Project Management for Human Resources Professionals

HR Managers, like many of their colleagues, are asked to juggle a wide variety of assignments and add on special ones as needed. In many companies, the specialists who formerly performed specialized tasks are gone, along with their expertise. The work still needs to be done so HR Managers are called on to take on this work as a “project.” Most HR folks are not trained as project managers and may struggle with getting everything done effectively and efficiently. The basic approaches to project management are universal and many of the common “tools” are easy to use. Get the results your organization expects by applying these fundamental approaches not only to tackle special assignments but integrate all your work into a large project, which you can manage productively and systematically.

• Recognize the “business problem” before the project begins
• Organize tasks easily into logical groups of activities
• Create a project plan to guide all your efforts
• “Manage” your project “team” even if you don’t have one
• Keep critical stakeholders informed and involved
• Track progress and recognize quickly when things are slipping
• Lead effective project meetings
• Demonstrate successful project completion
• Apply lessons learned to the next project

• Context for Project Management
      o What are projects and where do they fit?
      o Project success factors and pitfalls
 
• Project Initiation
      o Articulate project Business Problem
      o Perform Stakeholder analysis
 
• Planning and Scheduling
      o Elicit Requirements
      o Analyze scope, constraints, assumptions
      o Create a Work Breakdown Structure and tactical plan
      o Sequence activities optimally with Logic Diagram
      o Manage the Critical Path
      o Schedule, assign responsibility, and track.
 
• Cost Management
      o Estimate Costs
      o Define budget and tracking
 
• Risk Management
      o Define risks, qualitatively and quantitatively
      o Develop Risk Impact Matrix
      o Track and manage Risk; Escalate Risk Proactively
 
• Human Resource and Communication Plan
      o Develop Role and Responsibility Plan; Create RACI diagram
      o Develop a Management Communications Plan
 
• Project Execution, Monitoring, and Control
      o Define What and how to monitor; scope, schedule, cost, quality
      o Capture actual results for scope, schedule, cost, quality
 
• Project Closure
      o Apply Lessons Learned for continuous improvement.

You are already doing more than you thought possible and here comes this "extra" assignment. Instead of being overwhelmed, you will set the work up as a project, manage it using an approach with a track record of success, and get the results your management requires. You'll hone your existing skills and build on them. You'll apply what you learn to the rest of your assignment, becoming more productive, and still have time to think about how to improve the overall performance of your area of responsibility.

• HR Professionals
• HR Manager
• New and aspiring HR managers
• HR professionals charged with improving HR performance
• Executives charged with improving HR performance
• Self-taught project managers seeking enrichment training and new skills.
• Project teams having trouble juggling their tasks and responsibilities
• Professionals who have to manage projects, work on others' projects, serve on cross-functional teams in any capacity
• Professionals who serve in a consulted role for others' projects
• Professionals with limited experience in spearheading a project
• Anyone about to step into a project manager role for the first time

Rebecca Staton-Reinstein, Ph.D., and President of Advantage Leadership, Inc. works with leaders and their organizations to Increase your bottom-line results through strategic leadership, engaged employees, and delighted customers in all economic sectors. Draw on her proven ability to mentor you through major change, customizing successful solutions to your complex issues. For over 25 years, Rebecca has contributed value as an executive, manager, educator, and consultant, honored on four continents. She is a Ph.D. in organizational development, a National Speakers Association Legacy Professional Member, and St. Petersburg Engineering Academy Foreign Member and author of books on strategic leadership and planning.