The human resources department can take a lesson from Benjamin Franklin. It was that bespectacled founding father who is credited with uttering a famous quote that should be the guide for HR professionals embarking on any new project. “When you fail to plan, you plan to fail.” 
Cara Parker, owner of CParker Consulting, Inc., a multidisciplinary organizational development firm in Fredericksburg, Virginia, says the Franklin maxim should be the mantra for all project management.
Parker led a webinar titled “Getting Things Done: Project Management Strategies for HR Professionals” recently in which she outlined how HR professionals can manage the various projects they are tasked with performing.
Whether it’s writing a policy manual, organizing a recruiting strategy, launching a training program, or tackling any of the many other HR responsibilities, the job begins with project management. And the No. 1 part of project management is planning, Parker says.
Project components
First, it’s important to understand the interrelated activities that make up what Parker calls “the delicate balance”—scope, quality, schedule, budget, resources, and risk. “High performing organizations strive for managing all of these components,” she says.
Scope refers to defining what the project will cover. Project managers need to determine what’s in phase one, phase two, etc., Parker says. Plus, they need to know what to do if someone tries to add something that’s not in the plan.
Quality should be defined on the front end of the project, and it’s up to the project manager to define an acceptable level, Parker says. How intricate will the policy manual be? How comprehensive does the training program need to be? What level of quality is necessary?
The schedule needs to be broken down into various milestones. Parker says projects need to have a definite beginning and end. Plus, the various phases need to be mapped out.
The budget needs to be well-understood, and the project manager needs to understand if it’s adequate, Parker says. Plus, the manager needs to understand the consequences of going over budget.
Defining the necessary resources is another key part of project management, Parker says. The project manager needs to consider the human resources as well as other necessary resources. Planning needs to include deciding who will be on the team, whether outside experts need to be brought in, and when various team members need to be available. Deciding how to reward team members also should be thought out.
Considering the risks associated with the project also is important to success, Parker says. The project manager needs to consider questions such as what if funding is reduced, or what if the kickoff is scheduled when a key person is on vacation?
“A project manager needs to keep all of those interrelated activities afloat all at one time,” Parker says. Also, a change in one of the components causes a ripple effect through the rest and risks upsetting the delicate balance.
For example, if the budget gets reduced because of a new priority, the project manager still has to find a way to deliver. Maybe the scope of the project can be reduced because of the budget cut. Or maybe the schedule can be delayed until more money is available. Perhaps resources can be reduced. No matter how the project manager decides to handle a change in any of the components, the risks the change presents need to be part of the planning process.
Key roles
Effective project management requires an understanding of the various roles, Parker says. Projects have a sponsor, manager, subteams, and stakeholders.
The project sponsor is at the top of the project structure. The sponsor typically is a key executive in the organization who defines the scope and parameters of the project and holds the resources. The sponsor also gives the project manager authority and helps the manager overcome organizational challenges.
The project manager is responsible for managing and leading the project and delivering the final product or service. It’s more important for the manager to be a leader than to be a technical expert, Parker says. It’s the project manager who must understand the culture and norms of the organization and who must possess strong interpersonal and leadership skills.
The project manager needs to be a communicator with good negotiation, conflict-management, and problem-solving skills. Project managers also need to be able to lead, motivate, and influence people who may not usually report to them.
Project subteams include the manager, core team, and any experts brought in for a short period. The teams need to share knowledge and expertise at the planning stage and throughout the project. It’s the project manager who needs to consider whether team members need specific training as well as what kind of rewards and recognition are appropriate, Parker says.
Stakeholders are the people or groups who have a business interest in the project. They include sponsors, customers (both inside and outside the organization), and other interested parties such as a board of directors.
“Bottom line is listen, listen, listen to your stakeholders and your customers,” Parker says.