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Desk Ref Master 8-25T
Desk Ref Master 8-25T
Desk Ref Master 8-25T
Desk Ref Master 8-25T
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Desk Ref Master 8-25T

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  • 1. PROJECT HUMAN RESOURCE MANAGEMENT Order Book Chapter One PROJECT HUMAN RESOURCE MANAGEMENT The Human Resource (HR) Management portion examines a number of typical Human Resource (HR) issues such as: The Project Manager’s responsibilities within the organization How a PM copes with stress, time, building teams, Organizational concepts and planning, e.g., systems theory, effectiveness in organizations, functional organizational structure, matrices, and the projectized organization Types of power, such as, reward, formal, penalty, expert, and referent Team building, development, and motivation Conflict management The student should know the PMBOK™ definitions completely, for some of the materials are not necessarily industry standard and may be confusing even to the knowledgeable HR person. According to PMI®, the basic definition of Human Resource Management is: “The art and science of directing and coordinating human resources throughout the life of a project by using administrative and behavioral knowledge to achieve predetermined project objectives of scope, cost, time, quality, and participant satisfaction.” Project Human Resource Management is to make use of the project personnel in the most effective and expeditious manner possible. This includes everyone on the project from primary stakeholders to the customer.1 Project Manager’s Desk Reference According to PMI® the Human Resources section is broken into two areas, Administrative and Behavioral. The Administrative portion involves the process of providing formal guidance and control to the project team in these areas: Employee Relations, which specifically addresses: Recruitment, selection, and job placement Personnel training Labor relations Career path planning Resource planning and allocation Records management Compensation and evaluation Job Descriptions Performance Evaluations Salary and Benefit Administration Government regulations and requirements Discrimination Equal Opportunity 12 COPYRIGHT  1995-1999 A. J. T HOMAS, ALL RIGHTS RESERVED .
  • 2. MAJOR STUDY POINTS FOR PROJECT HUMAN RESOURCES MANAGEMENT Arbitration PMI® acknowledges that the project manager is seldom directly responsible for the administrative responsibilities associated with the project team. The PM, however, must have adequate knowledge of this area within their company so noncompliance with associated rules and regulations do not negatively affect the project. The behavioral portion involves the project manager’s relationship with people and the management of their reactions and behavior whether or not they are members of the project team. These people include: Individuals outside the project with whom the PM Interfaces Upper Management Line and Functional Managers Service and Support Personnel Staff personnel The Public (Especially if project affects environment) Guide to the Project Management Body of Knowledge Legally Concerned Customers/Client Governmental/Regulatory organizations Vendors or Contractors The Project Team Stakeholders Sponsors Team members The exam seems to focus more on the behavioral rather than the administrative aspects of the project. Therefore, spend more of your time here rather than in the administrative areas. Some other test taking considerations for this and all other areas are: Know the material very well Do NOT panic if you do not know the answer at first. Look for answers that are obviously wrong and eliminate them. Look at the literal meaning of the answers. Look for hints in other questions. Pick the answer that seems to address the PMI® approach to HR. Please note that this text is to be used in conjunction with PMI’s® PMBOK™ and other references listed in the bibliography. Major Study Points for Project Human Resources Management Roles and Responsibilities Project Manager ResponsibilitIes Plan Organize Lead (leadership vs. management) Control C OPYRIGHT 1995-1999 A. J. T HOMAS, A LL R IGHTS RESERVED. 13
  • 3. PROJECT HUMAN RESOURCE MANAGEMENT Integrate Communicate Make Decisions NOTE: PMI® believes that the PM is “empowered.” Owner (Sponsor) Responsibilities Corporate policies and funding Approve project organization & personnel assignments Delegate responsibility and authority Approve the project requirement document for cost implications Deal with impacts of the project on company operations Review and approve evolving scope, schedule, and cost states Approve scope changes, master schedule, and total project costs before commitment Types of Organizations Functional Matrix Weak Matrix Strong Matrix Projectized Project Manager Roles and Authority within an Organization Project Expediter (PE) Project Coordinator (PC) Team Development Project Manager’s Desk Reference Team Motivation Team Members Team Building Team Spirit Team Management Conflict Management Sources of conflict in project environments Five ways of settling conflict Withdrawing Smoothing Compromising Confronting/Problem-Solving Forcing Rules for developing a consensus Five Power Sources Formal 14 COPYRIGHT  1995-1999 A. J. T HOMAS, ALL RIGHTS RESERVED .
  • 4. ROLES AND RESPONSIBILITIES Reward Penalty Expert Referent Management Styles Autocratic - tight controls Laissez Faire - nobody’s in charge Democratic - participative Choosing a Management Style Motivation Theory Herzberg Maslow’s Hierarchy of Needs Guide to the Project Management Body of Knowledge McGregor’s Theory X and Y Expectancy Theory Roles and Responsibilities Project Manager Responsibilities A publication provided by PMI®, entitled Roles and Responsibilities of the Project Manager by John R. Adams and Bryan W. Campbell, is a good reference to gain insight into the thinking of PMI® on the duties of the Project Manager. This PMI® publication provides a broad explanation of the project manager’s roles and responsibilities. It also highlights the education and experience necessary to develop the successful project manager. The following excerpts from this PMI® publication and other references will help explain the role of the Project Manager (PM.) According to Adams and Campbell, the project manager has four functions: Planning, Organizing, Leadership, and Control, which coincide with four of the roles and responsibilities listed in PMI®’s PMBOK™. Planning is the first step a PM should take determining commitments for time, cost, and personnel (resources) needed to complete the work. According to PMI®, from a HR perspective the planning role also includes team assembly, developing work schedules and forecasting human resource requirements. Organizing requires bringing together the personnel to complete the project and coordinating the proper mixture of human, financial, and physical assets. The PM’s HR responsibilities would also include hiring the team and team development. Leadership is essential to combine the efforts of planning and organizing the project. Control focuses on the implementation of the plan established at the start of the project and continuously monitors and evaluates the progress of the project in relation to time, cost, and performance needs. From a HR perspective, this also means providing feedback, either formal (performance reviews) or informal for the project team. Following are the remainder of the PM’s roles and responsibilities, as well as, an expanded description of the leadership role and a discussion of leadership vs management, according to PMI®. Integrator - the PM looks at the overall scope of the project and is able to view both the project and how it fits into the overall scheme of the organization. Two of the most important tasks in C OPYRIGHT 1995-1999 A. J. T HOMAS, A LL R IGHTS RESERVED. 15

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