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PMP Exam Preparation Course: 08 Project Human Resource Management


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Presentation was prepared based on PMBOK 4th Edition

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PMP Exam Preparation Course: 08 Project Human Resource Management

  1. 1. | contact@wizardea.comB. M. Shahrier Majumder, PMPPMP® Exam Preparation
  2. 2. Project HR Management
  3. 3. | contact@wizardea.comLearning ObjectivesUpon completion of this topic you will learn about– The processes, activities and documentation items for ProjectHuman Resource Management– Elements (and deliverables) for Project Human ResourceManagement– Tools and techniques of the key activities of the Project HumanResource Management3
  4. 4. | contact@wizardea.comHuman Resource ManagementProject Human Resource Management includes the processes thatorganize and manage the project team.4
  5. 5. | contact@wizardea.comKey Activities of HR Management• Develop Human Resource Plan: The process of identifying anddocumenting project roles, responsibilities and required skills,reporting relationships, and creating staff management plan.• Acquire Project Team: The process of confirming human resourceavailability and obtaining the team necessary to complete projectassignment.• Develop Project Team: The process of improving competencies, teaminteraction and overall team environment to enhance projectperformance.• Manage Project Team: The process of tracking team memberperformance, providing feedback, resolving issues, and managingchanges to optimize project performance.5
  6. 6. | contact@wizardea.comDevelop Human Resource Plan | Data FlowDiagram66
  7. 7. | contact@wizardea.comDevelop Human Resource PlanInputs Tools & Techniques OutputsActivity resourcerequirementEnterprise environmentalfactorsOrganizational processassetsOrganization charts andposition descriptionsNetworkingOrganizational theoryHuman resource plan7
  8. 8. | contact@wizardea.comDevelop Human Resource Plan > Inputs• Enterprise Environmental Factors• Organization culture and structure• Existing human resources• Personnel administration policies• Market place condition• Organizational Process Assets• Organizational standard process and policies and standardizerole description• Templates for organizational charts and position descriptions• Historical information on organizational structures that haveworked in previous project8
  9. 9. | contact@wizardea.comDevelop Human Resource Plan > Tools andTechniques• Organization Charts and position description99
  10. 10. | contact@wizardea.comDevelop Human Resource Plan > Outputs• Human Resource Plan• Roles and responsibilities• Project organization chart• Staffing management plan• The training needs of the resources• Recognition and reward systems• How you will comply with any laws, human resource policiesetc.• How resource will be protected from safety hazards10
  11. 11. | contact@wizardea.comAcquire Project Team | Data Flow Diagram1111
  12. 12. | contact@wizardea.comAcquire Project TeamInputs Tools & Techniques OutputsProject management planEnterprise environmentalfactorsOrganizational processassetsPre-assignmentNegotiationAcquisitionVirtual teamsProject staff assignmentsResource calendarsProject management planupdates12
  13. 13. | contact@wizardea.comAcquire Project Team > Inputs• Enterprise Environmental Factors• Existing information for human resources including who isavailable, their competency levels, their prior experience, theirinterest in working on the project and their cost rate• Personnel administration policies such as those affectoutsourcing• Organizational structure• Location or multiple locations• Organizational Process Assets• Resources hiring procedure, templates etc.• Policies for using staff in the project13
  14. 14. | contact@wizardea.comAcquire Project Team > Tools and Techniques• Pre-assignment– Specific people being promised as part of a competitive proposal– Project dependent on the expertise of a few people– Staff assignments are defined within the project charter• Negotiation– With functional managers to ensure that competent staff are assigned to the project– With other project management teams to appropriately assign scarce or specializedresources• Acquisition– When the performing organization lacks in-house staff needed to complete theproject– Services are acquired from outside• Virtual Teams– Defined as groups of people with a shared goal, who fulfill their roles with little or notime meeting face to face– Communications Planning is extremely important14
  15. 15. | contact@wizardea.comDevelop Project TeamInputs Tools & Techniques OutputsProject staff assignmentsProject management planResource calendarsInterpersonal skillsTrainingTeam building activitiesGround rulesCo-locationRecognition and rewardTeam performanceassessmentEnterprise environmentalfactors updates15
  16. 16. | contact@wizardea.comDevelop Project Team > Tools and Techniques• Team Building– Forming, Storming, Norming, Performing, Adjourning– It is the job of project manager to guide, manage and improve theinteraction of team members– Project manager should improve the trust and cohesivenessamong the team– Project manager should incorporate team building activities into allproject activities– Team building requires a concerted effort and continued attentionthroughout the lifecycle of the project– The WBS creation is a team building tool– Team building should start early in the life of the project16
  17. 17. | contact@wizardea.comDevelop Project Team >> Tools and Techniques• Training– Assessing your team’s skills and abilities– Meeting project needs– Can be a reward• Ground Rules– Establishing clear expectations on what is acceptable behavior byteam members.– How should a team member resolve a conflict with another teammember– Is it allowable for a people to interrupt each other in a meeting– Is it allowable for a people to join a meeting late? What are theconsequences?– May people take other phone calls during the meeting etc.17
  18. 18. | contact@wizardea.comDevelop Project Team > Tools and Techniques• CollocationTeams that never meet face to face will have more conflict, decreaseproductivity and other impacts that effect the project schedule andcost. Grate project managers make an attempt to get the teamphysically together at least once during planning as a team buildingeffort. If the team is located in the same city, the project managermight try to arrange for the entire team to have offices together inone place or one room. This is called collocation and has theopposite effect of virtual teams.• Reward and RecognitionHere performance is appraised and rewards and recognitions,planned in human resource planning are giving out.18
  19. 19. | contact@wizardea.comManage Project Team | Data Flow Diagram1919
  20. 20. | contact@wizardea.comManage Project TeamInputs Tools & Techniques OutputsProject staff assignmentsProject management planTeam performanceassessmentPerformance reportsOrganizational processassetsObservation andconversationProject performanceappraisalsConflict managementIssue logInterpersonal skillEnterprise environmentalfactor updatesOrganizational processassets updatesChange requestsProject management planupdates20
  21. 21. | contact@wizardea.comManage Project Team > Inputs• Organizational Process Assets– Certificate of appreciation– Newsletters– Websites– Bonus structure– Corporate apparel– Other organizational prerequisite21
  22. 22. | contact@wizardea.comManage Project Team > Tools and Techniques• Observation and conversation– The project manager watches what is going on and also speciallytalks to people to understand, how things are going. Note that, thisdoes not say, looks at the status reports.• Project Performance Appraisal– Depends on organizational policy– Help re-clarify roles and responsibilities– Giving positive feedback on project performance– Development of training plans22
  23. 23. | contact@wizardea.comManage Project Team > Tools and Techniques• Conflict Management Techniques– Withdrawing/avoiding– Smoothing/accommodating– Compromising– Forcing– Collaborating– Confronting/Problem solving23
  24. 24. | contact@wizardea.comLeadership Style• Directing: Telling others what to do• Facilitating: Coordinating the input of others• Coaching: Instructing others• Supporting: Providing assistance along the way• Autocratic: Making decision without input• Consultative: Inviting ideas from others• Consensus: Problem solving in a group with decision-making basedon group agreement24
  25. 25. | contact@wizardea.comExpectancy theoryIt proposes that people are motivated by their conscious expectationsof what will happen if they do certain things, and are more productivewhen they believe their expectations will be realized.25
  26. 26. | contact@wizardea.comMcGregor’s Theory X and Theory Y• Theory X: Managers who accept this theory believe that people needto be watched every minute. People are incapable, avoidresponsibility, and avoid work whenever possible.• Theory Y: Managers who accept this theory believe that people arewilling to work without supervision, and want to achieve. People candirect their own efforts.26
  27. 27. | contact@wizardea.comMaslow’s Hierarchy of Needs• Maslow’s message is that people do to work for money or security.They work to contribute and to use their skills. He calls this “selfactualization”. He created a pyramid to show how people aremotivated and said that one cannot ascend to the next level until thelevels below are fulfilled.27
  28. 28. | contact@wizardea.comHerzberg’s Theory• This theory deals with hygienicfactors and motivating agents• Poor hygienic factors maydestroy motivation, butimproving them, under mostcircumstances, will not improvemotivation.– Working condition– Salary– Personal life– Relationship at work– Security– Status• Motivating Agents:– Responsibility– Self Actualization– Professional growth– Recognition28
  29. 29. | contact@wizardea.comQuestions29• []•