Advancing Human Resource Project Management

Building the foundation for the future of HRM project management By assembling the best evidence–based practices available in the field today in one place, Advancing Human Resource Project Management does two things: it provides you with a comprehensive understanding of what all successful HR projects have in common, and it pushes the envelope in its consideration of timely global, technical, and strategic issues. For HR professionals, as well as students and faculty in industrial and organizational psychology, this latest addition to the SIOP Professional Practice Series should not be missed. With contributions from leaders in theory and practice, this book strips HR project management down to its essentials, building a foundation that you can use to guide large–scale HR projects in any professional context. Each chapter summarizes the best available evidence on how to proceed through project stages and manage strategy from start to finish. There is no substitute for trial and error, so you will appreciate the numerous case studies and empirical lessons shared throughout the book. Contributors pass on hard–earned wisdom on issues specific to the field of human resource management, such as: Designing and organizing large–scale talent development programs Navigating human resources litigation, contracts administration, and security Global leadership development Vetting and implementing human resource management information systems Skill development and knowledge management in an HR context Sensitive to the global business environment and the chaotic realities of human resource management, Advancing Human Resource Project Management showcases real business problems and how to address them. Strengthen your project management skillset by adopting the best strategies for managing HRM projects on a global scale.

Foreword Tables and Figures The Editors The Contributors Chapter One. Introduction Richard Klimoski, Beverly Dugan, Carla Messikomer and François Chiocchio Section One. Case Studies: Context Matters Chapter Two. Redesigning Microsoft′s High Potential Development Experience Shannon Wallis Chapter Three. Litigation Driven Human Resource Management Changes Suzanne Tsacoumis and Michelle Davis King Chapter Four. Project A: Five Keys to Management and Scientific Success Michael G. Rumsey and Paul A. Gade Chapter Five. Managing Critical Assessment and Development Components of a Global Leadership Development Program Robin Cohen, Lisa Littrell, Seymour Adler and Lorraine Stomski Section Two. Fundamentals: Transferable Wisdom Chapter Six. Preparing for an HR Project Ren Nygren and Scott Erker Chapter Seven. Project Initiation Reid Klion and Julia Bayless Chapter Eight. Planning and Organizing Monique Aubry Chapter Nine. Effective HR Project Execution: Understanding Project, Team, and Stakeholder Issues Peter A. Hausdorf, Stephen D. Risavy, and Philip E. Hunter Chapter Ten. Contracts Administration for HR Practitioners Macie Paynter, Kerri Fersil, and Ryan O′Leary Chapter Eleven. Maintaining Security Lucas Kuhlmann Section Three. Applications: Strategic Issues Chapter Twelve. Managing in a Global Environment Terry Cooke–Davies Chapter Thirteen. The Development of Project Management Skills Beverly A. Dugan Chapter Fourteen. Leading and Managing Projects from the HR Quadraid Karin Bredin and Jonas Söderlund Chapter Fifteen. Toward a Comprehensive Project Stakeholder Management Approach for HR Projects Martina Huemann and Dagmar Zuchi Chapter Sixteen. The Four Cs of Human Resource Project Teams: Context, Configuration, Cycles, and Challenges François Chiocchio and Peter A. Hausdorf Chapter Seventeen. Knowledge Management in the Project Context: What It Means for HR Projects François Chiocchio, Carla Messikomer and Christian Dagenais Chapter Eighteen. Ethics and Governance in the Temporary Organization Ralf Müller Section Four. Conclusion Chapter Nineteen. HR Project Cases, Fundamentals and Applications: Lessons Learned and Other Advancements Richard Klimoski, Beverly Dugan, Carla Messikomer and François Chiocchio Index

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 organizations sponsored research program. FRANOIS CHIOCCHIO, Ph.D., is Organisational Behaviour and Human Resource Management professor at University of Ottawas Telfer School of Management. Dr. Chiocchio is certified as a Project Management Professional.