Project management and HR operate in different worlds—or so it seems. Project managers focus on deliverables, timelines, and budgets. HR focuses on people, policies, and culture.
But projects succeed or fail based on people. HR's expertise in talent, team dynamics, and organizational behavior directly impacts project outcomes. Here's where HR adds value to project success.
Where HR and PM Intersect
Several project lifecycle phases naturally involve HR:
Project initiation requires understanding what skills exist in the organization and whether the project can be staffed appropriately.
Team assembly involves identifying the right people, negotiating their allocation, and managing competing demands from multiple projects.
Execution surfaces team dynamics, conflicts, and development needs that benefit from HR expertise.
Project closure creates opportunities for learning capture and team recognition that feed future performance.
Resource Allocation Support
HR provides crucial resource planning capabilities:
Skills inventory data shows what capabilities exist in the organization. When project managers need specific expertise, HR can identify candidates beyond the PM's immediate network.
Capacity visibility reveals who's available and who's overcommitted. Combining project demands with HR data prevents the common problem of key people being assigned to multiple projects at unsustainable levels.
Development planning identifies skill gaps that projects could help close. Stretch assignments build capabilities while delivering project value.
Building High-Performing Teams
Assembling talented individuals doesn't automatically create an effective team. HR contributes to team performance through: