistics for Today s Session Today's session will be presented through voice over IP ... – PowerPoint PPT presentation

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Title: Project Management in Human Resources


1
Project Management in Human Resources
  • Presented by Cate DeLaRosa
  • July 27, 2004

2
Logistics for Todays Session
  • Today's session will be presented through voice
    over IP (computer speakers). If your computer
    does not have speakers, you may listen to the
    audio session by dialing into the number below
    and entering the meeting ID.
  • gtPhone Number 888-566-5785
  • gtMeeting code word "project"

3
Agenda
  • 1. Welcome - Kathy Mosgrove
  • 2. System Features - Susan McGovern
  • 3. Speaker Introduction Kathy Mosgrove
  • 4. Session Cate DeLaRosa
  • 5. QA Cate DeLaRosa
  • 6. Wrap-up and ThanksKathy Mosgrove

4
Learning Objective
  • This session will focus on how project management
    is becoming a critical success factor to the
    overall HR organizational strategy.

5
What is Project Management?
  • Project Management is the application of
    knowledge, skills, tools, and techniques to
    project activities in order to meet project
    requirements.
  • Project Management is accomplished through use of
    processes such as initiating, planning,
    executing, controlling, and closing.
  • Source Project Management Body of Knowledge
    (PMBoK) Guide

6
Brief History of Project Management
  • Project management was not used as an isolated
    concept before the Sputnik Crisis of the Cold
    War. After the Cold War, US the DOD needed to
    speed up the military project process and new
    tools (models) for achieving this goal were
    invented.
  • In 1958, PERT (Program Evaluation and Review
    Technique) was invented as part of the Polaris
    Missile Sub program.
  • PERT was later extended with a Work Breakdown
    Structure or WBS. This process flow and
    structure of the military undertakings quickly
    spread into many private enterprises
  • Source BamBooWeb Dictionary

7
Approaches to Project Management
  • Traditional Vs. Agile Methods
  • Traditional Methods identifies a sequence of
    steps or events to be completed.
  • Agile Methods identifies small tasks rather
    than a complete process and imposes as little
    overhead as possible in the form of rationale,
    justification, documentation, reporting,
    meetings, and permission.

8
Process Based Management
  • Furthers the concept of project control
  • The creation of a set of defined processes
    detailing what the company actually does allows
    for consistency across project teams and the
    project when the process is defined, the ability
    to track and monitor performance with a view to
    improvement is far more successful
  • CMMi, ISO/IEC15504 are examples

9
Areas of Human Resources
  • Earlier areas Staffing/Recruiting, Employee
    Relations, Compensation, Benefits, Payroll,
    Training, Work Comp, HRIS, Paperwork
  • Today some of the above plus strategic
    planning, succession planning, workforce
    planning, process re-engineering, outsourcing,
    mergers and acquisitions, change management, and
    HR services

10
Whats Consistent in HR today?
  • PLANNING!

11
Consideration
  • Planning is everything -- and ongoing. On one
    thing all PM texts and authorities agree The
    single most important activity that project
    managers engage in in is planning detailed,
    systematic, team-involved plans are only the
    foundation for project success. And when
    real-world events conspire to change the plan,
    project managers must make a new one to reflect
    the changes. So planning and replanning must be
    a way of life for project managers.
  • Handbook of Human Performance Technology, San
    Francisco, Jossey-Bass, 1999

12
Case Study 1
  • Large, US-based, Software/Education Company
    merges with non-US, publishing company
  • Two Corporate HR groups need to integrate 14
    benefit plans to create health, dental, flex
    spending, etc. shared by both entities
  • Began effort in February 1999, utilizing only
    internal HR resources
  • In March, realized need for PM
  • PM on board (resource from IS area) in April
  • Initial analysis conducted-had spent 85K in two
    months (resources, provider input, systems) out
    of an undetermined budget (originally thought the
    integration could happen within HR budget for
    that year).
  • Integration completed in September (five months)
    with the final total project cost of 187K.

13
Case Study 2
  • Large, Midwest, manufacturing company 13,000
    employees
  • Implement self-service and reengineer related
    processes
  • Recognized need for PM resources up front
    Determined total budget of 2M for system
    implementation and process reengineering
  • Study completed by third-party indicated without
    PM resources/planning, additional 400K
  • Project completed in 14 months, on task, under
    budget (total project cost 1.8M)

14
Kitchen Sink Syndrome
  • Refers to a type of discussion, usually an
    argument, chastisement, or reprimand that ranges
    over a broad spectrum of topics including
    "everything but the kitchen sink".
  • Can apply to any conversation, meeting,
    discussion, planning process, and party
  • In project management (more common usage) it
    refers to a project that has accreted more and
    more features as time progresses, to have
    "everything but the kitchen sink
  • Source Wikipedia

15
Overall Benefits of Project Management in Human
Resources
  • 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
  • Source HRPM Consulting Inc. 2004

16
Considerations of Project Management (PM) Related
to Human Resources (HR)
  • Partnership with HR Organization
  • PM role in IS/IT area dedicated to facilitate HR
    projects
  • Internal consulting relationship with HR
    Organization
  • PM role within HR Organization
  • External PM role consulting with HR Organizations

17
Benefits of a partnership with HR
  • Process, Control, Accountability, Responsibility
  • Proven, documented procedure
  • Clear expectations
  • Involvement as team member and stakeholder

18
Benefits of formal PM role in HR
  • Consistency in methodology
  • Consistency in process, documentation, procedure
  • Liaison between HR and IS/IT
  • Clear goals, objectives and methods
  • Effective communications
  • Meet deadlines and commitments
  • Formal metrics and reporting to upper
    management/project sponsors

19
Benefits of External Consulting with HR
Organizations
  • Fosters a formal, documented practice and
    methodology
  • Increases ability to align HR efforts with
    business unit needs
  • Unbiased relationship which affords business unit
    comfort and ease with meeting deadlines

20
HR SIG Services Resources Source HRPM
Consulting Inc. 2004
  • Website
  • http//sig.pmi.org/hr
  • General access to everyone to promote information
    sharing
  • Knowledge Centre (2H2004)
  • Repository of articles, presentations, speaker
    list, lessons learned and best practices
  • Members Only Section (2H2004)
  • Regular Communications
  • Quarterly eNewsletter
  • Weekly News Briefs
  • Webinars
  • Free / Discounted rates for HR SIG hosted events
  • Archives
  • Member Services
  • Weekly new member welcome
  • Membership Directory
  • Virtual networking
  • Worldwide network of HR and PM professionals
  • SIG Business Meetings
  • Held monthly

21
More Information and Support Source HRPM
Consulting Inc. 2004
  • Association of Project Managers (APM)
  • www.apm.org.uk
  • Over 13,500 individual and 240 corporate members
    throughout the UK and abroad. APMs key
    objectives are to develop and promote project
    management across all sectors of industry and
    beyond.
  • Project Management Institute (PMI)
  • www.pmi.org
  • Established in 1969 and headquartered outside
    Philadelphia, Pennsylvania USA, the Project
    Management Institute (PMI) is the worlds leading
    not-for-profit project management professional
    association, with over 125,000 members worldwide.
  • PMI Human Resources Specific Interest Group (HR
    SIG)
  • http//sig.pmi.org/hr
  • With over 220 members in 25 countries, the HR SIG
    was established in 2003 its mission is to
    advance the practice, science and profession of
    project management in Human Resources.
  • Source HRPm Consulting Inc. 2004
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