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Disagree in this points. 1-"but not many of the PM practices are being implemented". You always are using project management practices. The point is the degree of formality and the way you follow (PMI, IPMA, GPM, etc). I mean, perhaps what you like to state is PMI′s PM practices are not implemented. If just the case no problem with that. On the other side, in the projects/programs where I was part mainly the last one to transform the whole HR to use agile practices, HR people were my SMEs (subject matter experts) as other people involved that belongs to other areas.
This usually is a function of organizational PM maturity. Higher maturity companies will apply the right amount of project management to their projects, regardless of what department or function those projects support. Similarly, PMs and other leaders will ensure that the people side of delivery is being considered from both an inspiration and change management perspective.
Thank you to raise this issue
For me this was a challenge on all companies that i worked
i think the HR polices are impeding the work follow of the project running as unfortunately in our country the HR department has a more power than PMO.
Within our organization, for the larger projects, which is the majority, the HR responsibilities are with the PM. They are responsible for recruiting their staff, paying their staff, training their staff, evaluating their staff, and if needed, disciplining their staff. Of course, they do receive HR support from the matrix HR organization, but only support when required.
I agree with Sergio
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