1.
Project Management
Coventry University - Project Management
Part 6:
Project Human Resource
Management

2.
Project Management
Coventry University - Project Management
Why Human Resource Management?
• An organization’s most important asset is its human resource or human capital.
• Human resources determine the success and failure of organizations and
projects.

3.
Project Management
Coventry University - Project Management
What is Human Resource Management?
• Project Human Resource Management includes the processes that organize,
manage, and lead the project team. The project team is comprised of the
people with assigned roles and responsibilities for completing the project. The
type and number of project team members can change frequently as the
project progresses.
• The human resource management function include recruiting people, training
them, appraising their performance, motivating team members as well as
ensuring workplace communication, workplace safety, and much more.
• Early involvement and participation of team members adds their expertise
during the planning process and strengthens their commitment to the project
• Making the most effective use of the people involved with a project

4.
Project Management
Coventry University - Project Management
Human Resource Management Processes
• Plan Human Resource Management—The process of identifying and
documenting project roles, responsibilities, required skills, reporting
relationships, and creating a staffing management plan.
• Acquire Project Team—The process of confirming human resource availability
and obtaining the team necessary to complete project assignments.
• Develop Project Team—The process of improving the competencies, team
interaction, and the overall team environment to enhance project
performance.
• Manage Project Team—The process of tracking team member performance,
providing feedback, resolving issues, and managing changes to optimize
project performance.

5.
Project Management
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Summary of H.R.M Process
Source: Kathy Schwalbe (2016): Information Technology Project Management, 8th Ed.

6.
Project Management
Coventry University - Project Management
Plan HRM Process
• Involves identifying and documenting project roles, responsibilities, and
reporting relationships. It also documents when various staff or skill set will be
needed on the project.
• Contents may include:
 project organizational charts
 staffing management plan
 responsibility assignment matrices
 resource histograms

7.
Project Management
Coventry University - Project Management
Plant HRM Process – Inputs, Tools and Techniques, Outputs
Source: PMBOK Guide, 2013

8.
Project Management
Coventry University - Project Management
Organizational Chart Sample
Source: Kathy Schwalbe (2016): Information Technology Project Management, 8th Ed.

9.
Project Management
Coventry University - Project Management
Responsibility Assignment Matrix (RAM) (1/2)
• A responsibility assignment matrix (RAM) is a matrix that maps the work of
the project as described in the WBS to the people responsible for performing
the work as described in the OBS. It describes the various roles that the team
members or groups play on the project.
• It uses the Work Breakdown Structure (WBS) and the organizational structure
to link deliverables and/or activities to human resources. It clearly shows who
is responsible for what.
• By creating a RAM, deliverables are assigned a responsible party, who will
review or add input and the appropriate approval authority is identified
• Can be created in different ways to meet unique project needs

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RAM (2/2)
Deliverable: Office, Role or
person
Office, Role or
person
Office, Role or
person
Enviro. Permits 
Traffic Report 
Utility Locates 
Intersection Design  
Identify Office, Role, or
Person i.e. Utilities Office,
Utilities Coordinator, or
person’s name
Use the WBS to
identify deliverables
and activities.

11.
Project Management
Coventry University - Project Management
RAM Sample
Source: Kathy Schwalbe (2016): Information Technology Project Management, 8th Ed.

12.
Project Management
Coventry University - Project Management
Variant of RAM: RACI Chart
Group A Group B Group C Group D Group E
Test Plans R A C C I
Unit Test C I R A I
Integration Test A R I C C
System Test I C A I R
User Acceptance Test R I C R A
KEY:
R = Responsible
A = Accountable
C = Consult
I = Inform

13.
Project Management
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Resource Histograms
• The resource histogram is a tool that is often used by the project management
team and or as a means of providing a visual representation to the team and to
all of those interested parties.
• It is a column chart that is used for the purposes of displaying the specific
amounts of time that a particular resource is scheduled to be worked on over a
predetermined and specific time period. Resource histograms may also contain
the comparative feature of resource availability, used for comparison on for
purposes of contrast.
• Resource histograms are indeed handy tools to utilize for the project
management team and or the project management team leader because they
allow a quick and easy single page view of exactly what resources are available,
what resources are being utilized at the present time (or at whatever time the
project management team and of project management team leader is seeking
information on), and how long those resources are expected to be tied up.

14.
Project Management
Coventry University - Project Management
Sample Resource Histogram
Source: Kathy Schwalbe (2016): Information Technology Project Management, 8th Ed.

15.
Project Management
Coventry University - Project Management
Staffing Management Plan
• A staffing management plan describes when and how people will be added to
and taken off the project team. It details the project’s human resources
requirements and how those requirements will be fulfilled.
• The Staffing Management Plan includes several sections such as:
o Project Roles and Responsibilities – summarizes the responsibilities for each
role required to conduct the project work
o Project Staffing Estimates – identifies estimated staffing requirements
o Acquisition Strategy – describes when, how, and from what sources staffing
will be acquired
o Training Plan – identifies skills gaps and details specific training requirements
for each Project Team member
o Organizational Chart – displays project reporting relationships

16.
Project Management
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Acquire Project Team
Acquiring qualified people for teams is crucial because success of the project is
hinged on the team. It is important that the following factors are considered
during the process of acquiring the project team:
• The project manager or project management team should effectively negotiate
and influence others who are in a position to provide the required human
resources for the project.
• Failure to acquire the necessary human resources for the project may affect
project schedules, budgets, customer satisfaction, quality, and risks. It could
decrease the probability of success and ultimately result in project
cancellation.
• If the human resources are not available due to constraints, economic factors,
or previous assignments to other projects, the project manager or project
team may be required to assign alternative resources, perhaps with lower
competencies, provided there is no violation of legal, regulatory, mandatory, or
other specific criteria.

17.
Project Management
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Acquire Project Team – Inputs, Tools and Techniques, Outputs
Source: PMBOK Guide, 2013

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Project Management
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Tools and Techniques
• Pre assignment involves selecting project team members in advance. This
could result because of commitments to have specific people on the project
team for their specialized skills or knowledge
• A virtual team is a group of individuals who are geographically dispersed and
who work across time, space and organizational boundaries with links
strengthened by webs of communication technology such as e-mails, video
conferencing, webinars, telephone etc. It is the opposite of collocated team
• Negotiation: A project manager is expected to negotiate with functional
managers to get the best resources or members for his team. This is
predominant in functional organizations

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Develop the Project Team
• The main goal of team development is to help people work together more
effectively to improve project performance.
• The Project manager must acquire suitable skills to firstly identify the skills
required, build the project team by motivating the team members by providing
leadership and inspiration in order to achieve high performance in order to
achieve the project’s objectives
• It takes teamwork to successfully complete projects
• Training is also key in developing the project team members. According to the
PMBOK standard, training is a responsibility of the functional manager

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Objectives of Developing Team
Objectives of developing a project team include, but are not limited to:
• Improve knowledge and skills of team members in order to increase their
ability to complete project deliverables, while lowering costs, reducing
schedules, and improving quality
• Improve feelings of trust and agreement among team members in order to
raise morale, lower conflict, and increase team work
• Create a dynamic and cohesive team culture to improve both individual and
team productivity, team spirit, and cooperation, and to allow cross-training and
mentoring between team members to share knowledge and expertise.

21.
Project Management
Coventry University - Project Management
Develop Project Team – Inputs, Tools and Techniques, Outputs
Source: PMBOK Guide, 2013

22.
Project Management
Coventry University - Project Management
Some Tools and Motivating Techniques for Developing Team Members
• Tuckman’s Model
• Maslow’s Hierarchy of Needs
• Herzberg’s Hygiene and Motivational Factors
• McGregor’s Theory X and Y
• McCelland’s Acquired Needs Theory

23.
Project Management
Coventry University - Project Management
Tuckman Model of Team Development
Team building, like many parts of project management, is in part a science. The
Tuckman ladder model formally identifies the following stages of team formation
and development:
Forming: People are brought together as a team.
Storming: There are disagreements as people learn to work together.
Norming: Team members begin to build good working relationships.
Performing: The team becomes efficient and works effectively together. This is the
point when the project manager can give the most attention to developing
individual team members.
Adjourning: The project ends, and the team is disbanded.

24.
Project Management
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Tuckman Model - Expanded
Forming: This phase is where the team meets and learns about the project and
what their formal roles and responsibilities are. Team members tend to be
independent and not as open in this phase. For more information, refer to the
Tuckman ladder of team development.
Storming: During this phase, the team begins to address the project work,
technical decisions, and the project management approach. If team members are
not collaborative and open to differing ideas and perspectives the environment
can become destructive.
Norming: In the norming phase, team members begin to work together and adjust
work habits and behaviors that support the team. The team begins to trust each
other.
Performing: Teams that reach the performing stage function as a well-organized
unit. They are interdependent and work through issues smoothly and effectively.
Adjourning: In the adjourning phase, the team completes the work and moves on
from the project.

25.
Project Management
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Motivating Team Members
There are two broad categories of motivation:
• Intrinsic motivation causes people to participate in an activity for their own
enjoyment
• Extrinsic motivation causes people to do something for a reward or to avoid a
penalty
• For example, some children take piano lessons for intrinsic motivation (they
enjoy it) while others take them for extrinsic motivation (to get a reward or
avoid punishment)

26.
Project Management
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Abraham Maslow’s Hierarchy of Needs
• Maslow developed a hierarchy of needs which states that people’s behaviors
are guided or motivated by a sequence of needs. These needs are classified
from lower to higher levels.
• Once a lower need has been satisfied it no longer acts a strong motivator. The
need of the next higher level in the hierarchy will then require satisfaction and
becomes the motivating influence

27.
Project Management
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Maslow’s Hierarchy of Needs
Source: Kathy Schwalbe (2016): Information Technology Project Management, 8th Ed.

28.
Project Management
Coventry University - Project Management
Herzberg’s Motivational and Hygiene Factors (1/2)
Frederick Herzberg noted that certain characteristics of a job are consistently
related to job satisfaction, while different factors are associated with job
dissatisfaction
• According to Herzberg, the factors leading to job satisfaction are "separate and
distinct from those that lead to job dissatisfaction." Therefore, if you set about
eliminating dissatisfying job factors, you may create peace but not necessarily
enhance performance. This placates your workforce instead of actually
motivating them to improve performance.
• The characteristics associated with job dissatisfaction are called hygiene
factors. When these have been adequately addressed, people will not be
dissatisfied nor will they be satisfied. If you want to motivate your team, you
then have to focus on satisfaction factors like achievement, recognition and
responsibility.

29.
Project Management
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Herzberg’s Motivational and Hygiene Factors (2/2)
• Motivational factors: achievement, recognition, the work itself, responsibility,
advancement, and growth, which produce job satisfaction
• Hygiene factors: cause dissatisfaction if not present, but do not motivate
workers to do more. Examples include larger salaries, more supervision,
training, healthcare benefits and a more attractive work environment

30.
Project Management
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McClelland’s Acquired-Needs Theory
Primary Need Behavioral Style
Achievement • These people should be given projects that are
challenging but reachable
• They like recognition.
Affiliation • These people work best when cooperating with
others.
• They seek approval rather than recognition.
Power • People whose need for power is socially oriented,
rather than personally oriented, are effective leaders
and should be allowed to manage others.
• These people like to organize and influence others

31.
Project Management
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McGregor’s Theory X and Y
• Douglas McGregor popularized the human relations approach to management
in the 1960s
• Theory X: assumes workers dislike and avoid work, so managers must use
coercion, threats and various control schemes to get workers to meet
objectives
• Theory Y: assumes individuals consider work as natural as play or rest and
enjoy the satisfaction of esteem and self-actualization needs

32.
Project Management
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Manage Project Team
• Manage Project Team is the process of tracking team member performance,
providing feedback, resolving issues, and managing changes to optimize
project performance. The project management team observes team behavior,
manages conflict, resolves issues, and appraises team member performance.
As a result of managing the project team, change requests are submitted, the
human resource plan is updated, issues are resolved, input is provided for
performance appraisals, and lessons learned are added to the organization’s
database.
• Managing the project team requires a variety of management skills for
fostering teamwork and integrating the efforts of team members to create
high-performance teams. Team management involves a combination of skills
with special emphasis on communication, conflict management, negotiation,
and leadership.

33.
Project Management
Coventry University - Project Management
Manage Project Team – Inputs, Tools and Techniques, Outputs
Source: PMBOK Guide, 2013

34.
Project Management
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Managing Team Members: Powers of Project Manager
• Formal (Legitimate): This power is based on your position. Example: “You need
to listen to me when I tell you to do this work, because I have been put in
charge!”
• Reward: This power stems from giving rewards. Example: “I understand that
you want to participate in the acceptance testing of this project. Because of
your performance, I will assign you as part of that team.”
• Penalty (Coercive): This power comes from the ability to penalize team
members. Example: “If this does not get done on time, I will remove you from
the group going to Hawaii for the customer meeting.”
• Expert: This power comes from being the technical or project management
expert. Example: “This project manager has been very successful on other
projects. Let’s give her a chance!”
• Referent: This power comes from another person liking you, respecting you or
wanting to be like you. It is the power of charisma and fame. Example: The
most liked and respected project manager in the organization says, “I think we
should change the content of our standard project charter.”

35.
Project Management
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Managing Team Members: Conflict Resolution Techniques
Withdrawing/Avoiding: Retreating from an actual or potential conflict situation.
Smoothing/Accommodating: Emphasizing areas of agreement rather than areas of
difference.
Compromising/Reconciling: Searching for solutions that bring some degree of
satisfaction to all parties.
Forcing/Directing: Pushing one’s viewpoint at the expense of others; offers only
win-lose solutions.
Collaborating: Incorporating multiple viewpoints and insights from differing
perspectives; leads to consensus and commitment.
Confronting/Problem solving: Treating conflict as a problem to be solved by
examining alternatives; requires a give-and-take attitude and open dialogue.

36.
Project Management
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Conflict Can Be Good
• Conflict often produces important results, such as new ideas, better
alternatives, and motivation to work harder and more collaboratively
• Groupthink: Conformance to the values or ethical standards of a group.
Groupthink can develop if there are no conflicting viewpoints
• Research suggests that task-related conflict often improves team performance,
but emotional conflict often depresses team performance

37.
Project Management
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Five Dysfunctions of a Team
• Patrick Lencioni, author of several books on teams, says that “Teamwork
remains the one sustainable competitive advantage that has been large
untapped”
• The five dysfunctions of teams are
o Absence of trust
o Fear of conflict
o Lack of commitment
o Avoidance of accountability
o Inattention to results

38.
Project Management
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General Advice on Teams
• Be patient and kind with your team
• Fix the problem instead of blaming people
• Establish regular, effective meetings
• Allow time for teams to go through the basic team-building stages
• Plan some social activities to help project team members and other
stakeholders get to know each other better
• Stress team identity
• Nurture team members and encourage them to help each other
• Take additional actions to work with virtual team members

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End