SYNOPSIS

ROLE OF HUMAN RESOURCE MANAGEMENT IN

PROJECT MANAGEMENT OF SOFTWARE COMPANY
@
Wildnet Technologies Pvt. Ltd

UNDER SUPERVISION OF:

.

SUBMITTED BY

NAME

ENROLLMENT NO

STUDY CENTER CODE :

STUDY CENTER NAME:

In Partial Fulfillment of the Requirement for the Award of the Degree

of Master of Business Administration (Project Management)

ROLE OF HUMAN RESOURCE MANAGEMENT

IN PROJECT MANAGEMENT OF
SOFTWARE COMPANY
Under Supervision of

Submitted By:
Name

Programme

Enrolment No.

Name of Study Centre

ROLE OF HUMAN RESOURCE MANAGEMENT

IN PROJECT MANAGEMENT OF
SOFTWARE COMPANY

TABLE OF CONTENT

TOPIC

PAGE NO.

1. Introduction ...5
2. Review of literature...9
3. Objective of the Study.....13
4. Research Methodology.....14
5. Bibliography ..16
6. Questionnaire......18

INTRODUCTION
The past three decades have been marked by rapid growth of the software
industry. The necessity to find better ways to produce software products of high
quality and within budget has lead to considerable research efforts investigating
new means for improving an organizations ability to plan, forecast, manage,
implement, and control its activities in projects where people and their
capabilities have a major impact on project performance and its quality. Thus,
the research community has provided organizations with a considerable variety
of software process models, project management techniques and tools.

Nevertheless, there is general recognition, both in academia and practice [5, 9,

and 10], that the existing software process models have had little practical effect
on the design and effectiveness of software processes where human resource is
a critical variable. There are several benefits that have been suggested for
utilizing process modeling [6,11]. The main ones are (but not limited to):
facilitating reasoning and communication about the process; analyzing,
studying, controlling and managing the process; and determining ways in which
the process may be improved. It is acknowledged that software projects have to
be conceived under very tight technological, cost, time, human resource, and
many other constraints, that define the limiting conditions of process
development. However, contemporary process models ignore the impact of
human, organizational, social and other aspects on software development and
describe observable activities (for software creation and evolution) in ideal
conditions. This fact determines the primary limitations of these approaches to
process development [10, 4]. Existing process models [8, 2, 1] represent various
projects goal(s) and this defines an ordering of project (tasks) activities. In
contrast with software process models, project management deals with
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resources. Moreover, it is used as a means to provide planning, organization,

direction and control of resources in order to meet an organizations objectives
by a specific date and within a well-defined budget. Project management
involves the application of limited resources to the completion of tasks in the
most effective and efficient manner. A pivotal problem of project management
is to find the best trade-offs among resources. Support for the co-ordination of
people, tasks, equipment, products, time and money is provided by project
management scheduling. Therefore, a specific incorporation of project
management scheduling into process modeling frameworks may eliminate the
primarily limitations of existing process models.

Company Profile

Wildnet Technologies Pvt. Ltd. is a young, dynamic SEO company which

started out in Noida, India with a small staff in 2005. Five years down the line,
our team now numbers over 200 members and the company has an average
annual growth rate of 120%. We offer outsourcing solutions which effectively
answer your business needs, freeing up your resources for core functions.

At Wildnet Technologies, we are committed to meeting your process

specifications and quality expectations. Our multi-functional teams take pride in
doing the job right for you the first time.

Wildnet Technologies is ISO 9001:2000 certified. We are also Google Adwords

qualified professionals. We aim to forge a long-term business relationship with

you, serving your requirements and partnering you on a mutual growth path.
Our Mission
We use ethical methods to raise your websites search engine visibility within
the shortest possible timeframes. Our employees are committed to going that
extra mile for you. We work hard to ensure that your business receives the best
quality leads and conversions from prospects visiting your site.
Our Clients
Our client list contains names from Fortune 200 companies, including Microsoft
and Virgin Mobile. Among the other household names we have done business
with, we count Fidelity, Choclate.com, Intelex, Total Med India, Crystal Travel
UK, Mermaid Designs, etc.
We have more than 950 completed projects under our belt. Currently, were
handling 550+ accounts.
Our Services
We have a number of service options on offer to boost your ranking on Search
Engine Results Pages (SERPs):

Search Engine Optimization (SEO)

Social Media Optimization (SMO)

Pay Per Click (PPC)

Link Building

Web Designing

Web Development

If you need a strategic partner to drive your online marketing initiative into the
stratosphere.

REVIEW OF LITERATURE

According to Adnane Belout[13]Today, human resource management (HRM) is

being renewed in organizations and gradually affirming its strategic role.
However, the results of an empirical study conducted by Pinto and Prescott
[Journal of Management 14 (1988) 5] within a context of project management,
contradict this trend. These authors concluded that the Personnel factor was
the only factor in their research that was marginal for project success. This
paper attempts to retest their conclusions in rethinking issues of validity of the
measures used in their study. In line with research by Tsui [Human Resource
Management 26 (1987) 35; Administrative Science Quarterly 35 (1990) 458]
and some of Belout's recommendation [International Journal of Project
Management 16(1) (1998) 21], the construct validity of the human resources
factor has been examined and a model proposed. Results show, first of all, that
although there was a link between project success and the Personnel factor
(based on the correlation analyses), this factor did not have a significant impact
on project success. Our results tend also to confirm that the relationships
between the independent variables and project success will vary according to
life cycle stage. The results also show that for three distinct structures
(functional, project-based and matrix), the Management Support and Troubleshooting variables were significantly correlated with success. Finally, this study
confirm a moderating effect between the independent variables and project
success, depending on the sector studied. All in all, this research adds another
step in conceptualizing HRM in project context which is still very rudimental.
In this sense, researchers should, in the future, improve the construct validity of
the Personnel variable by improving the psychometric properties of the
questionnaires used in the project management context. This study also shows
the problem of multicolinearity, which appears to be excessive in the use of PIP.
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Finally, a fundamental question is posed: does HRM in the context of project

management have specific characteristics that make its role, social
responsibility and operation different from the so-called traditional HRM?

According to David E Guest said that Human resource management (HRM) is

a term which is now widely used but very loosely defined. In this paper it is
argued that if the concept is to have any social scientific value, it should be
defined in such a way as to differentiate it from traditional personnel
management and to allow the development of testable hypotheses about its
impact. Based on theoretical work in the field of organizational behavior it is
proposed that HRM comprises a set of policies designed to maximize
organizational integration, employee commitment, flexibility and quality of
work. Within this model, collective industrial relations have, at best, only a
minor role. Despite the apparent attractions of HRM to managements, there is
very little evidence of any quality about its impact. Furthermore very few UK
organizations appear to practise a distinctive form of HRM, although many are
moving slowly in that direction through, for example, policies of employee
involvement[14].

According to Adnane Belout University of Montreal, School of Industrial

Relations, Montreal, Canada[15] Project management strategy research has
focused on the effects of structure and planning operations (such as budgets,
date completion and quality) on project success. In the past, projects have been
managed as technical systems instead of behavioral systems. Relatively little
attention has been paid to human resource factor. However, the Project
Management Institute in its official definition of Project Management Body of
Knowledge (P.M.B.K.) included human resource management as one of the six
fundamental basic functions of project management.1 In this arena which lacks
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theoretical foundation, a relatively recent study made the situation even worse.
Pinto and Prescott (1988) concluded that the Personnel factor (independent
variable) was the only factor in their research that was marginal for project
success (dependent variable). This paper takes a critical look at this research and
attempts to respond to their controversial findings. The main objective is to
improve the thinking aspects and to highlight the validity of the measures used.

People are the backbone and most valuable resource for successfully executing
any project. To survive and grow in the 21st century, project management
practitioners must learn and use appropriate interpersonal skills that inspire all
those involved in a project. This book offers practical guidelines that can be
used to develop and implement the practices of communication, motivation,
negotiation, conflict resolution, conflict and stress management and leadership.
Human resource Skills for the Project manager is Volume Two of the Human
Aspects of Project Management Series[16].
A model for developing and implementing human resource management
strategies incorporating both an external fit (human resource management fits
the developmental stage of the organization) and an internal fit (the components
of human resource management complement and support each other) is
proposed. Human resource management is seen as having five developmental
stages and six strategic components. These are combined to form the Human
Resource Strategic Matrix. The implications of these ideas for research and
practice are discussed.
According to Andrew Longman, HR executives can take the lead in helping
their organizations excel in increasingly important project work. Among other
issues, they need to ensure employees understand the strategic relevance of the

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specific projects and need to create performance systems and cultures that
reward involvement on project teams.
One key change that has largely eluded the attention of management gurus is the
shift in how work gets done. The modern enterprise has become project driven
and this change presents significant new challenges and opportunities,
especially for HR professionals.
Project work comes with a package of idiosyncrasies. No two projects are
exactly alike. Project teams rarely rotate intact from one project to the next.
Talent is added and subtracted as needed or as it is available. Similar needs are
often met with dissimilar solutions.And projects tend to be "green field"
activities, without benefit from previous "lessons learned." Excelling at
managing projects and people requires a broadly embedded understanding of
how effective project work happens and of the new behaviors needed for
success. It is a challenge for which HR professionals are uniquely suited.

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OBJECTIVES OF THE STUDY

1. To find the Role of the HR in Successful path of the Project.

2. To find the role of HR in knowledge Management and Development if
Human Resource plan.
3. To find the role of HR in evaluating the performance of Staff.
4. To find the role of HR to arrange short term training employees the success
of project by increasing the skill.
5. To find the HR role in Review the project Management schedule to
determine what changes have occurred.
6. To find the role of HR in defining Project Term structure.

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RESEARCH METHODOLOGY

The current chapter deals with the research methodology adopted in the present
study indicates the selection of sample respondents, collection of data, choice of
statistical tools for analysis of data, in addition to pointing out limitation of the
study.
Methodology adopted
The research is aimed at studying the Role of HR in project management at
WildNet Technologies, NOIDA.
Research design:
The design for this study is descriptive. Since the study will conducted to find
the attitude of employees towards role of HR in project management. This is a
company as we discussed profile of company, which dealing in software
Development,website Development and Seo There is no branch of company
outside NOIDA till date; so there is a limitation for research.
Sampling plan:
Sampling is an effective step in collection of primary data that influences the
quality and correctness of the result. The scope of the present study is limited to
one city i.e. Ahmedabad city.
Sample size:
The sample size is so selected to give the true picture of the problem. 40 middle
level and high level management employees of the company will be randomly
select.

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Sampling techniques:
Convenience sampling shall be used to conduct this study. Under this technique
sample of respondents will be chosen to the convenience of the respondents.
Sources of primary data and secondary data:
In this study, sample survey will be conducted both primary as well as
secondary data were used. The primary data is collected by structured
questionnaires, Interview and Observation method. Brief information is
collected regarding different attributes to be considered and questionnaire
contained both open ended, close ended and ranking questions. The secondary
data is obtained from magazines, journals, and internet and from various books.
Here I would like to use two types of Questioners, one for Employees and
another one for Clients.

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BIBLIOGRAPHY
1. Basili, V.R. and Turner, A.J., Iterative Enhancement: a Practical
Technique for Software Development, IEEE Transactions on Software
Engineering, SE-1, (4),(1975) 390-396
2. Boehm, B.W., A Spiral Model of Software Development and
Enhancement, IEEE Computer, No. 21, (1988) 61-72
3. Conway, R.W., Maxwell, W.L., and Miller, L.W.: Theory of Scheduling,
Addison- Wesley Publishing Company, (1967)
4. Curtis, B., Hefley, W. and Miller, S., People Capability Maturity Model
(CMU/SEI- 95-MM-02), Pittsburgh, A: Software Engineering Institute,
Carnegie Mellon University, 1995.
5. Dowson, M., Software Process Themes and Issues, Proceedings of the
2nd International Conference of the Software Process: Continuous
Software Process Improvement, Berlin, Germany, (1993) 54-62
6. Kellner, M.I. and Hansen, G.A., Software Process Modeling: A Case
Study, Proceedings of the 22nd Annual Hawaii International Conference
on System Sciences, Vol. 2, (1989) 175-188
7. Meredith, J.R. and Mantel, JR, S.J., Project Management: A Managerial
Approach, John Wiley&Sons, Inc., (1995)
8. Royce, W.W., Managing the Development of Large Software Systems:
Concepts and Techniques, Proceedings of the 11th International
Conference on Software Engineering, Pittsburgh, (1989) 328-338
9. Sachs, P., Transforming Work: Collaboration, Learning and Design,
Communications of the ACM, Vol. 38, No. 9, (1995) 36-44
10. Sommerville, I. and Rodden, T., Human, social and organizational
influences on the software processes. In A. Fuggetta and A. Wolf (ed.),
Software Process, Vol. 4 of Trends in Software., J. Wiley, Chapter 4,
(1996) 89-109
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11. White, P., Process Modelling and Process Support, IOPENER, Vol. 1,
No. 3, (1992)7-8
12. Factors influencing project success: the impact of human resource
management Adnane Belout and Clothilde Gauvreau School of Industrial
Relations, University of Montreal, CP 6128, succursale Centre-Ville,
Montral, QC, Canada H3C 3J7.
13. HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL
RELATIONS David E. Guest.
14. Effects of human resource management on project effectiveness and
success: Toward a new conceptual framework Adnane Belout University
of Montreal, School of Industrial Relations, Montreal, Canada
15. The human aspects of project management: human resource skills for the
project manager, volume two Author: Vijay Verma

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QUESTIONNAIRE

DEAR RESPONDENTS:
I am a student doing MBA. I am underlying a project named To check the Emotional
Intelligence among youth. So by filling this questionnaire please help me in completing
my research project.
NAME (optional): ------------------------------------------------------GENDER:

--------------------------------------------------------

AGE:

--------------------------------------------------------

YEARS AT CURRENT POSITION: ----------------------------------TOTAL NO. OF YEARS IN THIS ORGANIZATION: -------------

1. The project manager's leadership style should be matched to the

corresponding developmental level of the project team and should move
through successive steps in the following order:
1. Disciplinary, autocratic, participative
2. Staff planning, team training, performance monitoring
3. Team building, team development, responsibility assignment
4. Directing, coaching, supporting, delegating
2. Human resource administration is the primary responsibility of the:
1. Project Management Team
2. Human Resources Department
3. Executive Manager
4. Project Manager
5. Line Managers
3. A mandatory prerequisite for team building is:

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1. Funding for staff development activities

2. Shared work ethics among team members
3. Commitment from top level management
4. Removal of troublesome individuals

4. Which of the following is best for handling cross-functional project needs

for a large, complex project?
1. A strong matrix organization
2. A project coordinator
3. A project expeditor
4. Direct executive involvement
5. A functional organization
5. A key barrier to team development is:
1. A strong matrix management structure.
2. When major problems delay the project completion date or budget
targets.
3. When team members are accountable to both functional and project
managers.
4. When formal training plans cannot be implemented.
5. When members cannot be collocated.

6. Which of the following is not a process of project human resource

management?
1. Organizational Planning
2. Staff Acquisition
3. Information Distribution

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4. Team Development
7. Which of the following is not an input into organizational planning?
1. Recruitment practices
2. Project interfaces
3. Staffing requirements
4. Constraints

8. Forcing, as a means to manage conflict:

1. Exerts one's view at the potential expense of another party.
2. Emphasizes areas of agreement while avoiding points of disagreement.
3. Establishes a lose-lose situation.
4. at and c
9. When should the project expeditor form of organization be used?
1. When the project is extremely important to the organization.
2. When a project's cost and importance are relatively low.
3. When the project manager has a lot of responsibility and accountability.
4. When the organization's primary source of revenue is derived from
projects.

10. Which of the following statements concerning compromise as a conflict

resolution is false?
1. Neither party wins but both parties get some degree of satisfaction.
2. Important aspects of the project may be hindered in order to achieve
personal objectives.
3. Compromise is generally considered a lose-lose situation.

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4. A Definitive resolution is seldom achieved.

11. In which type of organization is team building likely to be most

difficult?
1. Functional
2. Projectized
3. Matrix
4. Project expediter
5. Project coordinator
12. A document or tool which describes when and how human resources
will be brought onto and taken off the project team is called a:
1. Staffing Management Plan
2. Responsibility Assignment Matrix (RAM)
3. Organizational Breakdown Structure (OBS)
4. Resource Assignment Chart

13. A tool which links the project roles and responsibilities to the project
scope definition is called:
1. Scope Definition Matrix
2. Responsibility Assignment Matrix
3. Roles Assignment Matrix
4. Project Scope and Roles Matrix

14. Formal reporting and reviews violate the basic principles of project
management because they

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A. are customer based and not project based

B. do not appear on the project schedule
C. do not occur frequently enough to avoid surprises
D. must be reviewed by a central project authority before being forwarded to
the customer and top management
E. none of the above

15. Project management is an effective and powerful strategy and should be

implemented in every organization
A. True
B. False

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