Project Management in Human Resources

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

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.

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

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.

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

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

Whats Consistent in HR today?

PLANNING!

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.

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.

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)

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

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

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

Benefits of a partnership with HR

Process, Control, Accountability, Responsibility Proven, documented procedure Clear expectations Involvement as team member and stakeholder

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

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