Project Management Human Resource Concepts

1
CONSTRUCTION PROJECT HUMAN

RESOURCE MANAGEMENT
HABCON CONSULT
in association with
Melaku Tadesse (Civil Engineer) PE, CM
Email- melakutdsse@gmail.com
Tel-251(0) 911232267
July 2013
Introduction
2
 Setting discussion Baseline: condense perceptions

and expectations of trainees
 What happens when people act alone and in group?
 What does it feel to be led and lead?
 In social environment
 In organizations
 Summary of Experiences of trainees in these two positions.
 So what does till like to work with people?
 Are there things that matter most to work with people?
 What do trainees expect to take home?
 Facilitators’ Summary: overview of topics and
expectations
Outline
3
 Part I: Concepts and Principles

 Management: Definitions/Interpretation/ &
Functions-interpretation
 Foundations of Human Resource Management
 The Roles of Culture, value, Attitude, Emotion element
 HRM System and Activities
 Recruitment and Selection
 Training and Development
 Performance Appraisal
 Pay and Benefit
 Relations
Outline
4
 Part II: Applications and Practices

 Roles and Responsibilities of a Project Manager
 Project Leadership
 Modeling the Functions: Managing the Works,
Resources, Contracts & Communications
 Project Team Management
 Managing Team Environment

 Conclusion
Vocabulary
5
 Defining words for communication

 Hard skills (mechanical ways)
 Soft skills (understand and manage behavior)
 Effective and Efficient
 Culture, Value
 Emotional Intelligence
Vocabulary
6
Right Wrong
Right
The way we do things
X ?
wrong
The things we do
7
Part I: Concepts and Principles

 Management: Definitions/Interpretation/ & Functions-
interpretation
 Foundations of Human Resource Management
 The Roles of Culture, value, Attitude, Emotion
 HRM System and Activities
 Recruitment and Selection
 Performance Appraisal
 Pay and Benefit
 Relations
8
 Management: Definitions & Interpretation

 Management is getting work done through other
people
Peter Drucker
 Management: Functions
 the social process of planning, organizing, leading and
controlling for the determination and achievement of
organizational objectives in a dynamic environment.
 Skills required: Hard (skills not related to feelings &
beliefs); Soft (skills related to feelings and beliefs) of
individuals and groups
9
 Foundations of Human Resource Management

 Culture, Values, Attitudes and Emotions
 Cultures and Values
 Culture is a complex mixture of assumptions, behaviours,
stories, myths, metaphors, and other ideas, that fit together to
define what it means to work in a particular organization.’
 Value what one conceives as desirable. Compatibility of
individual to the team and organization is what is desired
 Organizational Culture: the set of important understandings,
such as norms, values, attitudes, and beliefs, shared by
organizational members
 What is your experience about Project culture?
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•Basic underlining assumptions: Unconscious, taken-for-granted

Visible organizational
beliefs, perceptions, thoughts
Strategies, goals, philosophies
structures
and and processes
feelings (ultimate source of
values and perceptions)
•Espoused values:
•Artifacts:
Source: Schein’s Model

11
Resistance to
Many in Change
Few Out
New strategy,
TQM, BPR...
Initiatives Lack of trust,

teamwork, Low Result
openness,
 The jaws restrain output Can-do attitude
 McKinsey’s 7 – S
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Framework STRUCTUR
E
SYSTE
STRATE MS
GY
SHARED
VALUES
‘CULTURE’
STYLE
SKILL
S
STAFF
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Old New
Strategy Strategy
Old New
Structure Structure
Old New
Culture Culture
The Economics and Social Costs of
Low-Performance Cultures
14 12 Firms Average for 11 years
With out Performance With Performance
Enhancing Cultures Enhancing Cultures
(%) (%)
Revenue growth 682 166
Employment Growth 282 36
Stock Price Growth 901 74
Tax Base(Net Income) 756 1

Growth
Corporate Culture Performance John P.

& Kotter
15
•Foundations of Human Resource

Management
thought
• Culture, Values, Attitudes and Emotions
behavior
attitude
16

 Culture, Values, Attitudes and Emotions
 Emotions : short lived feelings such as pleasure, anger,
 Helps to develop vision and motivate or energize others ,
 Encourage creativity and innovation because people having
these challenge status qua and are willing to take risks of
failure rather they learn and work hard to succeed
 Helps to build trust and cooperation
 Note: success of most people (some say 85%) are due to
emotions than skills.
 What may participants say to this?
17

 Motivation
 Motivation is an urge or drive which impels a person to act
in a particular direction to achieve a certain goal.
 Bases: various studies claim that it is based on needs.
Physiological needs which are finite in nature are referred
as primary while socio-psychological needs which are
infinite as secondary needs.
 There are different theories of motivation amongst which
only three are considered here. Viz. Maslow’s Hierarchy of
Needs , Herzberg’s Hygiene Factors and, X-Y theories.
18
o Hierarchy of Needs Self Actualization

Needs
Esteem Needs
Belongingness
Needs
Safety and
Security
Physiological
Needs
19
Motivator Hygiene Factor

The Job Itself Environment
 Achievement  Policies and
 Recognition for administration
accomplishment  Supervision
 Challenging work  Working conditions
 Increased responsibility
 Money, Status ,
 Growth and Development
security
20
Theory X Theory Y
1. Work is distasteful to most people 1. Working is as natural as play, if the
2. Most people are not ambitious, conditions are favourable
have little desire for responsibility, 2. Self-control is often indispensable in
and prefer to be directed achieving organizational goals
3. Most people have little capacity 3. The capacity for creativity in solving
organizational problems is widely
for creativity in solving
distributed in the population
organizational problems
4. Motivation occurs at the social,
4. Motivation occurs only at the esteem, and self actualization levels, as
physiological and security levels well as at the physiological and
5. Most people must be closely security levels.
controlled and often coerced to 5. People can be self-directed and
achieve organizational objectives. creative at work if properly motivated.
21
Maslow Herzberg
Self-Actualization Work itself
Motivational
Achievement
possibility of growth
Esteem Advanced Recognition

Status
Hygiene Maintenance
Social Interpersonal relations
Superior subordinates
Peers supervision
Safety Company policy and
Administration
Job Security
Working Condition
Physiological Salary
Personal life
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Type A: American:
short-term
employment
individual decision
making
individual
responsibility
rapid evaluation
and promotion
explicit formalized
control
specialized carrier
path
segmented concern
for employees
Type Z: Modified
Long-term
employment
collective
decision making
individual
responsibility
slow evaluation
and promotion
implicit
informal control
with explicit
formalized
control
moderately
specialized
carrier path
holistic concern
for employee,
( including
family)
Type J: Japanese
life-time
employment
Consensual
decision making
collective
responsibility
slow evaluation
and promotion
implicit informal
control
non-specialized
carrier path
holistic concern for
employee
23

 Evaluating the Role of motivation: Do you think you
can agree on the following summary?
 people tend to follow those whom they see as providing a
means of achieving their own desires, wants, and needs.
Thus the leadership should be encouraging for them to
develop willingness to work with zeal and confidence.
 But what makes people willing? Motivation!
 What motivates people? Satisfaction!
 When are they satisfied? When their needs and motivating
factors are satisfied?
 What do you think motivates you most? And others?
Summary discussion…1
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 So you want to invite people to work with you?
 Do you think you know WHAT MATTERS MOST

to your target group?
 Do you think you can make the best mixes of

behaviors and technical skills out of the individuals
you are planning to involve?
 What is your plan regarding your stakeholders?
The works side and the resource side
25
•HRM System and Activities

(process)
HR
Recruitment Selection
Planning
Training &
Socialization
Development
Performance Promotion, reward,

transfer, Demotions,
Appraisal and Separation
26
 HRM System and Activities

 The Process is desired to prove effectiveness.
Harvard researchers proposed a model called ‘four C’

model.
 Competence: skill and knowledge
 Commitment: demonstrated duty to perform task
 Congruence: is there trust and common purpose b/n
managers and employees. Low level of trust and
common purpose are signs of incongruence
 Cost Effectiveness: are HRM policies effective when
evaluated in terms of wedges, benefits, turnover,
absenteeism, strike
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Part II: Applications and Practices

 Roles and Responsibilities of a Project Manager
 Project Leadership
 Modeling key Functions: Managing the Works,
Resources, Contracts & Communications
 Project Team Management
 Managing Team Environment

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 Overview of project management

 Significance of Project Management for organizations may
vary depending upon the type of organization.
 For some project may be a means to achieve strategy,
 For some the business base itself may be project
based
 Some companies may use ‘project type’ (projectized)
operation to execute some tasks
a Contractor’s Perspective of PM is:
 to Execute the works to the satisfaction of his client(s)
(quality, time & budgeted cost) by mobilizing the necessary

resources and managing stakeholders
29
Overview of project management


Basic characteristics of a project

 No two projects are the same; if so what does company
experience matter?
 Project is a change process; is your company in a position
where it can fit to incoming project scenario?
 Project management is influenced by company strategy,
structure, system and culture. But can one evaluate the
influences of these?
30
 Overview of project management

Some skills and environmental inputs to PM
 Team orientation keeping individual contributions up
 Empowerment: prevalence of enabling environment and
competence and commitment of individuals involved

 Compatibility of Core values of employees to that of
the company
 Adaptability to project changing environment
 Alignment to project objective organizational strategic
intent and direction

 Interest to please customers and other stakeholders
31
 Roles and Responsibilities of a Project Manager

 Roles
 commercial or entrepreneurial role
 human or team leader role
 technical role
 figurehead role
 decisional and negotiation role
 Responsibilities: To execute the project in accordance
with the given specification within the budgeted time and
cost
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Project Objective key Constraining Factors
Bu
dg
e
e
m
te
Ti
d
Co
PROJECT
Specification st
33
 Project Leadership
 Functions (Tasks)
 Management of Works,
 Resources,
 Contracts, and
 Communications
What Knowledge (education, training, experience), attributes

and behavior do these functions may require?
34
 Project Leadership
 Construction Project Management may be grouped in
to three basic functions (tasks): the management of
works, resources, and contract
Resourc Works
e
Contract
35
•Project Leadership
Communic
ation
Resources Works
Contract
36
 Planning the works, Resources, Contract
 Management of Works
 Time
 Quality
 Management of Resources
 Cost
 Contract Management
 Risk
37
Project Leadership
Planning: defining works, resource needs and setting
performance standards
Opti
Opti
on
on 1
1
Opti
Opti
on
on 2
2
C-1
Opti
Opti
on
on 3
3
Present C-2
Previous C-3
position
38
Project Leadership
Planning:
 Involves selecting missions and objectives and the
actions to achieve them; it requires decision making
,that is, choosing from among alternative future course
of action.
 Bridges the gap from where we are to where we want to
go.
 It is inseparable from control.
Types: Strategic, Operational, tactical

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 Planning helps set performance standards answers questions
such as the following
 what will be done both in the long and short run.
 what resources will be required for the achievement of

objectives.
 How it will be done i.e., formulation of strategies, policies,
programmes as well as determination of tasks, activities

 Who will do what assigning responsibilities to different work
units down to individuals.

 When it will be done determining sequence and timing of
performance.
 Scheduling is fitting activities in to time scale
40
Strategic Plans
Operational Plans
Single Use Plans Standing Plans
Programs Policies
Budget Procedures
Projects Rules
Planning hierarchy
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 Planning the works and determining HR
requirement
 Document Study
 Site Investigation
 WBS
 Defining Activities, determining method of
work, resources and durations of activities
 Define project workforce needs (management
and labour requirements)
42
 Planning the works and determining HR requirement
 Document Study
 The project manager (project lead team) naturally needs to
know the full picture of the works including the environment
where it is to be implemented. To know the work and its
environment it requires to make desk study, as one of the
basic ways, using project’s plans, BoQs, specifications,
contract conditions; relevant codes, regulations and other
legal documents; local social and natural environment;
publications and any written material sources.
• Internal technical and management related documents and
practices (company culture) have also to be referred
43
 Site Investigation
Even if site survey (investigation) was made before bidding
for various reasons it is necessary for the project team to
visit, collect data (information) and also decide on some
key aspects of mobilization and establishment. Among the
things that need to be ascertained at this stage are:
identifying local inputs , access to utility lines, safety and
health issues; site office (and camp) location, social
(culture) and environmental factors; status of work site
(right-of-way) to start temporary and permanent works;
accessibility to all points of physical locations and others
44
 WBS: it is the splitting of project work into types and hierarchies
until reaching to the desired smaller identifiable levels
 done by dividing the project work into areas, sectors or tasks
groups or a combination of these which are further subdivided into
work packages, activities and operations or processes in hierarchical
order till the desired lower level is reached
 The desired lower level may be that, for which time and resource can
be estimated for and responsibility can be given to an individual or
group for periodic report and accountability.
 The hierarchical breaking down of the works is done mainly based
on size, complexity, proximity or/and phase of completion required
by contract
45
 The resulting WBS may require the following
organization
TASK 1
EW STR
FINISNHING
EXCAVN HAULE FWK FILL RE-BAR CONCRETE
46
 Organizing the works and determining HR requirement
 Organization Breakdown Structure (OBS) is a responsibility level
established by dividing and grouping of project works into
manageable sizes.
 The most common factors for breakdown and grouping into
responsibility centers are type, size, proximity and complexity of
project works; and in some cases time and resource size may also
be factors
 At some level the works may be organized by work packages such as
earthwork, concrete etc
 The organizing process of the works integrates the organizational
hierarchies of responsibility centers with the work packages
/activities/ of the physical WBS
47
 Sample Intersection of OBS with WBS and

Responsibility centers
PM
OBS
CE A&F
SE1 OE Materials MCH

EW Masonry
SE2 Concrete
SE3
WB
S
48
Functional
vs. Process GM
Asst
D1 D2 D3
Process
49
 Planning and Scheduling of Project Resources
Main Categories include:
 Human,
 Material,
 Equipment,
 Sub-contractor
 Cash flow requirement
 Following the planning and scheduling processes of the
works Acquisition, Utilization and Release of resources
after completions of respective activities and subsequent
closure the project in question
50
 Human Resource
 Classify & identify core & support area requirements
 The type of profession and/ trade including skill levels
are determined to meet the stated quality
 Standard crew sizes of key trades with the
corresponding planned out put is determined first; and
with this input the number required to meet the time
limit set is decided
 Mobilization schedule prepared to avoid or mitigate idle
time due to early arrival to the work site or delay to an
activity or work package due to late arrival
51
 Human Resource
 Prepare Job descriptions and specifications based on an
optimized project organization structure
 Set guidelines for Recruitment, selection, induction
and placement considering internal & external factors
 Set a Transparent & Fair performance appraisal
system
 Set systems and procedures to Act timely and fairly
on feedbacks of employees’ performance evaluation
results
52
 Leading HR: mobilization, coordination and
enhancement of productivity and quality
 Conduct project kick-off meeting
 Create awareness and set project level SMART goals
 Work out and agree on individual and crew/team/
performance standards of human, equipment and materials
 Build motivated teams
 Enhance creativity and innovation to assure continuous
improvement
 Enhance productivity/individual and crew/
53
 Leading HR: mobilization, coordination and enhancement of
productivity and quality
 Record and Conduct performance evaluations of individuals and
crews/teams/
 (self, supervisor, peer, subordinate evaluations may be optimized)
 Conduct periodic performance review meetings

 Conduct needs assessment of employees (HR manger’s work
 Work on the feedback of the evaluation process as appropriate and
per company’s guideline
 Improve on systems, methods, equipment and tools
 Reward/reprimand, organize appropriate training, transfer, release
(let go)
Discussion Summary… 2
54
 Discussion to identify and establish consensus on

the domestic practices related to the following
 Project workforce need determination process: input
out puts
 Recruitment and selection practices
 Of employees, piece rates and subcontractors
 Performance appraisal practices
 Parameters for (behavioral and result) measurement
 Magnitudes or weights recommended to each
 Challenges in building payment by result system for,
individual, crew and project performances
55
 Project leadership
 Project Team Building
 Workforce mgmt: define needs, acquire, use,
release
 Enabling individuals and groups
 Delegation, authority, power and empowerment
 Managing own and Teams’ Times
 Performance Management
 Stakeholder mgmt: identify, build trust &

cooperation, exit with image
2. Construction Project Site Resource
Management
56
 Project Team Building (forming and leading)
 Since project is organized with a temporary team it is
essential to work on building quality team
 Through building stable team reduce HR turnover to
keep productivity increasing
 Team building takes time as it passes through forming,
storming, norming, performing, and adjourning stages
 meeting at least the expected productivity from
individuals or standard crew and also trying to go
beyond
57
 Project Team Building (own force)
 Team: ‘a small number of people with complementary skills
who are committed to a common purpose, set of
performance goals, and approach for which they hold
themselves mutually accountable.’
 SMART Teams can achieve their goals.
 Team Cohesiveness: the degree of solidarity and positive
feelings held by individuals toward their group.
(Interdependence and sense of achievement among
members.)
58
EFFECTIVENESS
tion n t… ion y
lec me lu t rg l in e
l ch so ne c
Co
tre
n Re Sy De
En TIME
59
 But first, who is the team leader (the project
manager)?
Qualification requirement of a PM depends on the
 Nature of project
 Size of project
 constraints under which he is required to work
Rate the project then
Rate the project manager
60
• Character: recommended attitude of a PM
 Attitude:
- desire to delight customer;

- accept challenge and responsibility;
- desire for best use of resources;
- Goal focused;
- has integrity;
- flexible about the route to his target;
- has personal goal consistent with organizational goal ...
61
• Skill: recommended skills of a PM
- technical knowledge;
- team motivator;
- able to delegate;
- manage his time ;
- balance stake holders’ perception;
- negotiator;
- problem solver ...
62
Role compatibility:
 responsibility, authority, accountability
 credibility
– the firm must stand behind the
PM’s decision
 responsibility with authority

 Compatibility
 authority with accountability
63
Cerebral Mode Thinking Processes
A Upper Left Upper Right
Logical Conceptualiser
Analytical Holistic
Processes
Right
Thinking Processes
Right Mode
Fact Based Intuitive
Quantitative Integrating
Mode Thinking
Problem solver Synthesising
Mode Thinking
Mathematical Artistic
Thinking Process
Lower Left Lower Right
Controlled Interpersonal
Left Mode
Organized Feeling based
Process
Sequential Kinesthtic
Left
Planned Emotional
Detailed Spiritual
Conservative Musical
Limbic Mode Processes
64
Project leadership
Project Team Building (own force)
• A – Logical, analytical, problem solving
PM. – Interested in technical issues of the
project;
- Analyse status report
- Keen on pb. Solving
Sees trees unaware of the forest
65
Project leadership
 The Role of Project Manager
B. - Organizational, administrative, conservative,
controlled, planned
• PM.- Focuses on detailed plan of the project
- keep everything organized & controlled
C – Interpersonal, emotional, spiritual, talkative,
people oriented
PM. – Focuses on people; on inside – outside
relationship building
66
•Project leadership
• Project Team Building (own force)
• D – Artistic, holistic, imaginative, conceptualize
PM. – ‘Big – Picture’ good strategic thinker
but needs ‘B’ to turn plan to practice
Sees the forest not branches of the tree

Note:
• This model was developed by Ned Herrmann to measure the
preference to thinking NOT one’s ability
• It is referred as Herrmann Brain Dominance Instrument (HBDI)
67
Project leadership

Note:
68
•Project leadership
• Project Team Building (own force)

Note:
69
Project Leadership

“Summary” of basic skills include
technicalskill
conceptual
human skill
Attributes:
What a PM needs to (should) have? Knowledge, experience,

attributes…
Qualification requirement of a PM depends on the
Nature of project
Size of project
constraints under which he is required to work (behavioural )
70
 Project Team Building
 Subcontractor(may include fully or partly materials included or labour
only)
Define requirement which may include technical &
financial; safety and health; insurance coverage
Set selection criteria: usually technical competence & trust
Assure transparency and fairness in the interest of the
work and business good will
Establish clear quality assurance, work measurement
and over all work rule to assure value for money
In labour contract wastage of input & rework are key
danger areas
71
 Group Discussion
 Review
 Planning Project HR of all types: direct, support; own force,
piece rate/subcontract
 Organization structure: (Resource Based Structure), WBS,
Project Responsibility Centers and Cross functional teams and
quality circles
 Job summaries of key positions and corresponding Key
qualifications
 Team lifecycle process
 Individual and team/crew performance practices and areas of
improvement
 Action plan for identified outcomes
72
 Managing Team Environment

 Camp Administration: show concern about the
living environment of your workforce make frequent

observation to be informed about life in camp.
 Drive/Walk Around and Listen individuals people
through making field, camp and office tours at

convenient times
 Lead your team by identifying what matters to
them and to the project and where they can converge:
Learn where/what leaders and mangers focuses are
73
Leader Manager
 Concur the context  Surrender to them
 Innovates  Administrates
 Is an original; originates  Is a copy; imitates
 Develops  Maintains
 Focuses on people  Focuses on systems and structures
 Inspires trust  Relies on control
 Has long-range perspective  Has shot-range view
 Asks what and why  Asks how and when
 Has his eye on the horizon  Has an eye on the bottom line
 Challenges status quo  Accepts status quo
 Does the right things  Does things right
74
Optimize your project environment

Personality, Leader
position,
expertise,
etc
task,
Values,
Stress,
norms,
Environment,
cohesiveness
etc
Situation
Follower
75
9 High
(1,9) (9,9)Team
Country
Concern for People
club Management management
5 Middle-of-the-Road
Management (5,5)
Impoverished
Management Authority-Compliance
Management
1
1,1 (9,1)
Low
0 Low 2 4 6 8 High 10
Concern for Results

Define What /where you need to improve?
76
Plan and Manage desired changes
77
• Understanding Frame Work of Planned Change

Process
Status quo Desired future state
Change
Change Drivers Resisters
78

 Decision Making and Problem Solving
 A problem is defined as deviation from plan
 Practically both are more or less similar
 Both require decision either to give remedy to what
already happened or to avert what is happening

presently or what may happen in the future
 Decisions may be made following preset framework
or through creative process

 Decisions may be made based on intuition (gut
feeling) or following rationales

79

 The rational itself may be made through identification
and evaluation of different alternatives or with respect
to compliance to specific parameter
 The decisions may be made under certain, risky and
uncertain circumstances
 Decisions are affected by the values of the decision
maker
 Group decision making has both positive and negative
aspects
80

 MIS supports the day-to-day operational and tactical
decision making needs of individuals
 Information provided through MIS may be in the form of
reports (daily, weekly, monthly or desired period), or
special analytical outputs
81

 Communication process has two phases:
transmission and feedback which proceeds until
understanding is reached in the minds of both
Transmission phase
Sender
Sender Encode Mediu Receiver
Thought d Reception
m decodes
message
Sender Encode
Sender Receiver
now Medium d
now Receiver
Receiver message
now Sender
decodes
decodes
Feedback phase
82

 The Role of Media in Communication
High carrying and most

Face-to-face
enabling Media
Spoken electronic
transmission
Personally addressed
Written
Lowest carrying and Least

enabling Media Impersonal Written
83

 Negotiation
 Much of a project manger’s time is spent on communication
and much of it goes to resolving issues with:
 Staff
 Consultants
 Client
 Head office various functional units
 Suppliers
 Regulatory
 Community…
 If so what skill do you think help you to be good negotiator?
84

 Conflict Management: why teams may not working
 Conflict Between and Within Teams arises when values,
perspectives and opinions are contradictory in nature and
haven't been aligned or agreed.
 Paradox of individuality: members might feel that their
individuality might be threatened; say their strength.
 Paradox of Authority: members diminish their power.
 Paradox of regression: Members join to ‘become more’
the group asks the individual to be less for the group to
become more.
 Paradox of Identity- fear of loosing individuality such as
skill, outlook
85

 Conflict Between and Within Teams……continue
 Paradox of Disclosure: tendency to disclose only what
a member thinks that others will accept
 Paradox of Trust: members must trust the group
 Paradox of Creativity: group must change to survive-
individuals have difficulty to comply to changes or don’t want
 Types of Managerial Actions that Cause Workplace Conflicts
 Poor communications
 The alignment or the amount of resources is insufficient
 "Personal chemistry", including conflicting values or actions
among managers and employees
86

 Conflict Between and Within Teams……continue
 Leadership problems, including inconsistent, missing, too-
strong or uninformed leadership (at any level in the
organization
 Avoiding conflict,
 Employees see the same continued issues in the
workplace.
 Supervisors don't understand the jobs of their
subordinates.
87

 Conflict Management
 Managerial Actins to be taken are:
 Regularly review job descriptions
 Intentionally build relationships with all subordinates.
 Get regular, written status reports and include:.
 Conduct basic training about:
 Develop procedures for routine tasks and include the
employees' input.
 Hold regular management meetings to communicate new
initiatives and status of current programs.
 Consider an anonymous suggestion box in which employees
can provide suggestions
88

 Conflict Management
 Ways to Deal With Conflict
 Forcing - using formal authority or other power that you possess to
satisfy your concerns without regard to the concerns of the party that you
are in conflict with.
 Accommodating - allowing the other party to satisfy their concerns
while neglecting your own.
 Avoiding - not paying attention to the conflict and not taking any action
to resolve it.
 Compromising - attempting to resolve a conflict by identifying a
solution that is partially satisfactory to both parties, but completely
satisfactory to neither.
 Collaborating - cooperating with the other party to understand their
concerns and expressing your own concerns in an effort to find a
mutually and completely satisfactory solution (win-win).
89
Competition Collaboration
Concern for self
Compromise
Avoidance Accommodation
Concern for others

Discussion Summary ---3
90
 Reflections and practices of trainees

 Project team building process practices
 Team and individual Empowerment practices
 Individual and team based Problem solving and decision
making practices
 Common causes of project level team and project main
office conflicts
 Best practices in resolving both
 Negotiation practices with key stakeholders
 Communication management practices: project & H/O
 Change and change management at project and main office
Discussion Summary ---3…cont’d
91

 Time and Meeting Management
 “For a project time is of the essence!” what do
trainees understand and perceive form this saying?
 Discussion on managing own, works’ and team’s time
 Discuss how to avoids time wasters
 Identifying, planning and implementing important
and urgent routine matters
 Examples of effective meeting management
 The role of meeting in communication
92
 Signs of Trouble in HRM

 Loss of productivity
 Wastage and damage to resources
 Absenteeism
 Turnover
 strike
What do trainees say on these? Identify best practices?

93
 Bonus: Quality Management of HR

 Introducing Quality Circles & TQM
 Planning, organizing and understanding each activity.
This must be the work of each individual at each level
 For a project to be effective each part of it must work
‘properly’ together towards the same goal
 Each affects the quality of the other and in turn affected
by others. Quality output of each saves production time
 Lives of the people involved saved from being wasted
effort on a defective product.
Conclusion and Discussion….4
94
 Key Summary
 Reflections of trainees on the various team
environment factors discussed
 Project and its environment: flexibility and stability
 End of discussion perceptions of trainees on the role of
behavior and competence
 What one or two things that each trainee considers as most
essential that can help to hire and keep best employees in
domestic road construction projects
95
Amesegnalehu!

Project Management Human Resource Concepts

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1

CONSTRUCTION PROJECT HUMAN

 Setting discussion Baseline: condense perceptions

 Part I: Concepts and Principles

 Part II: Applications and Practices

 Managing Team Environment

 Defining words for communication

Part I: Concepts and Principles

 Management: Definitions & Interpretation

 Foundations of Human Resource Management

•Basic underlining assumptions: Unconscious, taken-for-granted

Source: Schein’s Model

Initiatives Lack of trust,

Revenue growth 682 166

Employment Growth 282 36

Stock Price Growth 901 74

Tax Base(Net Income) 756 1

Corporate Culture Performance John P.

•Foundations of Human Resource

 Foundations of Human Resource Management

 Foundations of Human Resource Management

o Hierarchy of Needs Self Actualization

Motivator Hygiene Factor

Esteem Advanced Recognition

 Foundations of Human Resource Management

 So you want to invite people to work with you?

 Do you think you know WHAT MATTERS MOST

 Do you think you can make the best mixes of

•HRM System and Activities

Performance Promotion, reward,

 HRM System and Activities

Harvard researchers proposed a model called ‘four C’

Part II: Applications and Practices

 Managing Team Environment

 Overview of project management

(quality, time & budgeted cost) by mobilizing the necessary

Overview of project management

Basic characteristics of a project

 Overview of project management

 Empowerment: prevalence of enabling environment and

competence and commitment of individuals involved

 Alignment to project objective organizational strategic

intent and direction

 Roles and Responsibilities of a Project Manager

Project Objective key Constraining Factors

What Knowledge (education, training, experience), attributes

Types: Strategic, Operational, tactical

 what resources will be required for the achievement of

programmes as well as determination of tasks, activities

units down to individuals.

Single Use Plans Standing Plans

 Sample Intersection of OBS with WBS and

SE1 OE Materials MCH

 Conduct periodic performance review meetings

 Discussion to identify and establish consensus on

 Training and Development

 Managing own and Teams’ Times

 Stakeholder mgmt: identify, build trust &

- desire to delight customer;

 responsibility with authority

Organized Feeling based

Sees the forest not branches of the tree