Cover -- The Professional Practice Series -- Series page -- The Professional Practice Series -- Title page -- Copyright page -- Contents -- List of Tables and Figures -- Foreword -- About the Editors -- About the Contributors -- CHAPTER ONE: Introduction -- Human Resource Management Project Scenarios -- Overview -- Brief Overview of the History of Project Management -- Project Management in the HR Context -- Structure of the Volume -- Section One: Cases Studies: Context Matters -- Section Two: Fundamentals: Transferable Wisdom -- Section Three: Application: Strategic Issues -- Section Four: Conclusion -- References and Further Reading -- Section One: Case Studies: Context Matters -- CHAPTER TWO: Redesigning Microsoft's High Potential Development Experience -- Introduction -- Project Life Cycle -- Establishing Milestones -- Establishing Resources -- Project Outcomes -- Challenges Inherent in Each Phase of the Project -- Managing to Milestones -- Working with Volunteers -- Virtual Management -- Global Considerations -- Outsourcing -- Points to Remember -- Conclusion -- References and Further Reading -- Appendix: Stakeholder Map Instructions -- Questions to Ask to Understand Your Stakeholders -- CHAPTER THREE: Litigation-Driven Human Resource Management Changes -- Background -- Project Scope and Requirements -- Planning -- How We Succeeded -- Agency Actions -- Contractor Actions -- Outcomes -- Summary -- References -- CHAPTER FOUR: Project A: Five Keys to Management and Scientific Success -- Project A Context -- Social-Historical Context -- Management/Leadership Structure -- Project A Objectives -- Project A Design -- Keys to Success: How Project A Was Conducted -- Shared Vision -- Leader Monitoring -- Multi-Level Support -- Constant Instrumental Communication -- Talented Personnel -- Project Outcomes -- Conclusions -- References and Further Reading.

CHAPTER FIVE: Managing Critical Assessment and Development Components of a Global Leadership Development Program -- The Context -- Initiating the Project -- Preparing for Project Execution -- Project Steps -- Assessment Report Detail -- Technology Programming -- Coach Selection and Training -- Carrying Out the Project -- Closing the Project -- Challenges -- Scheduling -- Matching Coaches and Participants -- Report Writing -- Stakeholder Involvement -- Lessons Learned -- Communication and Coordination -- Coach-Participant Matching -- Report Writing -- Creating a Trusting Partnership -- Using Data to Drive Continuous Improvement -- Conclusion -- References and Further Reading -- Section Two: Fundamentals: Transferable Wisdom -- CHAPTER SIX: Preparing for an HR Project -- Introduction -- Importance of Planning for Human Resource Management Projects -- Framework and Tools for Human Resource Project Planning -- Contextual Factors to Consider When Planning HR Projects -- "Top Six" Project Planning Risk Points and Mitigation -- Sources of Information/Expertise on Project Planning and Summary -- References and Further Reading -- CHAPTER SEVEN: Project Initiation -- Introduction and Overview -- Initiating the Project -- Identifying and Analyzing the Needs -- Role of a Request for Information (RFI) -- The Internal "Sell" and Setting the Stage -- Change Management -- Role of a Champion -- Costs and Resource Allocation -- Creating the RFP -- Internal RFP Project Team -- Clarifying Team Roles and Communication Plans -- Developing Clear Requirements -- Information About Potential Vendors -- Evaluative Criteria -- Proofreading and Review -- Managing Communications with Respondents -- Dissemination of the RFP -- Vendor/Consultant Perspective -- Review and Evaluation of RFP -- Early Screening of the Opportunity -- Requirements Review and Definition.

Formulating a Solution -- Response Preparation -- Client Perspective -- RFP Evaluation and Selecting a Vendor Partner -- Choosing Final Proposals -- Vendor Selection -- Closing the RFP and Starting the Project -- References and Further Reading -- CHAPTER EIGHT: Planning and Organizing -- Introduction -- Why Planning? -- The Why Question -- The What Question: The Work Breakdown Structure as the Project's Backbone -- Structuring the WBS -- Step 1: Identify the Major Project Elements to Achieve the Proper Level of Decomposition -- Step 2: Verify the Work Breakdown Structure -- Step 3: Define a Codification -- Work Package Description -- The How Question: Constructing the Plan Network -- Activities and Their Relationships -- Critical Path Method -- The Who Question: Knowing the Organization -- Who Does What: The Responsibility Assignment Matrix -- The When and How Much Questions: Establishing the Project Baseline -- Step 1: Establish the Project Schedule and Budget -- Step 2: Produce the Project Baseline -- Conclusion -- References and Further Reading -- CHAPTER NINE: Effective HR Project Execution: Understanding Project, Team, and Stakeholder Issues -- Introduction -- Project Launch Meetings -- Project Intangibility -- HR Credibility as a Strategic Partner -- Project Stakeholder Collaboration -- Dealing with Externalities -- Cost Control -- Quality Control -- Managing Project Materials: Delivery and Acceptance -- Summary and Conclusions -- References and Further Reading -- CHAPTER TEN: Contracts Administration for HR Practitioners -- Introduction -- Contracts Defined -- Legal Roles and Responsibilities -- Contract Types and Procurement Methods -- Pricing -- Billing Schedules and Payment Terms -- Contract Terms and Conditions -- Legal Requirements -- Insurance -- Export Control -- Security Provisions -- Intellectual Property -- Employment Laws.

Government Contracts -- Background -- Contract Terms -- Audit and Record Keeping -- Consequences for Non-Compliance -- Contracting Modifications -- Representations and Certifications -- Strategic Alliances -- Conclusion -- References and Further Reading -- Appendix A: Sample Subcontract Agreement -- Appendix B: Examples of FAR and DFAR Government Clauses -- CHAPTER ELEVEN: Maintaining Security -- Digital Transformation -- Why Care About Security? -- Know Your Data and Who Is Responsible for It -- Define What Your Organization Considers to Be Sensitive Data -- Data Ownership Principles -- Data Classification Standards -- Know How the Data Flows -- Where to Start -- Protect Data Appropriately -- Understand the Risks -- Understand the Value of the Data -- Apply the Agreed-On Protection Strategies -- Follow Through and Monitoring -- Go Back to the Data Flow -- Build in Ongoing Compliance Monitoring -- Provide for Escalation of Security Events -- Develop Flexible Solutions -- Reference -- Section Three: Applications: Strategic Issues -- CHAPTER TWELVE: Managing in a Global Environment -- The Institutional Context for Projects -- Culture and Diversity -- Time Zones and Virtuality -- Complexity -- Managing HR Projects in a Global Environment -- Focus on People -- Emphasize the Activities of Planning -- Ensure Powerful and Supportive Sponsorship -- References and Further Reading -- CHAPTER THIRTEEN: The Development of Project Management Skills -- Introduction -- Project Management Competencies -- Project Manager Competency Models -- Applied Research on Project Manager Competencies -- Summary and Conclusions -- The Development Process -- Environmental Factors -- Individual Factors -- Summary and Conclusions -- Implications for Project Manager Development -- What Are the Critical HR Project Manager Competencies?.

How and When Should HR Project Manager Competencies Be Developed? -- References and Further Reading -- Appendix: International Project Management Association Competencies -- CHAPTER FOURTEEN: Leading and Managing Projects: Insights from the HR Quadriad -- Introduction -- The HR Quadriad Framework: A Short Introduction -- The New Project Leadership -- Project Managers' Responsibility for HRM -- Comparing Contexts -- Research Methodology -- Type A Settings -- The Project Manager of Project Groups: Dealing with Complex Coordination -- Type B Settings -- The Project Manager of Project Teams: Leading and Managing Human Resources -- Leading and Managing Projects: Groups or Teams -- Leading and Managing Project Groups -- Leading and Managing Project Teams -- Conclusion -- References and Further Reading -- CHAPTER FIFTEEN: Toward a Comprehensive Project Stakeholder Management Approach for HR Projects -- The Relevance of Stakeholder Management for HR Projects -- Project Stakeholder Management Approaches -- Managing of Stakeholders -- Management for Stakeholders -- Differences Between These Approaches -- Balancing the Approaches -- Managing Project Stakeholders as Part of Project Management -- Start-Up for Project Stakeholder Relations -- Managing Project Stakeholder Relations -- Controlling Project Stakeholder Relations -- Close-Down of Project Stakeholder Relations -- Responsibility for Stakeholder Management -- Summary -- References and Further Reading -- CHAPTER SIXTEEN: The Four Cs of Human Resource Project Teams: Context, Configuration, Cycles, and Challenges -- Introduction -- Definitions -- Human Resource Projects -- Project Teams -- Context -- Configurations of Project Team Members -- Cycles in Project Work -- Challenges to Project Team Effectiveness and Adaptation -- Managing Project Teams Across Human Resource Activities.

HR Projects Enhancing Workforce Capability.