Introduction
Two skills sets, Human Resources and Project Management have never been as essential to the world of work than in today’s workforce. This Strategic Project Management: Theory and Practice for Human Resources text is designed for students learning about Project Management from a Human Resources perspective. The text includes theoretical perspectives, based on empirical data, that justify the practical and procedural aspects of both fields of study. There is a strong connection between theory and practice that helps students to build their understanding of key concepts.
It describes the Project Management and Human Resources theory, processes and applications, and the role the Project Manager and team in implementing these processes. The text is designed to help students develop a deeper approach to learning by studying underlying principles or rationale of approaches and models, links ideas and concepts to practice, and understand and apply the knowledge and skills learned about projects and people.
This resource is designed for college students enrolled in Human Resources Management Programs at one-year, two-year, or three-year graduate diploma level of learning, or students who are completing university level Human Resources programs. It may be of interest to Human Resources Specialists who are full-time or part-time students looking to upgrade their Human Resources credentials in continuing education. This resource will help them understand Project Management’s influence in their jobs. As well, students in other business fields may benefit from this integrated Project Management and Human Resources book. Finally, since all industries have moved toward a more Project Management focus, with emphasis on people as the greatest assets, students in most academic programs can increase their knowledge and skills in two important areas of study and work-Project Management and Human Resources.
An increase in Project Management and Human Resources functions in businesses in all industries has led to project managers and teams having a wide variety of skills including how to complete a project, business acumen, leadership, technical knowledge, and human resources skills. Both at a domestic and international level, employees require diverse and broad competencies. Most Project Management texts teach students the technical systems of projects. Yet, many of the Project Management problems such as conflicting priorities, inadequate client satisfaction, poor communication and scheduling delays are behavioural, not technical issues. Most Project Managers in today’s workforce recognize that a clear understanding of human behaviour is important in ensuring projects are successful. The types of employees and expertise required for various phases of the project cycle depend on the tasks to be completed, competencies of the team members, and the team dynamics.
Human Resources Specialists are experts with “people” as a resource. Human Resource inclusion in projects helps to identify roles, fulfill goals, assist in acquiring project teams, training and developing team members, and helping to manage the team. The role Human Resources plays in projects increases the quality and timelines of project deliverables. Human Resources involvement in project management is key to turning a group of employees into high-performing teams who are prepared to deliver a successful project.
