The HR Journey

In my 10 or so years of working in HR, I’ve yet to see project management be truly adopted in HR. Sure…some organizations are better at it than others, but in general, the field of HR has not adopted methodology like areas such as IT and manufacturing. I recently renewed my membership in the Project Management Institute (PMI) and decided for a nominal fee I would join the HR special interest group. I was surprised to see only a handful of members (especially when PMI has over a half million members worldwide!).

I suppose we could attribute the low adoption rate in HR to the types of projects HR has historically undertaken. These projects may not be seen as complex from a technical standpoint as IT projects. However, if you consider the rapid changes in HR technology and the impact that this has on HR policies and procedures as well as the healthcare reform changes coming down the pipe, there is no time better than the present to introduce your HR organization to project management methodology.

It’s also important to keep in mind that a project is a project. There are many applications for project management methodology in HR. PMI defines a project as “a temporary endeavor undertaken to create a unique product, service, or result” and project management as “the application of knowledge, skills, tools and techniques to project activities to meet project requirements.” The goal of project management is to deliver the product, service, or result on time, within scope and within budget.

In my opinion project management methodology is one way HR can begin to transform itself into a strategic business partner. It would lend credibility to projects from the business units. It would ensure that project objectives are clearly articulated and tied to business outcomes. It would enhance communication. It would help HR deliver results on time, within scope, and within budget. And what company is not worried about budgets?