Organizations regularly assume that the culture, values, dynamic and organization of their temporary project organizations are merely a smaller version of the original parent. Given that project organizations are made up of people and teams drawn, in most cases, from outside and inside the parent, these assumptions are nonsensical. But they do explain why the HR function finds it difficult to adapt to the project environment. Martina Huemann's research in Human Resource Management in the Project-Oriented Organization, offers insight into an approach that is designed to align HR to the needs of the project organization, in terms of management structure, reward, recruitment and performance systems. The text analyses how the modern HR organization stacks up alongside the temporary organization that is the project, to identify the HR constraints and needs of the project organisation and offer a model of project-oriented HRM. Professor Huemann had a deep interest in how and why change processes come into existence and how to design and enable them. In her book she endeavors to bridge theory and practice, strategy and operations.
Table of Contents
Human Resource Management in the Project-Oriented Organization
Professor Dr Martina Huemann is internationally recognized for being one of the pioneers in Human Resource Management in project-oriented organizations. As a Professor at the WU Vienna University of Economics and Business, she heads the Project Management Group in the Department Strategy and Innovation and is the Academic Director of the Professional MBA Program: Project Management. Martina Huemann has strong links in the research and practice communities. She served on the Research Management Board of the International Project Management Association and is currently a member of the Academic Member Advisory Group at the Project Management Institute. In Austria she is a board member of Projekt Management Austria. She is Associate Editor of the International Journal of Project Management. Outside of academia; Martina Huemann has more than 15 years of consulting and developing experience. She is co-founder and manager of enable2change - a network of independent experts who enable organizations and people to turn strategy into action.
’I first learned about the Project-oriented Organization and the theories and methods of Martina Huemann in 2000. She is one of the pioneers and was in charge of research projects in this area for the IPMA at that time. This book represents her research achievements in this field over the last 15 years and is a great contribution to the PM profession.’ Anbang Qi, Nankai University, China and Chairman of the Research Management Board of the International Project Management Association (IPMA) ’In order to be successful as a project oriented organisation, the HR management has a lot more responsibilities than in the past - the whole strategy of HR needs to change. This book gives a very comprehensive and ready-to-use overview of what is needed in this area.’ Mag. Brigitte Schaden, President of Projekt Management Austria ’The book illustrates the complexities and difficulties of HRM applied to projects. It explains, in an easy-to-read way, the roles and the human-characteristic requirements to fit, as well as organizational and PM concepts required to fully understand what a HRM system for PM should be. Moreover, the book presents a model for such a HRM system. It constitutes an excellent reference for both scholars and practitioners, and is an invaluable support tool in teaching PM.’ Juan Carlos Nogueira, Universidad ORT Uruguay ’I find this book by Dr Huemann an important contribution to the field because of its original approach to the human factor in project management. Being involved in projects and in contact with project practitioners for more than 25 years, I realized that experienced project managers ask themselves "Who?" before "What?", "When?" and "How?" when starting a project. Dr Huemann addresses this question analyzing crucial matters such as temporary organizations, project based organizations, the roles of the project manager and other stakeholders, and human resource management in projects. This work has also a very deep analysis of c