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)
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– Learning Curve - experience matters
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– Mythical Man-month –more people does
NOT necessarily means faster project
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 – Syndrome 90%
Project progress are reported good until 90%
when problems are revealed
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© Budi Hartono, ST, MPM
Types of Organization Structure

• Functional Organization
• Matrix organization
• Projectized organization

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 Functional Structure
CEO

President

VP VP VP
Engineering Marketing Manufacturing

NPD R&D Sales Advertis

Mgr ing Mgr
(+) loyalty to functional groups, togetherness, less
duplication of works, share expertise, in-depth expertise
(-) silo of expertise, competition, slow problem solving,
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narrow vision
 Market-oriented Structure
– based on market they serve
– project, product, geography
CEO

President President President

Hongkong Britain Indonesia

VP hair VP facial VP hair VP facial

care product care product
product product
(+) costumer focus, highly flexible, speed
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(-) duplication of expertise, knowledge, cost
 The Matrix Structure
CEO

President

Engineering Marketing Operations

Manager Manager Manager

Proj. Mgr 1 Engineer 1 Mkt Staff 1 Op. Staff 1

Proj. Mgr 2 Engineer 2 Mkt Staff 2 Op. Staff 2

Proj. Mgr 3 Engineer 3© Budi Hartono,Mkt Staff 3

ST, MPM 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
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`

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 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

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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 .

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 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.

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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: …

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 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.

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John French and Bertram Raven
The Power of
the Project Manager

• Expert power is based on a person’s knowledge

credentials, expertise, or education.

• Referent power is based on trait theory—that is, a

person’s characteristics.

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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

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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.

STORMING Conflicts tend to be greatest. I can't

team members chart their course

NORMING
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

MOURNING
structure has ST,
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MPM
see note
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.

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tips

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Maslow’s Hierarchy of Needs

Legacy Transcendence
Self Actualisation

Learn Aesthetic Needs

Need to Know & Understand
Love Esteem Needs
Belongingness & Love Needs
Live
Safety Needs
Physiological Needs
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© Budi Hartono, ST, MPM