In my previous blogs, we discussed specifically on measuring Processes & Financials(see, How to track projects using e-PMO dashboard – I and How to track projects using e-PMO dashboard – 2 ) using a consolidated e-PMO dashboard. Now, let us look at measuring the most important element of the project – The people who work for the project.
Re-iterating the key points for measuring project progress, (see How to put project metrics into effective use) , ….
1) Ensure that the metrics are aligned with the organisational or programme goals, i.e., Financial, Process, Customer and HR related to say the least.
2) Ensure that the metrics cover the vital areas of the project. i.e., they focus on deliverables, Customer satisfaction, Intelligence, Quality, Development, Scope, HR, and last but not the least Risks and Issues.
3) Ensure that clear metrics criteria’s are established and communicated to all relevant stake holders.
ENTERPRISE PROJECT MANAGEMENT DASHBOARD
EPM Dashboard is normally used to show the end to end project status across all phases in a given project. It is especially useful in large budget projects that would have multiple stakeholders and sizeable end result, service or product. Here, I have referred to a large scale IT project.
Naturally, the EPM dashboard that we are assuming here is of a large proportion with rich UI and consolidation of variety of tools. As an example, see, How to show risk information in Enterprise Project Management Dashboard .
MEASURING HR RELATED PARAMETERS USING e-PMO
Measuring the HR factor has never been so easy especially because of the very nature of what is being measured i.e., human. Understanding the processes involved in managing the project teams is one part of the story while the later part is managing human resources that need more involvement by the HR managers, including the project managers. For this, most often, the organisation deals with the situation by placing LOCAL HR’s who understand quite a more about the project and who can work closely with the project managers in the project itself.
To get into measuring the employment related metrics, one needs to understand what HR related processes are involved during a project life cycle. Well, it involves almost everything and is more intense than HR related processes for an overall organisation. Though going through all that in much detail is not possible in a single blog, but it helps to understand some of the key elements.
There are 4 major processes involved in HR Management as put across in the PMBOK 4th edition.
1) Developing the HR Plan: This is where the overall plan and approach towards HR management is planned out in the Planning process of the overall project. This includes but not limited to:
a. Planning the Activity resource requirements.
b. The Org Chart and Position descriptions and the roles are put in place.
c. How will the recruitment take place, and at what rate will the resources be replenished (based on the attrition rate)?
d. What kind of salary packages and bonus structures will be available based on the different grades and positions?
e. What kind of rewards, recognitions, punishments needs to be put in place?
f. What sort of acquisitions, negotiations, or virtual teams, co-location will be needed?
g. Path for interpersonal skills, training, team building, employee engagement.
h. How will the performance be assessed?
i. How will the employee’s KRA’s relate to the project, programme and organisational goals?
Though this is planned early in the project, the HR Management Plan goes through iterations and changes as the project progresses.
2) Acquiring the Project Teams: This is where the actual acquisition of project teams starts based on the plan and approach put across in the Human Resource Plan during the planning phase. Some key people and limited resources are already on board. The project has just started execution and hiring is in frenzy. Technical, support and managerial resources are being hired left, right and centre either internally from a different project, or from the market, or resources being pooled from a recently done acquisition. This is where the project manager and the HR manager’s negotiation skills are of utmost importance to manage the project under BAC. Once the resources are hired and assigned to the project, a resource baseline normally helps. At this stage, the HR and Project manager needs to rely heavily on the project management plan, HR plan, and all these should be available in the e-PMO for ready reference.
3) Developing the Project Team: Once the project kicks off and the resources start working in their respective areas, be it project management, general management, development, testing or support related activities, it is important to start developing the project team. This has far reaching affect on the project… especially on the attrition. A project well grounded with the ground rules and clear communication and right processes and methodologies is bound to retain more of its employees than those that are poorly managed, with no clear future or motivations, and no future path or no career growth plans for individual employee. Finally, as the project needs to be delivered and every employee works towards the common goal, everyone needs motivation, career progression, rewards, recognition, and each employee finally asks the question “What is there in it for me?”. This is where the HR must intervene and start execution of employee engagements to make each employee feel as part of the team, start rewards and recognition programs, clearly communicate the path for developing interpersonal skills, training, team building, Bbase lining of KRA’s and start measurement of KRA’s against the goals. This is where e-PMO could be of utmost importance. While the HR programs are being conducted, the HR measurements can be done using e-MPO to ensure that the measurement is objectively done, with no element of bias or human judgement coming into it. A parallel effort needs to be put to develop software that can measure the following:
a. Employee Engagement: In terms of measuring each employee’s and team’s contribution towards:
i. Project related activities: Outstanding contributions to make the project successful. This will directly relate to rewards, bonuses and recognitions.
ii. Trainings, Team building, Interpersonal skills – To measure the growth of employees.
b. KRA/KPI measurement: KRA’s/KPI’s achieved and being progressed for a given financial year. This will directly relate to appraisals at the end of the year. This will also help the employee to grow horizontally or vertically in an organisation and or project.
c. Conflict resolutions: Resolving conflicts is of utmost importance in any project or project team. A log can be maintained to ensure that appropriate decisions are being taken and appropriate conflict resolution techniques are being used.
4) Managing the Project Team: Once the parameters are set as in point 2 and 3 above. One needs to start managing the project team as per the process guidelines. Any change in process or a better way to deal with situations needs to be documented, go through the Change control board and once agreed, communicated clearly to the entire project or organisation. The e-PMO can also be used well for managing the changes through Change Control board. The factors like employee engagement, trainings undertaken, team building, outstanding contributions as well as scope for improvement needs to be managed, measured and tracked well through a centralised e-PMO kind of tool. Some organisations use HRMS packages that can also be integrated with the e-PMO. However, care should be taken on security and providing correct and relevant access to authorised personnel ONLY, to ensure the right dissemination of information across the organisation.
In my next blog, we shall discuss about measuring customer satisfaction and the most important element in the project i.e., Risk.