Project Management for

Human Resources Professionals

March 2012

Facilitated by Bill Mugavin, CPLP, SPHR

Consultant, FlashPoint
bill@FlashPointHR.com
317.735.3875

Session Overview
Project Management for Human Resource Professionals
Project management is the allocation, tracking, and utilization of resources to achieve a
particular objective within a specified period of time. Thanks to rapid changes and the pressures
of intense competition, more and more organizational work has become project work. As such,
it is more important than ever for HR professionals to strengthen their project management skills.
The benefits of strengthening your project management skills include the ability to:

Achieve crucial resultsYou will be able to ensure that results meet team, department,
and strategic objectives.

Get things done on time, within budget, and according to quality standards.

Minimize development timeBy finding ways to deliver on your objectives within

reasonable time horizons, you will help your organization avoid business cycle risks.

Use resources effectivelySound project management saves money and helps employees
make the best use of their valuable time.

Session Purpose
The purpose of this session is to provide you with the skills, knowledge, and tools to efficiently and
effectively define, organize, plan, manage, and close human resourcerelated projects.

Session Goals
After this workshop youll be able to:

Explain the four phases of a project

Identify key project stakeholders and their roles

Describe the characteristics of an effective HR project manager

Establish a projects scope and define the projects deliverables

Break down project work into manageable tasks and schedule the timing and sequencing
of project tasks

Identify project team members and assign tasks to team members

Develop a project communication plan

Evaluate project team performance and outcomes and document lessons learned

Before We Get Started . . .

Work with a partner to answer either questions 1 or 2 (your facilitator will assign the question you
are to answer).
1. Think about a current or past project you have worked on that went well. What made the
project successful?
1.

2.

3.

4.

5.

2. Think about a current or past project you have worked on that did not end well. What made
the project unsuccessful?
1.

2.

3.

4.

5.

Project Management and the HR Professional

The Importance of Developing Project Management Skills
Developing strong project management skills goes hand in hand with several other fundamental
HR competencies you must possess in order to support your organizations goals. When you
know how to manage projects successfully, you strengthen the following four core
competencies:

Strategic ContributionMaking a strategic contribution means helping position your

company ahead of its rivals and meeting its stakeholder demands. It also means providing
your organization with a sustainable competitive advantage, as well as ensuring that the
various parts of the company are all pulling in the same direction defined by the executive
team.

Personal CredibilityEstablishing your personal credibility is another key HR competency

that you can strengthen through successful project management. When you build your
personal credibility, youre seen as competent, trustworthy, and valuable in the eyes of
your fellow executives and the line managers and other internal customers you serve.

HR DeliveryAs an HR professional, it is vital that you effectively carry out a specific set of
activities to serve your internal customers. For each of these HR deliverables, you can
initiate and manage numerous projects.

HR TechnologyTechnology is playing an increasingly prominent role in todays workplace

and has become an important vehicle through which you and other HR professionals
deliver value. A wide range of technology-related projects, when properly managed, can
help you seize advantage of the benefits that technology has to offer.

Common HR Project Opportunities

Starting an HR department

Conducting a legal compliance audit

Developing an employee handbook

Developing an employee orientation or mentoring program

Implementing a HR information system (HRIS)

Developing an employee expatriation program

Outsourcing HR activities

Assisting with a merger or acquisition

Managing a downsizing initiative, reduction in force, or restructuring

Facilitating organization-wide cultural change

Creating a crisis management or disaster recovery program

Developing a strategy-related organizational performance appraisal system

Other: _________________________________________________________________________________

Other: _________________________________________________________________________________

Challenges in Managing HR Projects

Working with your assigned team, read through each of the challenges in managing HR projects
and discuss strategies you can apply to overcome each challenge.

Responsibility versus AuthorityThe responsibility you have been given isnt commensurate
with the formal authority you need in order to accomplish the mission. What strategy can
you apply to overcome this challenge?

Unrealistic GoalsYour boss insists on a project deadline that you know is unrealistic and
impossible to achieve.

Territorial Team MembersCross-functional project team members show more allegiance

to their function than the project.

Serving Multiple BossesSomeone other than your boss asks you to lead a project that falls
outside of your usual job duties. You report to the project leader and your boss.

Juggling Multiple ProjectsYou are managing several important projects at once.

UncertaintyYou have limited information on the details, available resources, and

requirements of a project.

Characteristics of an Effective HR Project Manager

Read the characteristics of an effective HR Project manager below and rate your proficiency for
each characteristic.

Project Management Process SkillsYou will need to be familiar with and know how to use
project management tools, techniques, and process technologies to create project
schedules, plans, and budgets and to maintain control while the project is being
executed.

Interpersonal SkillsBecause managing projects requires you to get things done through
other people, you need to know how to lead and motivate teams and individuals; how to
communicate clearly and concisely through one-on-one conversations and meetings; and
how to influence, negotiate, and delegate.

On a scale of one to five (five being highly proficient) I would rate myself a _________
for this characteristic.

Technology Management SkillsMany projects have imbedded technologiesprocesses

or technologies inherent to the project (e.g. software or HRIS project). With such projects
you will have to demonstrate proficiency in the embedded technology as well as the
supporting technologies.

On a scale of one to five (five being highly proficient) I would rate myself a _________
for this characteristic.

On a scale of one to five (five being highly proficient) I would rate myself a _________
for this characteristic.

Personal QualitiesTo successfully manage a project, you must be able to think like a
generalistthat is, to always keep the big picture in mind. The big picture includes the
original purpose of the project, the diverse array of individuals who are contributing to and
affected by the effort, and the ultimate desired outcome. In addition, you will need a high
tolerance for ambiguity, complexity, and uncertainty, as well as unassailable honesty and
integrity and a willingness to be a doer, not a bystander.

On a scale of one to five (five being highly proficient) I would rate myself a _________
for this characteristic.

The Four Phases of a Project

While there are a number of project management methodologies, most project management
professionals agree that every project is comprised of four general phases:

Phase 1
Project Definition

Phase 2
Project Planning

Phase 3
Project
Management

Phase 4
Project Close

An important foundation of effective projects is that team members have a strong

understanding of the project purpose and the expected outcomes of each project phase.
Understanding the purpose and outcomes of each project phase helps the team gauge when
the project is proceeding as planned and when there are variances from the project plan.
Knowing the purpose and outcomes of each project phase also helps team members identify
the resources they need and the dependencies that impact their project responsibilities and
goals. Below is a brief description of the four phases of a project and the outcomes for each
phase.

Project Phase

Description

Definition

In this first stage, the scope of the

project is defined along with the
approach to be taken to deliver the
desired outputs. The project leader is
appointed, and in turn he or she
selects the team members based on
their skills and experience.

Planning

The second phase should include a

detailed identification and
assignment of each task through the
end of the project. It should also
include a risk analysis and a
definition of criteria for the successful
completion of each deliverable. The
governance process is defined,
stakeholders are identified, and
reporting frequency and channels
are agreed upon.

Outcomes

Clearly define the projects

scope

Define the projects length

(desired start and end dates)

Clearly define the projects

deliverables

Determine the projects budget

Identify project dependencies

Validate the above with all

project stakeholders

Break down the project into

manageable tasks

Schedule the timing and

sequencing of project tasks

Identify project team members

Assign tasks to team members

Identify and plan for project risks

Develop a project
communication and change
management plan

Project Phase

Description

Outcomes

Achieve the milestone objectives

Plan revisions as needed

Shift resources as needed

Management

The most important issue in this phase

is to ensure project activities are
properly executed and controlled.
During the implementation phase,
the planned solution is executed to
solve the problem specified in the
project's requirements. As the
implementation phase progresses,
groups across the organization
become more deeply involved and
integrated.

Evaluate the project team

performance and outcomes

Identify and document lessons

learned

Celebrate successes

Close

In this last stage, the project is

brought to its proper completion. The
closing phase is characterized by a
written formal project review
containing the following
components: a formal acceptance
of the final product by the business
partner, weighted critical
measurements (matching the initial
requirements specified by the
business partner with the final
delivered product), rewards for the
team, a list of lessons learned, a
release of project resources, and a
formal project closure notification to
higher management.

Project Management Roles

Title

Role

Project Manager

The person responsible for developing, in conjunction with the

project sponsor, a definition of the project. The project manager
then ensures that the project is delivered on time, to budget, and
to the required quality standard (within agreed specifications).
He or she ensures the project is effectively resourced and
manages relationships with a wide range of groups (including all
project contributors).
The project manager is also responsible for managing the work of
consultants, allocating and utilizing resources in an efficient
manner, and maintaining a cooperative, motivated, and
successful team.

Responsibilities

Managing and leading the project team

Recruiting project staff and consultants

Managing coordination of the partners and working groups engaged in project work

Developing and maintaining a detailed project plan

Managing project deliverables in line with the project plan

Recording and managing project issues and escalating where necessary

Resolving cross-functional issues at project level

Managing project scope and change control and escalating issues where necessary

Monitoring project progress and performance

Providing status reports to the project sponsor

Managing project training within the defined budget

Serving as a liaison with and providing progress updates to the project steering board/senior
management

Managing project evaluation and dissemination activities

Managing consultancy input within the defined budget

Obtaining final approval of the design specification

Working closely with users to ensure the project meets business needs

Identifying user training needs and devising and managing user training programs

Title
Project Sponsor

Role
The person who commissions others to deliver the project and
champions the cause throughout the project. He or she will
normally be a senior member of staff with a relevant area of
responsibility that will be affected by the outcome of the project.
The project sponsor is involved from the start of the project,
including defining the project in conjunction with the project
manager. Once the project has been launched the project
sponsor should ensure that it is actively reviewed. He or she is
usually the one who has to negotiate a path through the tricky
diplomatic areas of the project!

Responsibilities

Acting as champion of the project

Being accountable for the delivery of planned benefits associated with the project

Ensuring resolution of issues escalated by the project manager or the project board

Sponsoring the communications program; communicating the programs goals to the

organization as a whole

Making key organization/commercial decisions for the project

Ensuring availability of essential project resources

Approving the budget and decides tolerances

Providing ultimate authority and responsibility for the project

Title

Role

Title

Role

Project Team Members

The staff who actively work on the project, at some stage, during
the lifetime of the project.

Responsibilities
Team member roles will vary depending on the type of project. Typically team members:

Provide functional expertise in an administrative process

Work with users to ensure the project meets business needs

Document and analyze current and future processes/systems

Identify and map information needs

The Project Definition Phase

Outputs of the Definition Stage Include:

Clearly define the projects scope

Define the projects length (desired start and end dates)

Clearly define the projects deliverables

Determine the projects budget

Identify project dependencies

Validate the above with all project stakeholders

Project Definition Template

Project Definition Questions
1. Date of request

2. Business partner name

3. Business partner title

4. Business partner department

5. Business partner telephone

number
6. Business partner e-mail address

7. What is the project request?

8. Why is there a business need?

9. What are the specific goals and

objectives of the project?
10. Who are the stakeholders that will
be impacted by this project?
11. When does the project need to be
completed?

10

Project Definition Questions

12. What is the priority of the project
compared to other organizational
projects?
13. What are the important tasks and
events (milestones) of the project,
and how should they be
scheduled?
14. What resources (money,
equipment, materials, and
facilities) are required?
15. How will key elements of the
projectcost, performance, and
schedulebe estimated and
controlled? What management
tools will be used?
16. What dependencies exist that
could impact the start of progress
of this project (completion of
projects in progress, funding
approval, hiring project team
members, etc.)?
17. What stakeholders need to
participate in approving the
project plan?

11

The Project Planning Phase

Outputs of The Planning Stage Include:

Break down the project into manageable tasks

Schedule the timing and sequencing of project tasks

Identify project team members

Assign tasks to team members

Identify and plan for project risks

Develop a project communication plan

Project Planning Template

Project Planning Questions
1. What are the major phases of the
project?
2. What needs to be accomplished
in each phase?
3. What is the time schedule and
sequence for performing the
tasks?
4. Who should be on the project
team?
5. Who is responsible for completing
each task?
6. What training, skills, or background
is needed to complete each task?
7. What policies, procedures, or
predetermined client parameters
are governing this project?
8. What are the project risks and
what contingencies need to be
considered to mitigate the risks?
9. What key messages need to be
communicated throughout the
project and when does each
need to be communicated?

12

Project Overview for Stakeholder ApprovalExample

ACME CompanyGlobal Recruiting and Employer of Choice ProjectProject Overview
Building a winning team is crucial to organizational success. However, hiring managers are often unsure
about the most effective selection techniques. Sometimes the selection process itself can actually prevent
organizations from choosing the best employees for new positions or promotional opportunities. Acme
Companys HR team believes that it has solid talent acquisition services in place today, but it also wants to
ensure that it is meeting managers needs, that it has in place the right process to ensure efficiency, and
that it is providing the right tools to ensure effectiveness.
To help Acme Companys HR team realize these goals, The Acme HR project team will review and improve
the existing selection processes and tools, determine what managers need most in training, design a bank
of cultural interview questions for different levels of positions across the organization, design training content
(incorporating the technology vendor as appropriate), facilitate to a pilot group two half days of training
using a train-the-trainer model, make revisions to the content, and finally deliver this content to managers
throughout the organization.

ACME CompanyGlobal Recruiting and Employer of Choice ProjectProject Plan

Name

Project Team

Phase

Location

Wayne Smith
Jeff Jones
Romina Smith
Sunny Jones
Jane Smith
Bill Jones

North America
North America
Europe
Asia
Europe
North America

Role
Project Sponsor
Project Lead, North America
Project Lead, Europe
Project Lead, Asia
Senior Project Coordinator
Project Coordinator

Phase Outcomes

Conduct a
Needs
Analysis with
Either a
Focus Group
or through a
Survey to
Managers

Implement a data collection plan, including:

An organization-wide survey to hiring managers

Individual interviews with one manager from each country

(approximately 25)

Two focus groups with select groups (one of them consisting of

company executives from Asia and Europe)

Collection and review of background documents, including

competencies, service-level agreements, processes, strategic
plan/business plans, ATS system documents (where applicable),
and other relevant materials

The interviews/focus groups/survey/documentation review will collect

information on what managers believe are the key challenges in the
interview and hiring process and determine what tools would be most
helpful to them. Survey administration has already begun. We will use
the survey data to further define the content for the interviews and
then conduct focus group sessions based on ideas discussed during
interview sessions. Document collection and review will be concurrent
with survey administration, interviews, and focus groups.

Timeline

February 1
May 31

Combine the data collected in the previous step, including:

Identifying the key themes from the data collection

Analyzing/interpreting the information

Deliver an integrated report of key findings and recommendations.

Deliverables include: Integrated report of key findings and

recommendations

13

ACME CompanyGlobal Recruiting and Employer of Choice ProjectProject Plan

Revise the
Recruiting
Process and
Build
Supporting
Tools

Work with the ATS vendors in each region (where applicable) to

determine system capabilities and how they can be used in the
process. (Note: We will reach out to the vendor as early as possible to
maximize our opportunities.)

Through a series of meetings/working sessions with the project team:

Verify the existing recruiting process documentation

Examine the current workflow of recruiting and hiring-related

processes between HR and the manager; look for opportunities to
streamline them for a more efficient process and to ensure
appropriateness for the organization

Based on this analysis, create a revised recruiting process and

supporting tools, a bank of behavior-based interview questions, and a
first draft of interview guides.

Present the revised process, supporting tools, interview questions, and

interview guides to the project team and the design team for review.

Incorporate any changes and create a final draft of the process,

supporting tools, interview questions, and interview guides.

June 1
August 31

Deliverables include: Revised recruiting process outline/flow chart,

resource manual with supporting tools, behavior-based interview guides
(provided in electronic format)

Design the
Training
Content

Using the information obtained in the data collection phase, develop

the training content, including the participant materials; when
designing the training content, integrate internal facilitators to execute
a train-the-trainer model.

Interface with the ATS vendor to incorporate technology elements.

Review the draft participant materials and facilitator guides with the
project team and design team; collect the revisions and incorporate
them into the final documents.

September
130

Deliverables include: Training materials, including participant handouts

and facilitator guides

Facilitate the
Training to a
Pilot Group
and Evaluate

Facilitate two half-day sessions (four hours each) for 20 participants in

the pilot group; invite the HR team/recruiters to observe and/or
facilitate key sections as part of the train-the-trainer efforts.
Conduct an evaluation with participants following each session.

October
115

Deliverables include: Two half-day training sessions

Revise the
Training
Content
Following the
Pilot
Evaluation

Compile notes from the evaluation responses.

Meet with the project team to debrief, discuss any issues uncovered
during the sessions, and explore opportunities to deliver the training to
other hiring managers.

Using the feedback obtained from the debriefing session, update the
training content or delivery model.

Conduct a three-hour train-the-trainer review session with the HR

team/recruiters to further familiarize them with the participant
materials and facilitator guides and to prepare them to facilitate
future sessions.

October
16 31

Deliverables include: Training feedback summary, updated content

14

ACME CompanyGlobal Recruiting and Employer of Choice ProjectProject Plan

Facilitate AllManager
Training (until
internal
trainers are
prepared)

Facilitate two half-day sessions (four hours each) for managers. We

estimate delivering the training to 400 managers; class size will be
limited to approximately 1518 participants per session, so we
anticipate repeating the series nine times.
Conduct an evaluation with participants following each session;
summarize the feedback and provide it to the project team.

November 1
January 31,
2013

Deliverables include: Two half-day training sessions, repeated nine times;

training feedback summary

Detailed Project Plan Example

Phase: Conduct a needs analysis with either a focus group or through a survey to managers.
Task: Implement data collection.
Sub-Task: Send an organization-wide survey to hiring managers.
Phase

Task

Sub-Task

Responsible

Start Date

End Date

Notes

Needs
Analysis

Data
Collection

Design survey

Bill

2/1/2012

2/3/2012

Designed 30
question survey

Needs
Analysis

Data
Collection

Validate survey

Jane

2/4/2012

2/5/2012

Survey validated
and looks good!

Needs
Analysis

Data
Collection

Get stakeholder
approval for survey

Wayne

2/6/2012

2/15/2012

All stakeholders
approved survey

Needs
Analysis

Data
Collection

Identify survey
participants

Bill

2/16/2012

2/16/2012

Identified 160
participants

Needs
Analysis

Data
Collection

Develop introductory
e-mail ,including
purpose of survey
and deadline for
completion

Bill

2/16/2012

2/16/2012

Deadline to
complete is
3/1/2012

Needs
Analysis

Data
Collection

Send e-mail and

survey link to all
participants

Sunny

2/17/2012

2/17/2012

Survey sent to
160 participants

Needs
Analysis

Data
Collection

Determine survey
participation and
send reminder e-mail
to managers who
have not
participated

Bill

2/27/2012

2/28/2012

Sent reminder
notice to 57
participants

Needs
Analysis

Data
Collection

Close survey

Bill

3/1/2012

3/1/2012

Survey closed

Needs
Analysis

Data
Collection

Tabulate survey
responses and
develop report

Bill

3/2/2012

3/3/2012

Complete

Needs
Analysis

Data
Collection

Share report with

project team

Bill

3/4/2012

3/4/2012

Meeting pending

15

Project Timeline Example (Gantt Chart)

Phase: Conduct a needs analysis with either a focus group or through a survey to managers.
Task: Implement data collection.
Sub-Task: Send an organization-wide survey to hiring managers.
February

March

Sub-Task
1

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

Design survey
Validate survey
Get stakeholder
approval for survey
Identify survey
participants
Develop
introductory e-mail,
including purpose of
survey and deadline
for completion
Send e-mail and
survey link to all
participants
Determine survey
participation and
send reminder
e-mail to managers
who have not
participated
Close survey
Tabulate survey
responses and
develop report
Share report with
project team

16

Project Communication Plan Example

Phase: Conduct a needs analysis with either a focus group or through a survey to managers.
Task: Implement data collection.
Sub-Task: Send an organization-wide survey to hiring managers.
ACME Company Global Recruiting Project Communication Plan
Date

Audience

Message

Delivery Method

Responsible

2/6/2012

All project
stakeholders

Review the
organizational
survey and respond
by 2/15/2012

E-mail

Wayne

2/17/2012

Survey
participants

Welcome to the
survey; please follow
the survey link and
complete it by 2/29.

E-mail

Sunny

2/27/2012

Survey
participants
who havent
yet taken it

Please remember to
complete the survey
by 2/29

E-mail

Bill

3/5/2012

Project team

Review survey results

Face-to-face
meeting

Bill

17

The Project Implementation Phase

Outputs of the Implementation Stage Include:

Achieve the milestone objectives

Plan revisions as needed

Shift resources as needed

Project Implementation Template

Project Implementation Questions
1. Have any project parameters or
requirements changed since
implementation commenced?
2. What unforeseen risks are
materializing?
3. Is the project sponsor still engaged
in the project?
4. What organizational politics are
negatively affecting
implementation (resistance,
hidden agendas, etc.)?
5. Is the project still aligned with
organizational business objectives
(have objectives changed during
project implementation)?
6. Where interdependencies can
impact my project tasks, are my
team members on track to
complete their tasks on time?

Tips for Successful Project Implementation

Tips for Monitoring Budgets
When monitoring actual costs against your budget, watch out for these common factors;
they can send your project over budget:

Inflation during long-term projects.

Unfavorable changes in currency exchange rates.

Failing to get firm prices from suppliers and contractors.

Unplanned personnel costs, including overtime, incurred in keeping the project on

schedule.

Unanticipated training costs and consulting fees.

18

Tips for Making the Most of People

Be selective in recruiting. Bring in people who view the projects goal as important.

Engage members in activities they find interesting and valuable.

Publicly recognize the contributions of individual members.

Recognize the value of differences and how they serve the common goal.

Create opportunities for members to know each other.

Get people working together to build team spirit.

Address and manage conflict between team members immediately.

Tips for Keeping the Project Focused

Build in regularly schedule quality check points.

Consistently call attention to upcoming project milestone dates. Celebrate the

successful achievement of each milestone.

Develop a systematic reporting system to ensure various tasks are completed in a

timely manner.

Always be sensitive to scope creep.

Maintain regular communication with all project stakeholders. Make them aware of
successes and obstacles encountered throughout the project.

19

The Project Close Phase

Outputs of the Implementation Stage Include:

Evaluate the project team performance and outcomes

Identify and document lessons learned

Celebrate successes

Project Close Template

Project Close Questions
1. What aspects of the project went
well? Why did they go well?
2. What errors were made on the
project that should be avoided on
the next project? Why did they
occur?
3. How did documented plan
assumptions compare with reality?
4. What environmental factors
impacted the project positively?
Negatively?
5. How accurate was the breakdown
of tasks and sub-tasks?
6. How accurate were timing
estimates of the project (tasks and
phases)?
7. What recommendations can be
made for future projects?
8. What final information do I need to
share in order for us to close the
project?

20

Project Summary Report Sample Outline

1

PROJECT OVERVIEW

PROJECT CLOSURE REPORT GOALS

PROJECT CLOSURE REPORT SUMMARY

3.1

Project Background Overview

3.2

Project Highlights and Best Practices

3.3

Project Closure Synopsis

PROJECT METRICS PERFORMANCE

4.1

Goals and Objectives Performance

4.2

Success Criteria Performance

4.3

Milestone and Deliverables Performance

4.4

Schedule Performance

4.5

Budget Performance

4.6

Metrics Performance Recommendations

PROJECT CLOSURE TASKS

5.1

Resource Management

5.2

Issue Management

5.3

Risk Management

5.4

Quality Management

5.5

Communication Management

5.6

Customer Expectation Management

5.7

Asset Management

5.8

Lessons Learned

5.9

Postproject Tasks

5.10 Project Closure Recommendations

6

PROJECT CLOSURE REPORT APPROVALS

APPENDICES

21

Action Planning
Refer back to pages where you noted thoughts, ideas, actions, etc. Use the information you
generated on these pages to create an action plan below.
What specific actions will you take following todays session? (Make sure to write your actions in
a SMART way!)
Action

What/Who Is Involved

Timeframe

On a scale of 1 to 10 (with 10 being greatest), what is your level of willingness to follow through
with these actions? __________
What key messages/ideas did you gain from this workshop?

22