Get real-world solutions and evidence-based guidelines for HR
project management challenges
Tackling major human resources management projects can be
daunting, but now you can learn from the lessons of HR
professionals who have encountered roadblocks or challenges in
similar contexts. Advancing Human Resource Project
Management is an in-depth, thoughtful resource that highlights
the knowledge and experience of those who have undertaken large HR
projects. This guide illustrates what worked and what didn’t, with
a focus on evidence and real-world cases to illuminate effective
strategies and solutions. Each chapter presents empirical findings
complemented by professional judgment and wisdom from human
resource management professionals well-versed in global business
environments.
Advancing Human Resource Project Management recognizes
the importance of context, addresses the practical and professional
implications of managing HR management projects in different
industry sectors, and provides comprehensive coverage on
implementing global development programs and project initiation and
planning. Ideal for global Industrial and Organizational Psychology
faculty and practitioners, graduate students, and, especially, HR
professionals, this resource uncovers the best evidence-based
practices available today for effective HR project management
strategies. The book includes:
* An emphasis on the implications and challenges of providing
solutions for HR business problems on a global scale
* Real-world cases and firsthand professional experiences with
summaries of knowledge gained from research and practice
* Advice on tackling challenges inherent in various stages of a
project
* Expertise and counsel from HR professionals familiar with large
projects and from those who study and work in the field of project
management
Let this comprehensive resource guide your approach to
initiating and managing large HR projects. With solid, empirical
evidence and relatable case studies, Advancing Human Resource
Project Management is the ideal professional companion for
those looking to strengthen their project techniques, project
leadership, and management skills.
Tabla de materias
List of Tables and Figures xiii
Foreword xvii
About the Editors xxi
About the Contributors xxiii
1 Introduction 1
Richard J. Klimoski, Beverly A. Dugan, Carla Messikomer, and
François Chiocchio
Section One: Case Studies: Context Matters 15
2 Redesigning Microsoft’s High Potential Development
Experience 17
Shannon Wallis
3 Litigation-Driven Human Resource Management Changes 48
Suzanne Tsacoumis and Michelle Davis King
4 Project A: Five Keys to Management and Scientific Success
73
Michael G. Rumsey and Paul A. Gade
5 Managing Critical Assessment and Development Components of a
Global Leadership Development Program 105
Robin Cohen, Lisa Littrell, Seymour Adler, and Lorraine
Stomski
Section Two: Fundamentals: Transferable Wisdom 133
6 Preparing for an HR Project 135
Ren Nygren and Scott Erker
7 Project Initiation 152
Reid Klion and Julia Bayless
8 Planning and Organizing 178
Monique Aubry
9 Effective HR Project Execution: Understanding Project, Team,
and Stakeholder Issues 206
Peter A. Hausdorf, Stephen D. Risavy, and Philip E.
Hunter
10 Contracts Administration for HR Practitioners 238
Macie Paynter, Kerri Ferstl, and Ryan O’Leary
11 Maintaining Security 271
Lucas Kuhlmann
Section Three: Applications: Strategic Issues 291
12 Managing in a Global Environment 293
Terry Cooke-Davies
13 The Development of Project Management Skills 313
Beverly A. Dugan
14 Leading and Managing Projects: Insights from the HR Quadriad
350
Karin Bredin and Jonas Söderlund
15 Toward a Comprehensive Project Stakeholder Management
Approach for HR Projects 383
Martina Huemann and Dagmar Zuchi
16 The Four Cs of Human Resource Project Teams: Context,
Configuration, Cycles, and Challenges 425
François Chiocchio and Peter A. Hausdorf
17 Knowledge Management in the Project Context: What It Means
for HR Projects 467
François Chiocchio, Carla Messikomer, and Christian
Dagenais
18 Ethics and Governance in the Temporary Organization 489
Ralf Müller
Section Four: Conclusion 513
19 HR Project Cases, Fundamentals and Applications: Lessons
Learned and Other Advancements 515
Richard J. Klimoski, Beverly A. Dugan, Carla Messikomer, and
François Chiocchio
Name Index 532
Subject Index 541
Sobre el autor
RICHARD J. KLIMOSKI, Ph.D., holds a dual appointment as
both Professor of Psychology and Professor of Management in the
School of Management at George Mason University. He co-authored
Research Companion to the Dysfunctional Workplace: Management
Challenges and Symptoms.
BEVERLY A. DUGAN, Ph.D., recently retired from the Human
Resources Research Organization, where she was a Vice President and
Division Director. She is currently an independent consultant with
a focus on leadership and organizational development.
CARLA MESSIKOMER, Ph.D., is Manager, Academic Resources
at the Project Management Institute, where she directs the
organization’s sponsored research program.
FRANÇOIS CHIOCCHIO, Ph.D., is Organisational
Behaviour and Human Resource Management professor at University of
Ottawa’s Telfer School of Management. Dr. Chiocchio is
certified as a Project Management Professional.
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