HR MANAGEMENT

Budi Hartono, ST, MPM boed@ugm.ac.id

Managing Project = managing people

Consider this phenomenon!

Black Law people tend to spend all allocated resources (time, budget) __________________________________ __________________________________ __________________________________ __________________________________ __________________________________ _________________________
Budi Hartono, ST, MPM

 Learning Curve - experience matters ____________________________________ __________________________________ __________________________________ __________________________________ __________________________________ __________________________________ _____________________________

Budi Hartono, ST, MPM

 Mythical Man-month more people does NOT necessarily means faster project __________________________________ __________________________________ __________________________________ __________________________________ __________________________________ __________________________________ _____
Budi Hartono, ST, MPM

 Syndrome 90% Project progress are reported good until 90% when problems are revealed ______________________________________ ____________________________________ ____________________________________ ____________________________________ ____________________________________ __________________________________
Budi Hartono, ST, MPM

 Budi Hartono, ST, MPM

Types of Organization Structure

Functional Organization Matrix organization Projectized organization

Budi Hartono, ST, MPM

Functional Structure
CEO President

VP Engineering
NPD

VP Marketing Sales Mgr Advertis ing Mgr

VP Manufacturing

R&D

(+) loyalty to functional groups, togetherness, less duplication of works, share expertise, in-depth expertise (-) silo of expertise, competition, slow problem solving, Budi Hartono, ST, MPM narrow vision

Market-oriented Structure
based on market they serve project, product, geography
CEO
President Hongkong VP hair care product VP facial product President Britain VP hair care product VP facial product President Indonesia

(+) costumer focus, highly flexible, speed

(-) duplication of expertise, knowledge, cost

Budi Hartono, ST, MPM

The Matrix Structure

CEO

President
Engineering Manager Proj. Mgr 1 Proj. Mgr 2 Engineer 1 Engineer 2 Marketing Manager Mkt Staff 1 Mkt Staff 2 Operations Manager

Op. Staff 1
Op. Staff 2

Proj. Mgr 3

Engineer 3 Budi Hartono, ST, MPM Mkt Staff 3

Op. Staff 3

Matrix Organization

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ADVANTAGES OF A PURE MATRIX ORGANIZATIONAL FORM

The project manager maintains maximum project control (through the line managers) over all resources, including cost and personnel. Policies and procedures can be set up independently for each project, provided that they do not contradict company policies and procedures. The project manager has the authority to commit company resources, provided that scheduling does not cause conflicts with other projects
Budi Hartono, ST, MPM

Budi Hartono, ST, MPM

The Phenomenon of Project Leadership

(1) Leading a project is not the same as leading a department. A project by definition is unique; it has never been done before. As a result, the end product and the process for producing it are never fully specified in advance.

the project leader lives in an environment of constant uncertain

Budi Hartono, ST, MPM source: Project Management as if People Matter (Robert, 1989)

The Phenomenon of Project Leadership (2)

(2) The project leader coordinates the efforts of a team of people who may not be accustomed to working with one another.
They will normally have a wide variety of skills,backgrounds, biases,work habits, values,and ethics.

The project leader must work with this diverse group of people so that they coalesce into an effective working team .
Budi Hartono, ST, MPM

The Phenomenon of Project Leadership (3)

Project teams normally cut across organizational boundaries include people from several departments or groups. Project success will require the cooperation of all of these people.

The project leader must be skilled in obtaining cooperation from other people over whom he or she does not have direct control.
Budi Hartono, ST, MPM

The Power of the Project Manager

is often defined as the ability to influence key players in the decision-making process Project managers often feel powerless because they lack the powers of functional managers, such as hiring and firing but, they can use other types of power:

Budi Hartono, ST, MPM

The Power of the Project Manager

Coercive power uses fear as a primary tool. they may not assign certain people to coveted tasks, not invite
them to meetings, or not communicate with them.

Reward power uses positive financial and non monetary tools. they can provide feedback to functional managers on
performance, which in turn provides a basis for determining salary increases.
Budi Hartono, ST, MPM John French and Bertram Raven

The Power of the Project Manager

Expert power is based on a persons knowledge credentials, expertise, or education. Referent power is based on trait theorythat is, a persons characteristics.

Budi Hartono, ST, MPM

Leadership Style
directive style

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Leadership Style
participative style

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Building a Team

Who Should Be on Your Team? depends on the size and complexity of your project. try to obtain one representative from each functional area

Budi Hartono, ST, MPM

Building a Team

Identifying Who Does What Assigning who is going to do what and

when
responsibility matrix

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Responsibility Matrix

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Team Evolution by Tuckman

FORMING
information, organization, structure, and context.
Conflicts tend to be greatest. I can't

STORMING

NORMING

team members chart their course

by laying out their work. I can

PERFORMING

team members play a leading role doing the job. We can

much of your project s original Budi Hartono, disappeared structure has ST, MPM
see note

MOURNING

Motivating Your Team: Giving Em What They Need

Most experts think you can NOT truly motivate people ,primarily because motivation is viewed as an internal function. BUT you can create a climate,environment,or situation where motivation can occur within an individual.

Budi Hartono, ST, MPM

tips

Budi Hartono, ST, MPM

Maslows Hierarchy of Needs

Legacy

Transcendence Self Actualisation

Learn Love
Live

Aesthetic Needs Need to Know & Understand Esteem Needs Belongingness & Love Needs
Safety Needs

Physiological Needs
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 Budi Hartono, ST, MPM