Managing Projects in Human Resources, Training and Development

* Aimed at staff at operational level or managers new to project management In a practical and sequential approach to project management in developmental situations, the author introduces a framework of techniques and processes and numerous examples that demonstrate how these tools can be applied. What is a project? Projects and change Features of a project Aims Setting clear objectives Key dimensions of a project People in projects Projects in HR, training and development Outcomes and multiple outcomes Achieving outcomes Scoping the project Why scope a project? The life of a project Questions, evidence and decisions Does this project meet a need? Does it help to achieve organizational goals? Have we considered all the options? Option appraisal Cost effectiveness Opportunities and threats Is this project feasible? Should we do a pilot study? Is the benefit worth the cost? Defining the project Working with the sponsor Will the project be supported? Stakeholder mapping Working with your stakeholders Creating the project brief Structure of the project brief Managing risk Risk and contingency planning Preparing to manage risks Risk assessment and impact analysis Strategies for dealing with risk A contingency plan A framework for managing risk Influencing stakeholders Outline planning Where do you start? Developing a project plan Using a logic diagram Identifying deliverables Estimating time and costs Estimating time Work breakdown structure Staff costs Avoiding abusive practices Equipment costs Materials costs Estimating revenues and intangible benefits Who should estimate? Planning for quality Scheduling Timing and sequence Drawing up a Gantt chart Using computer programs to plan and schedule Identifying the critical path Implementing the project Drawing up the implementation plan Team structure Planning team responsibilities Making it happen Resourcing Managing project activities during implementation Keeping an overview Monitoring and control Monitoring Milestones Maintaining balance Controlling change Communications Communications in a project Why is good communication needed? How can communication be provided? Managing the flow of information Providing information for those who need it Where is information needed? Access to information and confidentiality What might hinder communication Leadership and teamworking The nature of leadership Leadership in a project Power in leadership of projects Style in leadership of projects Leadership roles in a project Motivation and teamworking Team development Managing yourself Managing people and performance Preparing for good performance Managing performance of teams in a project Managing relationships and conflict Making requirements explicit Ensuring that the team have the necessary skills and experience Developing collaboration Dealing with poor performance Completing the project Handover and delivery Delivering with style Planning for a successful conclusion Closing the project Closure checklists Dismantling the team Project drift Evaluating the project Evaluation during a project Evaluation at the end of a project Designing a formal evaluation Planning an evaluation Analysing and reporting the results Follow-up to the report Reporting the project Writing a project report Characteristics of a good report Style, structure and format Reporting the project to gain an academic or professional award Making effective presentations Understanding your audience Who is in your audience? Purpose and content Delivery Learning from the project Organizational learning about management of projects Sharing learning from a project Individual development from a project Management development through leading a project. Managing projects in HR, Training and Development is an essential handbook for both operational staff and senior human resource managers and covers all aspects of project management. The book examines how to carry out an effective project intended to make an improvement in a context where human resources, training and development are central concerns. This includes workplaces, universities, colleges, training and development organizations. The book introduces a framework of techniques and processes that provide practical tools and approaches and there are numerous examples that demonstrate how these tools can be used and applied to achieve change and improvement. Each chapter discusses an aspect of project management and includes examples drawn from human resource, training and development settings. Techniques are introduced and applied to examples and there are 'pauses for thought' to encourage the reader to think ideas through. The book also puts an emphasis on structured learning from experience and critical reflection. This practical and thoughtful approach provides an ideal guide for anyone who takes responsibility for leading, managing, supervising or contributing to a project in this area of work. People are often expected to manage projects as part of their day-to-day work but few receive special training to help them to take on this task. Managing Projects in Human Resources, Training and Development is an essential handbook for both operational staff and senior human resource managers requiring information and guidance on all aspects of project management. Working through a framework of techniques and processes, this book provides the practical tools and approaches required for successful project management. It is packed with case studies, figures and diagrams. Examples drawn from human resources, training and development settings are used throughout the book, making it a practical and thoughtful guide for anyone taking responsibility for leading, managing or contributing to a project in this area of work.