Human resources

P.M.P. 16 Telecom Egypt PMO
2012 Eng. Elham Fawzi, Eng. Mohamad Abdelaal, Shahenda Younes
Chapter 9: Human Resources Management
How you will use people, identify the people you
will need, define evryone’s roles, create rewards
systems, improve team members’ performance
individually and as a team, and track
performance.

Project Human Resources management
9-1 Plan human
Resource
Management
9-2 Acquire
project team
9-3 Develop
project team
9-4 Manage
project team

Process of identifying and documenting project roles,
responsibilities, and required skills, reporting
relationships, and creating a staffing management plan.
9-1 Plan human Resource
Management

9-1-2 Develop human Resource plan tools & techniques
• Organization charts & position descriptions

To record and communicate roles and responsibilities:
1- Responsibility Assignment Matrix.(Activity, Primary or
secondary team member)
2- RACI chart (Responsible, Accountable, Consult, Inform)

R = Responsible, A = Accountable, C = Consult, I = Inform

Networking:
Formal & informal interaction with others in the organization.
Organizational theory
Provides information regarding the way in which people, teams,
and organizational units behave and effective use of this
information.

9-1-3 Develop human Resource plan outputs:
Human resource plan:
Will include Roles & responsibilities: role, responsibility,
competency.
 Project organization charts:
Graphic display of project team members & their reporting
relationships.

 Staff acquisition
 Resource calendars
 Staff release plan
 Safety
Staffing management plan
Training needs

Recognition & rewards (for motivation):
Say thank you
Award for performance
Recommend team members for raises
Send notes to team members’ manager about great performance
Plan milestone parties or other celebration
Acquire training for team members
Assign people to activities they like, or remove them from disliked
activities as a reward

Getting the needed human resources assigned to and
working on the project.
9-2 Acquire
project team

9-2-2 Acquire project team tools & techniques
Pre-assignment:
Team members are selected in advance they are considered
pre-assigned.
Negotiation:
To ensure that required staff are available in the required time
frame.

Acquisition
Virual Team
Team that do not meet face to face

Halo effect:
Tendency to rate team members high or low on all factors
due to impression of a high or low rating on some specific
factors.

9-2-3 Acquire project team outputs
Project staff assignment
Resource calendars
Project management plan updates

Process of improving the competencies, and overall team
environment to enhance project performance. Decrease
turnover, improve teamwork.
9-3 Develop
project team

9-3-2 Develop project team tools & techniques
• Interpersonal skills: known as soft skills
• Training
• Ground rules
• Co-location (war-room)
• Recognition & rewards for good performance

Team building activities:
Taking classes together
Milestone parties
Holiday and birthday celebrations, Outside-of-work trips
Creating WBS
Planning the project by getting everyone involved in some way
Team building stages (forming, storming, norming,
performing, adjourning)

Team performance assessment (team effectivness):
Evaluate and enhance the effectiveness of the team as a
whole, may include an analysis of how much team
members’ skills have improved,
how well the team is performing, interacting, and dealing
with conflict, and the turnover rate.

Process of tracking team member performance, providing
feedback, resolving issues, and managing changes to
optimize project performance (dat-to-day management).
9-4 Manage
project team

9-4-2 Manage project team tools & techniques
Project performance appraisals (Individuals)
Conflict management
Withdrawing / Avoiding
Smoothing / Accommodating
Compromising
Forcing
Collaboration
Confronting / Problem solving

Observation and conversation
Interpersonal skills
Encourge good communication
Using negotiation skills
Using leadership skills
Using an issue log
Keeping in touch
Motivate

Powers of the project manager
Formal (Legitimate)
Reward +
Penalty
Expert +
Referent (Charisma)

Abraham Maslow Theory

Motivators factors:
1-Short term factors ( hygiene factors)
2-long term factors ( motivator factors)
Frederic Herzberg theory

Hygiene factors can produce more
productivity but it is usually short term until
the hygiene factors are improved again.
 Frederic Herzberg theory

• Physical condition
• Security
• Economic
• Social group
 Frederic Herzberg theory - Hygiene factors

Physical Condition
 Office Décor
 Noise Level
 Work Space
 Furniture

Security
 Organization stability
 Non threatening policies and procedures

Economic
 Reward
 money

Social
Social groups
Coffee breaks
friendliness

Motivator factors (long term factors)
1- Achievement
2-Recognition
3-Participation
4- Growth

Achieving
 Solving work problems
 Create tangible product
 Having meaningful responsibilities
 Completing difficult task

Recognition
 Respect from peer
 Acknowledge from organization
 Receiving feedback on your performance
 Receiving deserved public recognition

 Participation
 Being part of organization decision making process.
 Planning and scheduling your own work.

Growth
 Increase your skills
 Applying new learning to job tasks

McClelland theory:
 Concern a bout the differences between individuals
 Suggest that people fit into three personality types

 McClelland theory
1-Achievement motivated person
2-Affiliated motivated person
3-Power motivated person

Thnak you

Human resources

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