HR ISSUES WITH REGARDS TO PROJECT MANAGEMENT
Submitted By. GURURAJ.D – CO-ORDINATOR ANAND RATHEESH.MC MOHAMMED SULTHAN MURALI.R RAVI
BTECH – ECE, 1st BATCH, 6th SEM
CONTENTS
CONTENTS ...............................................................................................2 1. 2.
2.1 2.2 2.2.1 2.2.2 2.2.3 2.2.4
INTRODUCTION...............................................................................4 PROJECT MANAGEMENT...................................................................5
Primary Challenge of Project Management ....................................................................................................... 5 Process Groups in Project Management ....................................................................................... 6 Initiation .................................................................................................................................................. 7 Planning and design........................................................................................................................... 8 Monitoring and controlling ........................................................................................................... 10 Closing .................................................................................................................................................... 11
3.
3.1 3.1.1 3.1.2 3.1.3 3.1.4
HUMAN RESOURCE ........................................................................12
Human Resource Management in a Project .............................................................................. 12 Development of human resource plan .................................................................................... 13 Acquiring Staff .................................................................................................................................... 14 Measuring the performance of staff......................................................................................... 14 Release of staff at the end............................................................................................................ 14
4.
4.1 4.2 4.3
TELECOM INDUSTRY GLOBALLY AND NATIONAL LEVEL .................15
Market and Potential. ........................................................................................................................... 15 Fixed Service providers World wide – A Comparison .......................................................... 16 Telecom industry in India.................................................................................................................. 16
2
4.4
Cellular Service Providers In India – A comparison. ........................................................... 18
5.
5.1 5.2 5.2.1 5.3 5.3.1 5.3.2 5.3.3
NOKIA SEIMENS NETWORK ...........................................................19
Company Profile ..................................................................................................................................... 19 Project Organogram ............................................................................................................................. 23 Work definition and assignment process .............................................................................. 23 HR and Environment............................................................................................................................. 24 Intra- individual Issues. ................................................................................................................ 26 Intra – Personnel Conflict ............................................................................................................. 26 Inter – Personnel Conflict ............................................................................................................. 27
7. 8.
SUGGESTIONS ...............................................................................28 REFERENCES..................................................................................29
3
1. INTRODUCTION
Today’s Industrial environment is challenging and demanding more from an engineer. There by it is necessary to have knowledge about the “Inside out” of an organizational workflow and the functionality of various departments. And moreover about human being, about man management, about different dimensions of organizational challenges. We as ECE students should and must have sound knowledge about the telecom industry and that is the main intention behind choosing this industrial segment. Moreover this is the most rapid growth sector and has a great revolution behind. We will discuss about this “Ever Green Industry” and its current global positioning, opportunities, challenges etc. In this attempt, we are intended to demonstrate the “HR issues with regard to project Management”. An effort to understand more about the challenges of a project execution team in terms of human issues, these could be individual issues, Team issues etc. In general, 2/3 of the project problems are people related. Today the atmosphere is more about multicultural, our cities attracts the best talents from various part of the country, whom may or will have different career aspirations, different work methodologies, food habits, vocabulary and many more. The ultimate challenge is to “bundle up the sticks” together and thereby achieving the results, since RESULTS speaks more than efforts. The recent development of an organizational change was mainly the exploration of Human Values. This facilitates better employee satisfaction, morale and dramatic improvement in efficiency. In the contrary, we understand and wish to elevate the need of team work, because “TEAM DIVIDES THE TASKS AND DOUBLES THE SUCCESS”
4
2. PROJECT MANAGEMENT
A project is a temporary endeavor, having a defined beginning and end, undertaken to meet unique goals and objectives, usually to bring about beneficial change or added value. Project management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives.
2.1
Primary Challenge of Project Management
The primary challenge of project management is to achieve all of the project goals and objectives while honoring the preconceived project constraints. Typical constraints are Scope, Time (Schedule), and Budget. The secondary and more ambitious challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives.
5
2.2
Process Groups in Project Management
Major process groups generally include: Initiation Planning or development Production or execution Monitoring and controlling Closing
6
2.2.1 Initiation
The initiation processes determine the nature and scope of the project. The initiation stage should include a plan that encompasses the following areas: Analyzing the business needs/requirements in measurable goals. Reviewing of the current operations. Financial analysis of the costs and benefits including a budget. Stakeholder analysis, including users, and support personnel for the project. Project charter including costs, tasks, deliverables, and schedule.
7
2.2.2 Planning and design
After the initiation stage, the project is planned to an appropriate level of detail. The main purpose is to plan time, cost and resources adequately to estimate the work needed and to effectively manage risk during project execution. Project planning generally consists of Determining how to plan (e.g. by level of detail or rolling wave). Developing the scope statement. Selecting the planning team. Identifying deliverables and creating the work breakdown structure. Identifying the activities needed to complete those deliverables and networking the activities in their logical sequence. Estimating the resource requirements for the activities. Estimating time and cost for activities. 8
Developing the schedule. Developing the budget. Risk planning. Gaining formal approval to begin work. Planning for communications and for scope management Identifying roles and responsibilities. Determining what to purchase for the project. Holding a kick-off meeting. 2.2.1 Executing
Executing consists of the processes used to complete the work defined in the project management plan to accomplish the project's requirements. Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the processes performed as defined in the project management plan.
9
2.2.3 Monitoring and controlling
Monitoring and controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project
Monitoring and Controlling includes: Measuring the ongoing project activities (where we are). Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the project performance baseline (where we should be). Identify corrective actions to address issues and risks properly (How can we get on track again).
10
2.2.4 Closing
Closing includes the formal acceptance of the project and the ending thereof. This phase consists of: Project close: Finalize all activities across all of the process groups to formally close the project or a project phase. Contract closure: Complete and settle each contract (including the resolution of any open items) and close each contract applicable to the project or project phase.
11
3. HUMAN RESOURCE
Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.
3.1
Human Resource Management in a Project
The Human resource management includes the processes required to coordinate the human resources on a project. Such processes include those needed to plan, obtain, orient, assign, and release staff over the life of the project. The following are various functions Development of Human resource plan. Acquiring staff. Measuring the Performance of staff. Release of staff at the end. We know that people are the most important part of a project’s success. Thereby human resources in a project have major importance in its success or failure. Human resource processes are strongly influenced by the policies and procedures of any delivery organization. An employee focused approach, while satisfying the management directives is the foremost challenging part of human resource, they need to initiate on leading, communicating, delegating, motivating, team building, recruiting, appraising and much more. The nature and number of people involved in a project change as the project moves through its life cycle. For example initially there will be limited number of staff in the project and as we move along we induct more staff into the project. Staff management processes must recognize and address these changing needs.
12
3.1.1 Development of human resource plan
This process may be used at several levels in the project organization. Each project organizational unit that has a responsibility for staffing, controlling and allocating staff related resources may create a Human resource plan. Review the Project definition, the Organizational breakdown structure (OBS), and the technical environment plan to understand the situation for which the Human resource plan will be created. Review the project documentation describing procedures for recruiting and staffing to determine the human resource categories to be used and expected utilization factor for the project. Estimates are usually focused on project productive work and do not account for the overheads that, to some extent, depend on the constituency. The utilization factor is used to take overhead due to meetings, administration tasks etc. into account. Care should be taken to keep the scope of the utilization factor consistent with what is defined as “availability” in the Human resource plan. Identify special skills that may be needed, beyond those defined for the human resource category. For example, language-specific programming skills may be required for people in the “programmer” class. For each human resource category in the Project management schedule, validate the number of resources needed. Identify training requirements and add the training effort to the effort defined in the Project management schedule for each human resource category. Validate the number of available resources used in the Project management schedule and adjust as necessary.
13
Here is an example of validation:
The effort defined in the Project management schedule is 980 person days and the training effort required is 20 person days. The total effort, therefore, is 980 + 20 = 1000 person days. The utilization factor for the performing organization is 75% (or 0.75). The adjusted effort is 1000 / 0.75 = 1333 person days. The required elapsed time is 195 days (9 months). The number of staff becomes 1333 / 195 = 7 (approximately). Human resource category description should be developed to have an understanding of the resources that are needed. Judge how feasible it will be to obtain the required resources in the required time frame, based on this understanding of the human resource category and the work to be performed.
3.1.2 Acquiring Staff
This function includes processes to identify potential sources of project staff, define skill and activity descriptions that can be used by recruiters and resource managers to Select staff for the project. Finding the right people with appropriate skills for the right duration within the planned costs.
3.1.3 Measuring the performance of staff
This includes processes to: Set objectives for the team. Assess the performance of the team members. Enhance the individual and team performance.
3.1.4 Release of staff at the end
The purpose of this process is to plan the release of members of who are coming towards the end of their assignments. This includes processes to debrief and release the staff from the project. The prime purpose of the processes is to ensure that the members of the project team can move to their next assignments in an orderly way. When an individual leaves in mid-project, there is little or no impact on the project costs or time scales. 14
4. TELECOM INDUSTRY GLOBALLY AND NATIONAL LEVEL
World telecom industry is an uprising industry, proceeding towards a goal of achieving two third of the world's telecom connections. Over the past few years information and communications technology has changed in a dramatic manner and as a result of that world telecom industry is going to be a booming industry. Substantial economic growth and mounting population enable the rapid growth of this industry. A number of research works are being carried out all over the world to improve the quality and speed of transmission. Research works are also done on the basis of the users' needs. The objective of the research work is to provide quality and affordable service to the consumers.
The telecom industry can be classified in to the following sub sectors. Broadband Technologies. EDGE (Enhanced Data rates for Global Evolution) Technologies. LAN-WAN Inter networking. Voice over internet Protocol - (IP Phones). Wireless Data Service etc. 4.1 Market and Potential.
The world telecommunications market is expected to rise at an 11 percent compound annual growth rate at the end of year 2010. The leading telecom companies like AT&T, Vodafone, Verizon, SBC Communications, Bell South, Qwest Communications are trying to take the advantage of this growth. These companies are working on telecommunication fields like broadband technologies, EDGE(Enhanced Data rates for Global Evolution) technologies, LAN-WAN inter networking, optical networking, voice over Internet protocol, wireless data service etc. World telecom industry is taking a crucial part of world economy. The total revenue earned from this industry is 3 percent of the gross world products and is aiming at attaining more revenues. One statistical report reveals that approximately 16.9% of the world population has access to the Internet. 15
4.2 Fixed Service providers World wide – A Comparison
Ericsson
NSN
Alcatel Lucent
Huawei
Cisco
Nortel
Motorola
4.3 Telecom industry in India.
Telecom industry in India has a big market potentiality and is a fast growing sector. Government of India is eager to reconstitute this telecom industry by enacting effective policies for more investments from foreign companies, which results in a very competitive and deregulated market in the world. “Government of India implemented the unified access licensing regime, which enables basic and cellular mobile service to use any modern technology. In 1997, Telecom Regulatory Authority of India (TRAI) was formed to facilitate the growth of the telecom sector in India”.
16
In India telecommunication sector is subdivided in to two which are Fixed Service Providers (FSP). Cellular Services This industry in India emphasising on the following major technologies. GSM( Global System for Mobile Communications). CDMA(Code Division Multiple Access) PMRTS(Public Mobile Radio Trunking Services) Fixed Line and WLL(Wireless Local Loop ) Telecom industry in India has a major role in Indian economy. The Indian government is also enforcing some effective telecom policies and regulations for the infrastructural growth of this industry. Indian telecom market provides a tele-density of 8.5 percent as registered in the year 2004. A number of leading multinational telecommunication companies are approaching and showing their interest to invest for the telecom industry in India. Telecommunication industry of India ranked sixth among all the telecommunication sectors in the world. In the year 2004, the total numbers of telephone subscriptions were US$93.2.
17
4.4 Cellular Service Providers In India – A comparison.
12% 12%
24% Bharti Rcom Vodafone BSNL Tata
13% 20% 19%
Idea
The Market leader Bharti Airtel reached the 121.7M subscriber milestone to become the third largest single country mobile services operations and sixth largest in country integrated telecom operators in the world. Reliance Communication (RCOM) has become India’s second telecom operators to cross the 100M Mobile subscriber market. This also makes the company the words fourth largest single country mobile services operators. The company target to reach the 200M Subscriber milestone within 1000 days. To reach this target RCOM is expanding its GSM and CDMA network while focusing on customer- centric Innovation and enhancing the overall customer experience.
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5. NOKIA SEIMENS NETWORK
5.1
Company Profile
With more than 60,000 people in over 150 countries, Nokia Siemens Networks is one of the largest telecommunications hardware, software and services companies in the world. We are committed to innovation and sustainability and offer a complete portfolio of mobile, fixed and converged network technologies as well as professional services including consulting and systems integration, network implementation, maintenance and care, and managed services. We serve more than 600 customers around the world – Communications Service Providers (CSPs) who face a multitude of challenges as they focus on capturing greater value through business model innovation, reducing the complexity within their businesses and networks, growing their customer base and minimizing subscriber churn. It is our aim to play the vital role of an enabler, someone who helps CSPs build stronger, more lasting and ultimately more profitable customer relationships. We aim to do so by enhancing the efficiency and sustainability of their business practices, and in turn help them meet pressing challenges. Our initiatives aim to foster sustainable business practices which increase profitability and demonstrate the broad impact of the telecommunications industry on other sectors. One such initiative is our participation in the WWF Climate Savers program under which we have pledged to undertake a number of steps that reduce our annual CO2 emissions by approximately two million tons. One of our key commitments is to improve the energy efficiency of our GSM/EDGE and WCDMA/HSPA base station products by up to 40 percent by 2012. Our Flexi Base Station has the lowest energy consumption in the market, and has been recognized as the world’s most progressive mobile network technology at GSMA Global Mobile Awards 2009. In addition, we recently launched the industry’s most comprehensive energy solutions offering, which includes the innovative Green Energy Control. Currently we have more than 390 sites across 25 countries which run on renewable energy. By 2011, renewable energy will be our preferred source of power supply for every remote base station site that we install. 19
Our vast and market-leading portfolio of offerings aptly reflects our emphasis on thought leadership and innovation. We have pioneered a centralized Global Service Delivery model by creating integrated multi-technology, multi-vendor Global Network Solutions Centers which drive the world’s most efficient networks. We also enjoy leadership in several other areas, including Professional Services where we are the industry’s fastest growing vendor, voice solutions where we power the conversations of more than one-fourth of the world’s population, 3G where we have more than 160 3G radio references, and network deployment where we enjoy the largest market share. As a leader in technology innovation, we are committed to driving the commercial uptake of LTE starting in 2010, and offer an end-to-end solution which provides a future-proof, easy and cost-efficient path to LTE.
NSN -Geographic distribution & sales in Q4/2009
Latin America North America 44 24 Asia-Pacific 81 42 Greater China 37 Middle East & Africa 132 Europe
• • • •
Early signs of market stabilization Late year rally in LAT, Asia-Pacific, eastern Europe Year-on-year growth in NAM, China Stability in western Europe
20
Global presence and service capability
WORL
€109bn, #2*
North America €24bn, #7* West & South Europe €21bn, #2*
North East €7bn, #2*
Greater China Latin America €8bn, #2* Middle East & Africa €13bn, #3*
APAC €24bn, #3*
21
5.2
HR and Project Management in NSN
NSN GNSC Chennai provides the remote end delivery of integrated services in multi-vendor environment. NSN is Providing end to end support for Core, Radio & TXN of a Network for the customers such as Vodafone-India, Vodafone-Australia, Idea & Kista-Sweden. Human Resources are hired in Two Ways. Internal (Direct NSN). External (Outsourcing). Each project in NSN will consist of both these resources. The Internal & external resources are hired & placed in a project is such a way that in every project the internal & external ratio should be in 30% & 70% respectively. More than 1300 technical experts handling over 175,000 support cases per year More than 2,600 CSI professionals; Over 40% of portfolio delivered Multi-Vendor Capability, including Ericsson, Alcatel Lucent, Huawei, Motorola, Nortel 74% of the customer cases handled at Tier 1 & 2 support; improved from 66% in 2007 The above stats clearly shows us the Technical competency of the Human Resource in the particular Project. BCP(Business Continuity Plan) GNSC Portugal & India (Chennai & Noida) are capable of supporting each other for business continuity and disaster recovery. Together with our Strong local Presence and competence of more than 20,000 service professionals, this offers the right balance of local proximity and global scale.
22
5.3
Project Organogram
5.3.1 Work definition and assignment process
23
5.4
HR and Environment
HR and Enviorment in any organisation can be expressed in terms of Positive as well as Negative aspects. Similerly we see NSN has more positive aspects dominated in this wonderful organisation. NSN Says...
“Our Employees Performance can only flourish in a sound work environment. That is why NSN is committed to supporting its leadership culture through systems and policies that foster open communication maintain employee and partner privacy and assure employee health and safety”
Positive Aspects
Employee Recreational Activities Yoga course. Movie for family. Different competitions (Antakshri/Drama) every second last working day of week.friday/saturday. Sports Day Team Outing. Live Life (Event Initiatives). Periodical Health Check-ups. The HR really understands the expectation of the employee and is serious about the views of the individual; moreover to take the best out of an employee organising social and recreational activities are very essential. This creates better “Integrity” among the people and the work atmosphere will be positive and there by efficient outcome will no longer be a challenge.
24
Negative Aspects Various issues pertaining to the employees are covered here. NSN offers a word class work environment but negativity is something which cannot be neglected or rather cannot be made as zero. Work related Issues. NSN Offers round the clock support to its customer, and has customer centric support network in all the services it offers. Thereby due to the business nature there are unavoidable issues, which we have indicated below. Odd Working Hours. Repetition of Work. Work Stress. Recognition. Unable to learn anything new. More money. Below are the general reasons for various other employee related Issues. Personality. Perception and Attribution. Attitudes and Values. Negative Conflicts. The most foremost important issue can be considered as Conflict, here the conflicts are various
types and levels. This can be Intra – Individual, Intra – Personnel, Intra – Group etc. The following portion will elaborate on the Negative conflicts. Negative Conflict the various route causes for Negative conflicts are listed below. Unresolved Anger Personality Clashes. Less Self Esteem Inefficiency Diversion of Energy From work. 25
Psychological well being threatened. Wastage of Resources. Negative Climate. Group Cohesion Disrupted. Now we shall see the various levels of conflicts.
5.4.1 Intra- individual Issues.
This conflict arises from frustration, numerous roles which demands equal attention, goals having both positive and negative aspects. An Individual driven by an inner state of deficiency engages himself or herself in some action to fulfill the deficiency. Frustration normally triggers defense mechanism in the person. Defense mechanisms refer to unconscious processes that protect the individual from anxiety. The frustrated individual adopts any of the four defensive mechanism, Aggressions. Withdrawal. Fixation. Compromise.
5.4.2 Intra – Personnel Conflict
Intra Individual conflicts occur between two individuals in an organization. It arises mainly due to the differences in perception, temperaments, personality, valuesystem, socio cultural factors and role ambiguities. In this transactional analysis(TA), Juhari Window, Stroaking and Life position explain exact phenomenon of inter personnel conflicts.
26
5.4.3 Inter – Personnel Conflict
Intra Group conflicts refer to dispute among sum or all of the group members. Which often effects the groups performance. The family runs business prone to severe intra group and other types of conflicts. Example: Reliance
Specific HR issue in NSN
It is all the most difficult to find out the specific issue of a organisation, because it calls for the working knowledge of other competent organisations. However we find the following point as the most specific issue in NSN. In NSN provides training to all its employees, occasionally on specific projects employees will be chosen to fly abroad for the detailed training. This is purely for the benefit of employer, but employee will be forced to sign a dual sided contract (bond). NSN employees find this as a difficulty and most of them avoid the foreign training though this is of interest to them. The employer can get the return only when the employee stays back, but the employee will be forced to stay back and the increment or incentive increase what they get during that tenure may not be satisfactory.
27
7. SUGGESTIONS
Role of project Manager in Human Resource Human resource management activities are often split with other functional managers like extending responsibility in selection process, performance assessment etc. All the process over here must be carefully interpreted based on the actual distribution of responsibilities between the project manager and the other roles. In some companies there may be two managers for a team member. He/she will reports to the project manager who takes care of the day-to-day work of the job and also to a people manager who takes care of the people development aspects like promotion, salary hike, career needs/interest. “Ideally we propose to have a single manager who will take care of both Project management and people management and thereby all of us necessarily should have sound knowledge about man management or people management.” An Ideal Human Resource “An HR should be capable enough in finding the right people with appropriate skills for the right duration within the planned costs”. About Telecom Industry The Opportunity in this industry in Infinite. The Industry demands for more qualified engineers and Managers because still there are untouched geographical areas in India itself for communication developments, as we know not only Mobile, there are much more from the same telecom network. We have 3G already in the market; many such developments are in pipeline. Today we see internet through Cell phone, tomorrow even the computers operates through the same network. DTH now launched in TV itself by Samsung, like wise how many such new examples. The world is changing and communication is something which is a basic need now. Tomorrow this will become our essential part of life.
“We have Enormous opportunity, we have right spirit, we have right attitude now let’s go ahead and conquer the new horizons”....
28
8. REFERENCES
Engineering Economics - R.Paneerselvam Project Management Organisational Behaviour Human Resource Management Times Of India Nokia Siemens Networks estimates and company report. Economywatch.com Wikipedia
29
doc_614388887.pdf
Submitted By. GURURAJ.D – CO-ORDINATOR ANAND RATHEESH.MC MOHAMMED SULTHAN MURALI.R RAVI
BTECH – ECE, 1st BATCH, 6th SEM
CONTENTS
CONTENTS ...............................................................................................2 1. 2.
2.1 2.2 2.2.1 2.2.2 2.2.3 2.2.4
INTRODUCTION...............................................................................4 PROJECT MANAGEMENT...................................................................5
Primary Challenge of Project Management ....................................................................................................... 5 Process Groups in Project Management ....................................................................................... 6 Initiation .................................................................................................................................................. 7 Planning and design........................................................................................................................... 8 Monitoring and controlling ........................................................................................................... 10 Closing .................................................................................................................................................... 11
3.
3.1 3.1.1 3.1.2 3.1.3 3.1.4
HUMAN RESOURCE ........................................................................12
Human Resource Management in a Project .............................................................................. 12 Development of human resource plan .................................................................................... 13 Acquiring Staff .................................................................................................................................... 14 Measuring the performance of staff......................................................................................... 14 Release of staff at the end............................................................................................................ 14
4.
4.1 4.2 4.3
TELECOM INDUSTRY GLOBALLY AND NATIONAL LEVEL .................15
Market and Potential. ........................................................................................................................... 15 Fixed Service providers World wide – A Comparison .......................................................... 16 Telecom industry in India.................................................................................................................. 16
2
4.4
Cellular Service Providers In India – A comparison. ........................................................... 18
5.
5.1 5.2 5.2.1 5.3 5.3.1 5.3.2 5.3.3
NOKIA SEIMENS NETWORK ...........................................................19
Company Profile ..................................................................................................................................... 19 Project Organogram ............................................................................................................................. 23 Work definition and assignment process .............................................................................. 23 HR and Environment............................................................................................................................. 24 Intra- individual Issues. ................................................................................................................ 26 Intra – Personnel Conflict ............................................................................................................. 26 Inter – Personnel Conflict ............................................................................................................. 27
7. 8.
SUGGESTIONS ...............................................................................28 REFERENCES..................................................................................29
3
1. INTRODUCTION
Today’s Industrial environment is challenging and demanding more from an engineer. There by it is necessary to have knowledge about the “Inside out” of an organizational workflow and the functionality of various departments. And moreover about human being, about man management, about different dimensions of organizational challenges. We as ECE students should and must have sound knowledge about the telecom industry and that is the main intention behind choosing this industrial segment. Moreover this is the most rapid growth sector and has a great revolution behind. We will discuss about this “Ever Green Industry” and its current global positioning, opportunities, challenges etc. In this attempt, we are intended to demonstrate the “HR issues with regard to project Management”. An effort to understand more about the challenges of a project execution team in terms of human issues, these could be individual issues, Team issues etc. In general, 2/3 of the project problems are people related. Today the atmosphere is more about multicultural, our cities attracts the best talents from various part of the country, whom may or will have different career aspirations, different work methodologies, food habits, vocabulary and many more. The ultimate challenge is to “bundle up the sticks” together and thereby achieving the results, since RESULTS speaks more than efforts. The recent development of an organizational change was mainly the exploration of Human Values. This facilitates better employee satisfaction, morale and dramatic improvement in efficiency. In the contrary, we understand and wish to elevate the need of team work, because “TEAM DIVIDES THE TASKS AND DOUBLES THE SUCCESS”
4
2. PROJECT MANAGEMENT
A project is a temporary endeavor, having a defined beginning and end, undertaken to meet unique goals and objectives, usually to bring about beneficial change or added value. Project management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives.
2.1
Primary Challenge of Project Management
The primary challenge of project management is to achieve all of the project goals and objectives while honoring the preconceived project constraints. Typical constraints are Scope, Time (Schedule), and Budget. The secondary and more ambitious challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives.
5
2.2
Process Groups in Project Management
Major process groups generally include: Initiation Planning or development Production or execution Monitoring and controlling Closing
6
2.2.1 Initiation
The initiation processes determine the nature and scope of the project. The initiation stage should include a plan that encompasses the following areas: Analyzing the business needs/requirements in measurable goals. Reviewing of the current operations. Financial analysis of the costs and benefits including a budget. Stakeholder analysis, including users, and support personnel for the project. Project charter including costs, tasks, deliverables, and schedule.
7
2.2.2 Planning and design
After the initiation stage, the project is planned to an appropriate level of detail. The main purpose is to plan time, cost and resources adequately to estimate the work needed and to effectively manage risk during project execution. Project planning generally consists of Determining how to plan (e.g. by level of detail or rolling wave). Developing the scope statement. Selecting the planning team. Identifying deliverables and creating the work breakdown structure. Identifying the activities needed to complete those deliverables and networking the activities in their logical sequence. Estimating the resource requirements for the activities. Estimating time and cost for activities. 8
Developing the schedule. Developing the budget. Risk planning. Gaining formal approval to begin work. Planning for communications and for scope management Identifying roles and responsibilities. Determining what to purchase for the project. Holding a kick-off meeting. 2.2.1 Executing
Executing consists of the processes used to complete the work defined in the project management plan to accomplish the project's requirements. Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the processes performed as defined in the project management plan.
9
2.2.3 Monitoring and controlling
Monitoring and controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project
Monitoring and Controlling includes: Measuring the ongoing project activities (where we are). Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the project performance baseline (where we should be). Identify corrective actions to address issues and risks properly (How can we get on track again).
10
2.2.4 Closing
Closing includes the formal acceptance of the project and the ending thereof. This phase consists of: Project close: Finalize all activities across all of the process groups to formally close the project or a project phase. Contract closure: Complete and settle each contract (including the resolution of any open items) and close each contract applicable to the project or project phase.
11
3. HUMAN RESOURCE
Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.
3.1
Human Resource Management in a Project
The Human resource management includes the processes required to coordinate the human resources on a project. Such processes include those needed to plan, obtain, orient, assign, and release staff over the life of the project. The following are various functions Development of Human resource plan. Acquiring staff. Measuring the Performance of staff. Release of staff at the end. We know that people are the most important part of a project’s success. Thereby human resources in a project have major importance in its success or failure. Human resource processes are strongly influenced by the policies and procedures of any delivery organization. An employee focused approach, while satisfying the management directives is the foremost challenging part of human resource, they need to initiate on leading, communicating, delegating, motivating, team building, recruiting, appraising and much more. The nature and number of people involved in a project change as the project moves through its life cycle. For example initially there will be limited number of staff in the project and as we move along we induct more staff into the project. Staff management processes must recognize and address these changing needs.
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3.1.1 Development of human resource plan
This process may be used at several levels in the project organization. Each project organizational unit that has a responsibility for staffing, controlling and allocating staff related resources may create a Human resource plan. Review the Project definition, the Organizational breakdown structure (OBS), and the technical environment plan to understand the situation for which the Human resource plan will be created. Review the project documentation describing procedures for recruiting and staffing to determine the human resource categories to be used and expected utilization factor for the project. Estimates are usually focused on project productive work and do not account for the overheads that, to some extent, depend on the constituency. The utilization factor is used to take overhead due to meetings, administration tasks etc. into account. Care should be taken to keep the scope of the utilization factor consistent with what is defined as “availability” in the Human resource plan. Identify special skills that may be needed, beyond those defined for the human resource category. For example, language-specific programming skills may be required for people in the “programmer” class. For each human resource category in the Project management schedule, validate the number of resources needed. Identify training requirements and add the training effort to the effort defined in the Project management schedule for each human resource category. Validate the number of available resources used in the Project management schedule and adjust as necessary.
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Here is an example of validation:
The effort defined in the Project management schedule is 980 person days and the training effort required is 20 person days. The total effort, therefore, is 980 + 20 = 1000 person days. The utilization factor for the performing organization is 75% (or 0.75). The adjusted effort is 1000 / 0.75 = 1333 person days. The required elapsed time is 195 days (9 months). The number of staff becomes 1333 / 195 = 7 (approximately). Human resource category description should be developed to have an understanding of the resources that are needed. Judge how feasible it will be to obtain the required resources in the required time frame, based on this understanding of the human resource category and the work to be performed.
3.1.2 Acquiring Staff
This function includes processes to identify potential sources of project staff, define skill and activity descriptions that can be used by recruiters and resource managers to Select staff for the project. Finding the right people with appropriate skills for the right duration within the planned costs.
3.1.3 Measuring the performance of staff
This includes processes to: Set objectives for the team. Assess the performance of the team members. Enhance the individual and team performance.
3.1.4 Release of staff at the end
The purpose of this process is to plan the release of members of who are coming towards the end of their assignments. This includes processes to debrief and release the staff from the project. The prime purpose of the processes is to ensure that the members of the project team can move to their next assignments in an orderly way. When an individual leaves in mid-project, there is little or no impact on the project costs or time scales. 14
4. TELECOM INDUSTRY GLOBALLY AND NATIONAL LEVEL
World telecom industry is an uprising industry, proceeding towards a goal of achieving two third of the world's telecom connections. Over the past few years information and communications technology has changed in a dramatic manner and as a result of that world telecom industry is going to be a booming industry. Substantial economic growth and mounting population enable the rapid growth of this industry. A number of research works are being carried out all over the world to improve the quality and speed of transmission. Research works are also done on the basis of the users' needs. The objective of the research work is to provide quality and affordable service to the consumers.
The telecom industry can be classified in to the following sub sectors. Broadband Technologies. EDGE (Enhanced Data rates for Global Evolution) Technologies. LAN-WAN Inter networking. Voice over internet Protocol - (IP Phones). Wireless Data Service etc. 4.1 Market and Potential.
The world telecommunications market is expected to rise at an 11 percent compound annual growth rate at the end of year 2010. The leading telecom companies like AT&T, Vodafone, Verizon, SBC Communications, Bell South, Qwest Communications are trying to take the advantage of this growth. These companies are working on telecommunication fields like broadband technologies, EDGE(Enhanced Data rates for Global Evolution) technologies, LAN-WAN inter networking, optical networking, voice over Internet protocol, wireless data service etc. World telecom industry is taking a crucial part of world economy. The total revenue earned from this industry is 3 percent of the gross world products and is aiming at attaining more revenues. One statistical report reveals that approximately 16.9% of the world population has access to the Internet. 15
4.2 Fixed Service providers World wide – A Comparison
Ericsson
NSN
Alcatel Lucent
Huawei
Cisco
Nortel
Motorola
4.3 Telecom industry in India.
Telecom industry in India has a big market potentiality and is a fast growing sector. Government of India is eager to reconstitute this telecom industry by enacting effective policies for more investments from foreign companies, which results in a very competitive and deregulated market in the world. “Government of India implemented the unified access licensing regime, which enables basic and cellular mobile service to use any modern technology. In 1997, Telecom Regulatory Authority of India (TRAI) was formed to facilitate the growth of the telecom sector in India”.
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In India telecommunication sector is subdivided in to two which are Fixed Service Providers (FSP). Cellular Services This industry in India emphasising on the following major technologies. GSM( Global System for Mobile Communications). CDMA(Code Division Multiple Access) PMRTS(Public Mobile Radio Trunking Services) Fixed Line and WLL(Wireless Local Loop ) Telecom industry in India has a major role in Indian economy. The Indian government is also enforcing some effective telecom policies and regulations for the infrastructural growth of this industry. Indian telecom market provides a tele-density of 8.5 percent as registered in the year 2004. A number of leading multinational telecommunication companies are approaching and showing their interest to invest for the telecom industry in India. Telecommunication industry of India ranked sixth among all the telecommunication sectors in the world. In the year 2004, the total numbers of telephone subscriptions were US$93.2.
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4.4 Cellular Service Providers In India – A comparison.
12% 12%
24% Bharti Rcom Vodafone BSNL Tata
13% 20% 19%
Idea
The Market leader Bharti Airtel reached the 121.7M subscriber milestone to become the third largest single country mobile services operations and sixth largest in country integrated telecom operators in the world. Reliance Communication (RCOM) has become India’s second telecom operators to cross the 100M Mobile subscriber market. This also makes the company the words fourth largest single country mobile services operators. The company target to reach the 200M Subscriber milestone within 1000 days. To reach this target RCOM is expanding its GSM and CDMA network while focusing on customer- centric Innovation and enhancing the overall customer experience.
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5. NOKIA SEIMENS NETWORK
5.1
Company Profile
With more than 60,000 people in over 150 countries, Nokia Siemens Networks is one of the largest telecommunications hardware, software and services companies in the world. We are committed to innovation and sustainability and offer a complete portfolio of mobile, fixed and converged network technologies as well as professional services including consulting and systems integration, network implementation, maintenance and care, and managed services. We serve more than 600 customers around the world – Communications Service Providers (CSPs) who face a multitude of challenges as they focus on capturing greater value through business model innovation, reducing the complexity within their businesses and networks, growing their customer base and minimizing subscriber churn. It is our aim to play the vital role of an enabler, someone who helps CSPs build stronger, more lasting and ultimately more profitable customer relationships. We aim to do so by enhancing the efficiency and sustainability of their business practices, and in turn help them meet pressing challenges. Our initiatives aim to foster sustainable business practices which increase profitability and demonstrate the broad impact of the telecommunications industry on other sectors. One such initiative is our participation in the WWF Climate Savers program under which we have pledged to undertake a number of steps that reduce our annual CO2 emissions by approximately two million tons. One of our key commitments is to improve the energy efficiency of our GSM/EDGE and WCDMA/HSPA base station products by up to 40 percent by 2012. Our Flexi Base Station has the lowest energy consumption in the market, and has been recognized as the world’s most progressive mobile network technology at GSMA Global Mobile Awards 2009. In addition, we recently launched the industry’s most comprehensive energy solutions offering, which includes the innovative Green Energy Control. Currently we have more than 390 sites across 25 countries which run on renewable energy. By 2011, renewable energy will be our preferred source of power supply for every remote base station site that we install. 19
Our vast and market-leading portfolio of offerings aptly reflects our emphasis on thought leadership and innovation. We have pioneered a centralized Global Service Delivery model by creating integrated multi-technology, multi-vendor Global Network Solutions Centers which drive the world’s most efficient networks. We also enjoy leadership in several other areas, including Professional Services where we are the industry’s fastest growing vendor, voice solutions where we power the conversations of more than one-fourth of the world’s population, 3G where we have more than 160 3G radio references, and network deployment where we enjoy the largest market share. As a leader in technology innovation, we are committed to driving the commercial uptake of LTE starting in 2010, and offer an end-to-end solution which provides a future-proof, easy and cost-efficient path to LTE.
NSN -Geographic distribution & sales in Q4/2009
Latin America North America 44 24 Asia-Pacific 81 42 Greater China 37 Middle East & Africa 132 Europe
• • • •
Early signs of market stabilization Late year rally in LAT, Asia-Pacific, eastern Europe Year-on-year growth in NAM, China Stability in western Europe
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Global presence and service capability
WORL
€109bn, #2*
North America €24bn, #7* West & South Europe €21bn, #2*
North East €7bn, #2*
Greater China Latin America €8bn, #2* Middle East & Africa €13bn, #3*
APAC €24bn, #3*
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5.2
HR and Project Management in NSN
NSN GNSC Chennai provides the remote end delivery of integrated services in multi-vendor environment. NSN is Providing end to end support for Core, Radio & TXN of a Network for the customers such as Vodafone-India, Vodafone-Australia, Idea & Kista-Sweden. Human Resources are hired in Two Ways. Internal (Direct NSN). External (Outsourcing). Each project in NSN will consist of both these resources. The Internal & external resources are hired & placed in a project is such a way that in every project the internal & external ratio should be in 30% & 70% respectively. More than 1300 technical experts handling over 175,000 support cases per year More than 2,600 CSI professionals; Over 40% of portfolio delivered Multi-Vendor Capability, including Ericsson, Alcatel Lucent, Huawei, Motorola, Nortel 74% of the customer cases handled at Tier 1 & 2 support; improved from 66% in 2007 The above stats clearly shows us the Technical competency of the Human Resource in the particular Project. BCP(Business Continuity Plan) GNSC Portugal & India (Chennai & Noida) are capable of supporting each other for business continuity and disaster recovery. Together with our Strong local Presence and competence of more than 20,000 service professionals, this offers the right balance of local proximity and global scale.
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5.3
Project Organogram
5.3.1 Work definition and assignment process
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5.4
HR and Environment
HR and Enviorment in any organisation can be expressed in terms of Positive as well as Negative aspects. Similerly we see NSN has more positive aspects dominated in this wonderful organisation. NSN Says...
“Our Employees Performance can only flourish in a sound work environment. That is why NSN is committed to supporting its leadership culture through systems and policies that foster open communication maintain employee and partner privacy and assure employee health and safety”
Positive Aspects
Employee Recreational Activities Yoga course. Movie for family. Different competitions (Antakshri/Drama) every second last working day of week.friday/saturday. Sports Day Team Outing. Live Life (Event Initiatives). Periodical Health Check-ups. The HR really understands the expectation of the employee and is serious about the views of the individual; moreover to take the best out of an employee organising social and recreational activities are very essential. This creates better “Integrity” among the people and the work atmosphere will be positive and there by efficient outcome will no longer be a challenge.
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Negative Aspects Various issues pertaining to the employees are covered here. NSN offers a word class work environment but negativity is something which cannot be neglected or rather cannot be made as zero. Work related Issues. NSN Offers round the clock support to its customer, and has customer centric support network in all the services it offers. Thereby due to the business nature there are unavoidable issues, which we have indicated below. Odd Working Hours. Repetition of Work. Work Stress. Recognition. Unable to learn anything new. More money. Below are the general reasons for various other employee related Issues. Personality. Perception and Attribution. Attitudes and Values. Negative Conflicts. The most foremost important issue can be considered as Conflict, here the conflicts are various
types and levels. This can be Intra – Individual, Intra – Personnel, Intra – Group etc. The following portion will elaborate on the Negative conflicts. Negative Conflict the various route causes for Negative conflicts are listed below. Unresolved Anger Personality Clashes. Less Self Esteem Inefficiency Diversion of Energy From work. 25
Psychological well being threatened. Wastage of Resources. Negative Climate. Group Cohesion Disrupted. Now we shall see the various levels of conflicts.
5.4.1 Intra- individual Issues.
This conflict arises from frustration, numerous roles which demands equal attention, goals having both positive and negative aspects. An Individual driven by an inner state of deficiency engages himself or herself in some action to fulfill the deficiency. Frustration normally triggers defense mechanism in the person. Defense mechanisms refer to unconscious processes that protect the individual from anxiety. The frustrated individual adopts any of the four defensive mechanism, Aggressions. Withdrawal. Fixation. Compromise.
5.4.2 Intra – Personnel Conflict
Intra Individual conflicts occur between two individuals in an organization. It arises mainly due to the differences in perception, temperaments, personality, valuesystem, socio cultural factors and role ambiguities. In this transactional analysis(TA), Juhari Window, Stroaking and Life position explain exact phenomenon of inter personnel conflicts.
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5.4.3 Inter – Personnel Conflict
Intra Group conflicts refer to dispute among sum or all of the group members. Which often effects the groups performance. The family runs business prone to severe intra group and other types of conflicts. Example: Reliance
Specific HR issue in NSN
It is all the most difficult to find out the specific issue of a organisation, because it calls for the working knowledge of other competent organisations. However we find the following point as the most specific issue in NSN. In NSN provides training to all its employees, occasionally on specific projects employees will be chosen to fly abroad for the detailed training. This is purely for the benefit of employer, but employee will be forced to sign a dual sided contract (bond). NSN employees find this as a difficulty and most of them avoid the foreign training though this is of interest to them. The employer can get the return only when the employee stays back, but the employee will be forced to stay back and the increment or incentive increase what they get during that tenure may not be satisfactory.
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7. SUGGESTIONS
Role of project Manager in Human Resource Human resource management activities are often split with other functional managers like extending responsibility in selection process, performance assessment etc. All the process over here must be carefully interpreted based on the actual distribution of responsibilities between the project manager and the other roles. In some companies there may be two managers for a team member. He/she will reports to the project manager who takes care of the day-to-day work of the job and also to a people manager who takes care of the people development aspects like promotion, salary hike, career needs/interest. “Ideally we propose to have a single manager who will take care of both Project management and people management and thereby all of us necessarily should have sound knowledge about man management or people management.” An Ideal Human Resource “An HR should be capable enough in finding the right people with appropriate skills for the right duration within the planned costs”. About Telecom Industry The Opportunity in this industry in Infinite. The Industry demands for more qualified engineers and Managers because still there are untouched geographical areas in India itself for communication developments, as we know not only Mobile, there are much more from the same telecom network. We have 3G already in the market; many such developments are in pipeline. Today we see internet through Cell phone, tomorrow even the computers operates through the same network. DTH now launched in TV itself by Samsung, like wise how many such new examples. The world is changing and communication is something which is a basic need now. Tomorrow this will become our essential part of life.
“We have Enormous opportunity, we have right spirit, we have right attitude now let’s go ahead and conquer the new horizons”....
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8. REFERENCES
Engineering Economics - R.Paneerselvam Project Management Organisational Behaviour Human Resource Management Times Of India Nokia Siemens Networks estimates and company report. Economywatch.com Wikipedia
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