Professional Documents
Culture Documents
Construction Project Human Resource Management
Construction Project Human Resource Management
HABCON CONSULT
in association with
Melaku Tadesse (Civil Engineer) PE, CM
Email- [email protected]
Tel-251(0) 911232267
July 2013
Introduction
2
Right Wrong
Right
The way we do things
X ?
wrong
The things we do
7
•Espoused values:
•Artifacts:
Resistance to
Many in Change
Few Out
New strategy,
TQM, BPR...
Framework STRUCTUR
E
SYSTE
STRATE MS
GY
SHARED
VALUES
‘CULTURE’
STYLE
SKILL
S
STAFF
Part I: Concepts and Principles
13
Old New
Strategy Strategy
Old New
Structure Structure
Old New
Culture Culture
The Economics and Social Costs of
Low-Performance Cultures
14 12 Firms Average for 11 years
With out Performance With Performance
Enhancing Cultures Enhancing Cultures
(%) (%)
behavior
attitude
Part I: Concepts and Principles
16
Esteem Needs
Belongingness
Needs
Safety and
Security
Physiological
Needs
Part I: Concepts and Principles
19
Theory X Theory Y
1. Work is distasteful to most people 1. Working is as natural as play, if the
2. Most people are not ambitious, conditions are favourable
have little desire for responsibility, 2. Self-control is often indispensable in
and prefer to be directed achieving organizational goals
3. Most people have little capacity 3. The capacity for creativity in solving
organizational problems is widely
for creativity in solving
distributed in the population
organizational problems
4. Motivation occurs at the social,
4. Motivation occurs only at the esteem, and self actualization levels, as
physiological and security levels well as at the physiological and
5. Most people must be closely security levels.
controlled and often coerced to 5. People can be self-directed and
achieve organizational objectives. creative at work if properly motivated.
Part I: Concepts and Principles
21
Maslow Herzberg
Self-Actualization Work itself
Motivational
Achievement
possibility of growth
Hygiene Maintenance
Social Interpersonal relations
Superior subordinates
Peers supervision
Safety Company policy and
Administration
Job Security
Working Condition
Physiological Salary
Personal life
Part I: Concepts and Principles
22
Type A: American:
short-term
employment
individual decision
making
individual
responsibility
rapid evaluation
and promotion
explicit formalized
control
specialized carrier
path
segmented concern
for employees
Type Z: Modified
Long-term
employment
collective
decision making
individual
responsibility
slow evaluation
and promotion
implicit
informal control
with explicit
formalized
control
moderately
specialized
carrier path
holistic concern
for employee,
( including
family)
Type J: Japanese
life-time
employment
Consensual
decision making
collective
responsibility
slow evaluation
and promotion
implicit informal
control
non-specialized
carrier path
holistic concern for
employee
Part I: Concepts and Principles
23
Training &
Socialization
Development
the company
Adaptability to project changing environment
Bu
dg
e
e
m
te
Ti
d
Co
PROJECT
Specification st
Part II: Applications and Practices
33
Project Leadership
Functions (Tasks)
Management of Works,
Resources,
Contracts, and
Communications
Project Leadership
Construction Project Management may be grouped in
to three basic functions (tasks): the management of
works, resources, and contract
Resourc Works
e
Contract
Part II: Applications and Practices
35
•Project Leadership
Communic
ation
Resources Works
Contract
Part II: Applications and Practices
36
Project Leadership
Planning the works, Resources, Contract
Management of Works
Time
Quality
Management of Resources
Cost
Contract Management
Risk
Part II: Applications and Practices
37
Project Leadership
Planning: defining works, resource needs and setting
performance standards
Opti
Opti
on
on 1
1
Opti
Opti
on
on 2
2
C-1
Opti
Opti
on
on 3
3
Present C-2
Previous C-3
position
Part II: Applications and Practices
38
Project Leadership
Planning:
Involves selecting missions and objectives and the
actions to achieve them; it requires decision making
,that is, choosing from among alternative future course
of action.
Bridges the gap from where we are to where we want to
go.
It is inseparable from control.
Project Leadership
Planning helps set performance standards answers questions
such as the following
what will be done both in the long and short run.
performance.
Scheduling is fitting activities in to time scale
Part II: Applications and Practices
40
Strategic Plans
Operational Plans
Programs Policies
Budget Procedures
Projects Rules
Planning hierarchy
Part II: Applications and Practices
41
Project Leadership
Planning the works and determining HR
requirement
Document Study
Site Investigation
WBS
Defining Activities, determining method of
work, resources and durations of activities
Define project workforce needs (management
and labour requirements)
Part II: Applications and Practices
42
Project Leadership
Planning the works and determining HR requirement
Document Study
The project manager (project lead team) naturally needs to
know the full picture of the works including the environment
where it is to be implemented. To know the work and its
environment it requires to make desk study, as one of the
basic ways, using project’s plans, BoQs, specifications,
contract conditions; relevant codes, regulations and other
legal documents; local social and natural environment;
publications and any written material sources.
• Internal technical and management related documents and
practices (company culture) have also to be referred
Part II: Applications and Practices
43
Project Leadership
Planning the works and determining HR requirement
Site Investigation
Even if site survey (investigation) was made before bidding
for various reasons it is necessary for the project team to
visit, collect data (information) and also decide on some
key aspects of mobilization and establishment. Among the
things that need to be ascertained at this stage are:
identifying local inputs , access to utility lines, safety and
health issues; site office (and camp) location, social
(culture) and environmental factors; status of work site
(right-of-way) to start temporary and permanent works;
accessibility to all points of physical locations and others
Part II: Applications and Practices
44
Project Leadership
Planning the works and determining HR requirement
WBS: it is the splitting of project work into types and hierarchies
until reaching to the desired smaller identifiable levels
done by dividing the project work into areas, sectors or tasks
groups or a combination of these which are further subdivided into
work packages, activities and operations or processes in hierarchical
order till the desired lower level is reached
The desired lower level may be that, for which time and resource can
be estimated for and responsibility can be given to an individual or
group for periodic report and accountability.
The hierarchical breaking down of the works is done mainly based
on size, complexity, proximity or/and phase of completion required
by contract
Part II: Applications and Practices
45
Project Leadership
The resulting WBS may require the following
organization
TASK 1
EW STR
FINISNHING
EXCAVN HAULE FWK FILL RE-BAR CONCRETE
Part II: Applications and Practices
46
Project Leadership
Organizing the works and determining HR requirement
Organization Breakdown Structure (OBS) is a responsibility level
established by dividing and grouping of project works into
manageable sizes.
The most common factors for breakdown and grouping into
responsibility centers are type, size, proximity and complexity of
project works; and in some cases time and resource size may also
be factors
At some level the works may be organized by work packages such as
earthwork, concrete etc
The organizing process of the works integrates the organizational
hierarchies of responsibility centers with the work packages
/activities/ of the physical WBS
Part II: Applications and Practices
47
PM
OBS
CE A&F
WB
S
Part II: Applications and Practices
48
Functional
vs. Process GM
Asst
D1 D2 D3
Process
Part II: Applications and Practices
49
Project Leadership
Planning and Scheduling of Project Resources
Main Categories include:
Human,
Material,
Equipment,
Sub-contractor
Cash flow requirement
Following the planning and scheduling processes of the
works Acquisition, Utilization and Release of resources
after completions of respective activities and subsequent
closure the project in question
Part II: Applications and Practices
50
Project Leadership
Planning and Scheduling of Project Resources
Human Resource
Classify & identify core & support area requirements
The type of profession and/ trade including skill levels
are determined to meet the stated quality
Standard crew sizes of key trades with the
corresponding planned out put is determined first; and
with this input the number required to meet the time
limit set is decided
Mobilization schedule prepared to avoid or mitigate idle
time due to early arrival to the work site or delay to an
activity or work package due to late arrival
Part II: Applications and Practices
51
Project Leadership
Planning and Scheduling of Project Resources
Human Resource
Prepare Job descriptions and specifications based on an
optimized project organization structure
Set guidelines for Recruitment, selection, induction
and placement considering internal & external factors
Set a Transparent & Fair performance appraisal
system
Set systems and procedures to Act timely and fairly
on feedbacks of employees’ performance evaluation
results
Part II: Applications and Practices
52
Project Leadership
Leading HR: mobilization, coordination and
enhancement of productivity and quality
Conduct project kick-off meeting
Create awareness and set project level SMART goals
Work out and agree on individual and crew/team/
performance standards of human, equipment and materials
Build motivated teams
Enhance creativity and innovation to assure continuous
improvement
Enhance productivity/individual and crew/
Part II: Applications and Practices
53
Project Leadership
Leading HR: mobilization, coordination and enhancement of
productivity and quality
Record and Conduct performance evaluations of individuals and
crews/teams/
(self, supervisor, peer, subordinate evaluations may be optimized)
Project leadership
Project Team Building
Workforce mgmt: define needs, acquire, use,
release
Enabling individuals and groups
Delegation, authority, power and empowerment
Performance Management
Project leadership
Project Team Building (forming and leading)
Since project is organized with a temporary team it is
essential to work on building quality team
Through building stable team reduce HR turnover to
keep productivity increasing
Team building takes time as it passes through forming,
storming, norming, performing, and adjourning stages
meeting at least the expected productivity from
individuals or standard crew and also trying to go
beyond
Part II: Applications and Practices
57
Project leadership
Project Team Building (own force)
Team: ‘a small number of people with complementary skills
who are committed to a common purpose, set of
performance goals, and approach for which they hold
themselves mutually accountable.’
SMART Teams can achieve their goals.
Team Cohesiveness: the degree of solidarity and positive
feelings held by individuals toward their group.
(Interdependence and sense of achievement among
members.)
Part II: Applications and Practices
58
EFFECTIVENESS
tion n t… ion y
lec me lu t rg l in e
l ch so ne c
Co
tre
n Re Sy De
En TIME
Part II: Applications and Practices
59
Project leadership
Project Team Building (own force)
But first, who is the team leader (the project
manager)?
Qualification requirement of a PM depends on the
Nature of project
Size of project
constraints under which he is required to work
Rate the project then
Rate the project manager
Part II: Applications and Practices
60
Project leadership
Project Team Building (own force)
• Character: recommended attitude of a PM
Attitude:
Project leadership
Project Team Building (own force)
• Skill: recommended skills of a PM
- technical knowledge;
- team motivator;
- able to delegate;
- manage his time ;
- balance stake holders’ perception;
- negotiator;
- problem solver ...
Part II: Applications and Practices
62
Project leadership
Project Team Building (own force)
Role compatibility:
responsibility, authority, accountability
credibility
– the firm must stand behind the
PM’s decision
Right
Thinking Processes
Right Mode
Fact Based Intuitive
Quantitative Integrating
Mode Thinking
Problem solver Synthesising
Mode Thinking
Mathematical Artistic
Thinking Process
Lower Left Lower Right
Controlled Interpersonal
Left Mode
Process
Sequential Kinesthtic
Left
Planned Emotional
Detailed Spiritual
Conservative Musical
Limbic Mode Processes
Part II: Applications and Practices
64
Project leadership
Project Team Building (own force)
• A – Logical, analytical, problem solving
PM. – Interested in technical issues of the
project;
- Analyse status report
- Keen on pb. Solving
Sees trees unaware of the forest
Part II: Applications and Practices
65
Project leadership
Project Team Building (own force)
The Role of Project Manager
B. - Organizational, administrative, conservative,
controlled, planned
• PM.- Focuses on detailed plan of the project
- keep everything organized & controlled
C – Interpersonal, emotional, spiritual, talkative,
people oriented
PM. – Focuses on people; on inside – outside
relationship building
Part II: Applications and Practices
66
•Project leadership
• Project Team Building (own force)
• D – Artistic, holistic, imaginative, conceptualize
PM. – ‘Big – Picture’ good strategic thinker
but needs ‘B’ to turn plan to practice
Project leadership
Project Team Building (own force)
• D – Artistic, holistic, imaginative, conceptualize
PM. – ‘Big – Picture’ good strategic thinker
but needs ‘B’ to turn plan to practice
•Project leadership
• Project Team Building (own force)
• D – Artistic, holistic, imaginative, conceptualize
PM. – ‘Big – Picture’ good strategic thinker
but needs ‘B’ to turn plan to practice
Project Leadership
“Summary” of basic skills include
technicalskill
conceptual
human skill
Attributes:
Project leadership
Project Team Building
Subcontractor(may include fully or partly materials included or labour
only)
Define requirement which may include technical &
financial; safety and health; insurance coverage
Set selection criteria: usually technical competence & trust
Assure transparency and fairness in the interest of the
work and business good will
Establish clear quality assurance, work measurement
and over all work rule to assure value for money
In labour contract wastage of input & rework are key
danger areas
Part II: Applications and Practices
71
Group Discussion
Review
Planning Project HR of all types: direct, support; own force,
piece rate/subcontract
Organization structure: (Resource Based Structure), WBS,
Project Responsibility Centers and Cross functional teams and
quality circles
Job summaries of key positions and corresponding Key
qualifications
Team lifecycle process
Individual and team/crew performance practices and areas of
improvement
Action plan for identified outcomes
Part II: Applications and Practices
72
Leader Manager
Concur the context Surrender to them
Innovates Administrates
Is an original; originates Is a copy; imitates
Develops Maintains
Focuses on people Focuses on systems and structures
Inspires trust Relies on control
Has long-range perspective Has shot-range view
Asks what and why Asks how and when
Has his eye on the horizon Has an eye on the bottom line
Challenges status quo Accepts status quo
Does the right things Does things right
Part II: Applications and Practices
74
task,
Values,
Stress,
norms,
Environment,
cohesiveness
etc
Situation
Follower
Part II: Applications and Practices
75
9 High
(1,9) (9,9)Team
Country
Concern for People
5 Middle-of-the-Road
Management (5,5)
Impoverished
Management Authority-Compliance
Management
1
1,1 (9,1)
Low
0 Low 2 4 6 8 High 10
Change
Change Drivers Resisters
Part II: Applications and Practices
78
Sender Encode
Sender Receiver
now Medium d
now Receiver
Receiver message
now Sender
decodes
decodes
Feedback phase
Part II: Applications and Practices
82
Spoken electronic
transmission
Personally addressed
Written
Competition Collaboration
Concern for self
Compromise
Avoidance Accommodation
Absenteeism
Turnover
strike
Key Summary
Reflections of trainees on the various team
environment factors discussed
Project and its environment: flexibility and stability
End of discussion perceptions of trainees on the role of
behavior and competence
What one or two things that each trainee considers as most
essential that can help to hire and keep best employees in
domestic road construction projects
95
Amesegnalehu!