Project Management in

Human Resources
Presented by Cate DeLaRosa
July 27, 2004
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.
>Phone Number 888-566-5785
>Meeting code word "project"


Agenda

1. Welcome - Kathy Mosgrove
2. System Features - Susan McGovern
3. Speaker Introduction Kathy Mosgrove
4. Session Cate DeLaRosa
5. Q&A Cate DeLaRosa
6. Wrap-up and ThanksKathy Mosgrove
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.
Source: Project Management Body of Knowledge (PMBoK) Guide
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

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.
Handbook of Human Performance Technology, San
Francisco, Jossey-Bass, 1999
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
Source: Wikipedia
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
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

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
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Free / Discounted rates for
HR SIG hosted events
Archives

Member Services
Weekly new member
welcome
Membership Directory
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Worldwide network of HR
and PM professionals

SIG Business Meetings
Held monthly
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