09 Project Human Resources management based on PMBOK5

‫تعالى‬ ‫قال‬:
‫ُّا‬َ‫ن‬ِ‫إ‬ ُ‫س‬‫ُّا‬َ‫ن‬‫ال‬ ‫َا‬‫ه‬ُُّ‫ي‬َ‫أ‬ ‫َا‬‫ي‬‫ُم‬‫ك‬‫َا‬‫ن‬ْ‫ق‬َ‫ل‬َ‫خ‬ٍ‫ر‬َ‫ك‬َ‫ذ‬ ‫ُّن‬‫م‬
‫َى‬‫ث‬‫ُن‬‫أ‬َ‫و‬ْ‫م‬ُ‫ك‬‫َا‬‫ن‬ْ‫ل‬َ‫ع‬َ‫ج‬َ‫و‬‫ًا‬‫ب‬‫ُو‬‫ع‬ُ‫ش‬
َ‫ل‬‫َائ‬‫ب‬َ‫ق‬َ‫و‬‫ال‬ َ‫د‬‫ن‬‫ع‬ ْ‫م‬ُ‫ك‬َ‫م‬َ‫ر‬ْ‫ك‬َ‫أ‬ َُّ‫ن‬ِ‫إ‬ ‫ُوا‬‫ف‬َ‫ر‬‫َا‬‫ع‬َ‫ت‬‫ل‬‫ُّه‬َ‫ل‬
ٌ‫ري‬‫َب‬‫خ‬ ٌ‫م‬‫ي‬‫َل‬‫ع‬ َ‫ه‬َُّ‫ل‬‫ال‬ َُّ‫ن‬ِ‫إ‬ ْ‫م‬ُ‫ك‬‫َا‬‫ق‬ْ‫ت‬َ‫أ‬.
‫ق‬‫د‬‫ص‬‫م‬‫ي‬‫ظ‬‫ع‬‫ل‬‫ا‬ ‫هلل‬‫ا‬
‫سورة‬‫الحجرات‬13 OSO A2013

Brain Power Center
PMP Preparation course

Quote
General Manager Account Dept.
Personnel Dept.
Our organization
OSO A2013

Project Team & PM Team
Projectmanagementteam
PHRM : the processes that ORGANIZE, MANAGE, and LEAD the project team.
Managing and leading the project team
Influencing the project team (Human Factors)
Professional and ethical behavior
• Project Team/ Staff :People with assigned roles and responsibilities for
completing the project
• Project management team (core) :Responsible for Management &
Leadership activities
• For smaller projects, the project management responsibilities can be shared by
the entire team or administered solely by the PM.
P R O J E C T H U M A N R E S O U R C E M A N A G E M E N T
OSO A2013
Human Factors

interactions
OSO A2013
Project
constraints
Scope
Quality
Schedule
Budget
Resources
Risk

P ro j e c t h u m a n r e s o u r c e m a n a g e m e n t
P ro c e s s e s
OSO A2013

P ro jec t M a n a gemen t P ro cess G ro u p a n d K n owledge A r e a M a p p i n g
Knowledge Area Initiating Planning Executing M& C Closing
4. Project Integration
Management
4Develop
Project Charter
4.2 Develop Project
Management Plan
4.3 Direct & Manage Project
Work
4.4 Monitor & Control Project Work
4.5 Perform Integrated Change
Control
4.6 Close Project
or Phase
5. Project Scope Management
5Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
6. Project Time Management
6Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
6.7 Control Schedule
7. Project Cost Management
7Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
8. Project Quality Management 8Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality
9. Project Human Resource
Management
9.1 Plan Human Resource
Management
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
10. Project Communications
Management
10Plan Communications Management 10.2 Manage Communications 10.3 Control Communications
11. Project Risk Management
11Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
11.6 Control Risks
12. Project Procurement
Management
12Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
12.4 Close
Procurements
13. Project Stakeholder
Management
13Identify
Stakeholders
13.2 Plan Stakeholder
Management
13.3 Manage Stakeholder
Engagement
13.4 Control Stakeholder
Engagement
OSO A2013

methodology
Process
W h a t
(definition)
How
(ITTO)
W h y
( objectives)
OSO A2013

Outputs
Human resource management plan
Tools & Techniques
Organization charts
and position
descriptions
Networking
Organizational
theory
Expert judgment Meetings
Inputs
Project management plan
Activity resource
requirements
Enterprise environmental
factors
Organizational process
assets
Process of:
• Identifying and documenting
project:
• roles,
• responsibilities,
• required skills,
• reporting relationships
• Creating staffing
management plan.
The key benefit :
• Establishes
• project roles and
responsibilities
• project organization charts
• staffing management plan
Objectives&ITTO9.1 Plan Human Resource
Management
OSO A2013

ITTO
OSO A2013
Human recourses plan
Organizational
Process Assets
Tools &
Techniques
Inputs Outputs
Enterprise
Environmental
Factors
Activity
resources
requirements
Networking
Organizational
Theory
Organization
Charts and
Position
Descriptions
Expert judgment
Meetings
9.1 Plan Human Resource
Management

11.2 Identify Risks
7.2 Estimate Costs
9.1 Plan Human Resource Management
Enterprise/ Organization
factors
Organizational process assets
6.4 Estimate Activity Resources
Activity resource requirements
4.2 Develop Project Management Plan
Project Management Plan
DataFlowDiagram
OSO A2013

Project Management Plan
• Project LIFE CYCLE & phase processes
• HOW work will be executed
• change management plan
• configuration management
• How INTEGRITY of the project baselines
• Needs and methods of communication.
Activity Resource Requirements
• Human RESOURCE needs for the project.
• The PRELIMINARY required project team members
and their competencies are progressively elaborated
as part of the Plan Human Resource Management
process
Enterprise Environmental Factors
• Organizational culture and structure,
• EXISTING human resources,
• Geographical dispersion of team members,
• Personnel administration policies
• Marketplace conditions.
Organizational Process Assets
• Organizational standard processes, policies, and
role descriptions
• Templates for organizational charts and position
descriptions
• Lessons learned on organizational structures
• Escalation procedures for handling issues.
9.1.1Inputs
OSO A2013

9.1.2.1 Organization Charts and
Position Descriptions:
• Various FORMATS exist to document team
member roles and responsibilities.
(hierarchical, matrix, and text-oriented).
9.1.2.2 Networking
• the formal and informal INTERACTION with
others in an organization, industry, or
professional environment.
9.1.2.3 Organizational Theory
• provides information regarding the way in
which people, teams, and organizational units
BEHAVE
9.1.2.4 Expert Judgment
• List preliminary requirements /required skills;
• Assess the roles required
• Determine the preliminary effort level and
number of resources needed
• Determine reporting relationships
9.1.2.5 Meetings
• leverage a combination of other tools and
techniques to allow for all project management
team members to reach consensus on the
human resource management plan
9.1.2T&T
OSO A2013

1.
Hierarchical-
type charts
2.
Matrix-
based
charts
3.
Text-
oriented
formats
9.1.2.1 Organization Charts &
9.1.2T&T
OSO A2013
to ensure that each WORK PACKAGE has an unambiguous OWNER and
that ALL team members have a CLEAR understanding of their roles and responsibilities.
Project X
Civil works
excavation
Admin &
finance
workshop
secretary

PM
Project
Controls
Planning &
cost DM
Planning
Engineer
Cost Control
Engineer
Tech. Clerk
Technical
DM
Contract
Admin.
Admin & Fin
Financial DM HR DM Admin. DM
Construction
Earth works
TM
Concrete
works TM
E/M TM
9.1.2.1
9.1.2T&T
WBS –OBS – RBS ? See sample’s slideOSO A2013

9.1.2T&T
Responsible “Doer”
• Individual(s) (Many) who perform an activity or take part
in a decision—responsible for action/implementation.
Accountable “Buck Stops Here”
• Individual (ONE!!) who has ultimate decision making
and approval authority. Typically the owner of the
budget.
Consulted “In the Loop”
• Individual(s) (Many) who need to have input into a
decision or action before it occurs.
Informed “FYI”
• Individual(s) (Many) who must be informed that a
decision or action has taken place.
RACI
Activity PM PCM CM
Create charter A R I
Create MPR I A I
Issue Change Order I R A
9.1.2.1
Grid that shows the project RESOURCES assigned to each work package
• all ACTIVITIES associated with one person and
• all PEOPLE associated with one activity.
This also ensures that there is only ONE PERSON
accountable for any one task to avoid confusion of
responsibility
OSO A2013

9.1.2.1.
• When details are required
descriptions can be specified in text-
oriented formats (job descriptions ) it
contains of :
9.1.2T&T
OSO A2013

Formal or informal interaction with others
constructive way to understand political and interpersonal factors >
impact the Effectiveness of various staffing management options
Luncheon
meetings
Meetings Events
Trade conferences
Symposia /
seminar
9.1.2.2 Networking9.1 Plan Human Resource Management
9.1.2T&T
OSO A2013

Provides information regarding the way
in which PEOPLE, teams, and
organizational units BEHAVE
shorten TIME, COST, and EFFORT
needed to create the plan human
resource management process outputs
improve planning efficiency
9 .1 . 2 . 3 Organizational Theory9.1 Plan Human Resource Management
9.1.2T&T
• Maslow’s Hierarchy of Needs
• McGregor’s Theory of X&Y
• Theory Z (William Ouchi)
• Herzberg's two factor theory
• Theory ?
OSO A2013

• The FUNCTION assigned to a person
in the project. (civil engineer)
Role
• The RIGHT to apply project resources,
MAKE decisions
Authority
• The assigned DUTIES and workResponsibility
• The skill and capacity required to
complete assigned activities
Competency
9.1.3.1 Human Resource
Management Plan
(lack of required competencies > > training, hiring, schedule
changes, or scope changes are initiated).
TIMETABLES for staff acquisition and
release
identification of TRAINING needs
TEAM-BUILDING strategies
plans for RECOGNITION and rewards
programs
compliance considerations, SAFETY
issues
the impact of the staffing management
plan on the ORGANIZATION
staffingmanagementplan
9.1.3Outputs
HOW project human
resources should be
•defined,
•staffed,
•managed,
•released :
OSO A2013

Process of:
• confirming human
resource availability
• obtaining the team
necessary to
complete project
activities.
The key benefit :
• outlining and guiding
the team selection
and responsibility
assignment to obtain
a successful team
Insufficient human resources or capabilities
decrease the probability of success and, in a worst case scenario, could result in
project cancellation.
Failure to acquire the necessary human resources
affect project schedules, budgets, customer satisfaction, quality, and risks.
PM negotiate and influence others
to provide the required human resources.
9 . 2 A c q u i r e P r o j e c t Te a m
ITTO&DFD
collective
bargaining
agreements
use of
subcontractor
personnel
matrix project
environment
internal or
external
reporting
relationships
OSO A2013
The project management team may or may not have DIRECT
CONTROL over team member selection because of :

OSO A2013
Resource calendars
Project Staff
Assignments
project Management
Plan (U)
Inputs Outputs
Negotiation
Acquisition
Pre-Assignment
Organizational
Process Assets
Project
Management Plan
Enterprise
Environmental
Factors
Virtual Teams
Multi-criteria
decision analysis
Tools &
Techniques
ITTO&DFD

data flow Diagram
ITTO&DFD
Outputs
Project staff
assignments
Resource calendars
Project management
plan updates
Tools & Techniques
Pre-
assignment
Negotiation Acquisition
Virtual
teams
Multi-criteria
decision
analysis
Inputs
Human resource
management plan
Enterprise
environmental factors
Organizational
process assets
OSO A2013

• Roles and responsibilities (positions, skills,
and competencies)
• Project organization charts (number of people)
• Staffing management plan (time periods each
project team member)
Enterprise environmental factors:
• Existing information on human resources
• Personnel administration policies
• Organizational structure
• Colocation or multiple locations.
• Organizational standard policies, processes,
and procedures
9.2.1Inputs
OSO A2013

Pre-assignment
• selected in advance
Negotiation
• FM: competent staff -required time frame -able,
willing, and authorized
• Other PM teams : assign scarce or specialized
human resources;
• External org. :scarce, specialized, qualified
Acquisition
• organization is unable to provide the staff
needed to complete a project (acquired from
outside sources).
Virtual teams
• groups of people with a shared goal who
fulfill their roles with little or no time spent
meeting face to face.
Multi-criteria decision analysis
• criteria are developed and used to rate or
score potential team members. Availability –
Cost – Experience – Ability – Knowledge –
Skills – Attitude - International factors
9.2.2T&T
OSO A2013

project team
DIRECTORY
Assignments Documentation
Memos to
team
members
Names
inserted into other
parts of the project
management plan
9.2.3Outputs
OSO A2013

Process of:
• improving
• COMPETENCIES,
• team member INTERACTION,
• overall team ENVIRONMENT
• to ENHANCE project performance.
The key benefit :
• it results in
• improved TEAMWORK,
• enhanced people SKILLS competencies,
• MOTIVATED employees,
• reduced staff TURNOVER rates,
• improved overall Project PERFORMANCE
Improving knowledge and skills :
• increase ability to complete deliverables,
• lowering costs,
• reducing schedules,
• improving quality
Improving feelings of trust and
agreement among :
• raise morale,
• lower conflict,
• increase team work;
Creating a dynamic, cohesive &
collaborative :
• improve productivity, team spirit, cooperation
• allow cross training and mentoring , share
knowledge and expertise
Team members often have diverse industry experience, know multiple languages, and sometimes operate in the “TEAM
LANGUAGE” that may be a different language or norm than their native one
9 . 3 D e ve l o p P r o j e c t Te a m
Objectives
OSO A2013

OSO A2013
Team Performance
Assessment
Training
Team-Building
Activities
Interpersonal
Skills
Project Staff
Assignments
Resource calendars
project
Management Plan
Ground Rules
Co-Location
Recognition and
Rewards
EEF (u)
Personnel
assessment tools
Objectives
Inputs Outputs
Tools &
Techniques

Inputs
Human resource
management plan
Project staff assignments
Resource calendars
Tools & Techniques
Interpersonal skills
Training
Team-building activities
Ground rules
Colocation
Recognition and rewards
Personnel assessment
tools
Outputs
Team performance
assessments
factors updates
D a t a F l o w D i a g r a mPMBOK
P-275
ITTO&DFD
OSO A2013

• provides guidance on HOW project human
resources should be defined, staffed,
managed, controlled, and eventually
released
• documents identify the PEOPLE who are on
the team
Resource calendars
• identify TIMES when the project team
members can participate in team
development activities
9.3.1Inputs
OSO A2013

Interpersonal (soft ) skills
• COMMUNICATION skills (emotional
,intelligence, conflict resolution,
negotiation, influence, team building,
group facilitation)
Training
• all activities designed to enhance
the COMPETENCIES of the project
team members.
Team-building activities
• To improve INTERPERSONAL
relationships & to help individual
team members work together
effectively
Ground rules*
• establish clear EXPECTATIONS
regarding acceptable behavior by
project team members
Colocation “tight matrix”
• involves placing the project team
members in the same physical
LOCATION to enhance their ability
to perform as a team
Recognition and rewards
• given to any individual will be
effective only if it SATISFIES a need
which is valued by that individual
Personnel assessment tools
• give the project manager and the
project team INSIGHT into areas of
strength and weakness
9.3.2T&T
OSO A2013

Forming
• team MEETS and learns about the project /formal roles
&Responsibilities.
• Team members tend to be independent and not as open in this phase.
Storming
• the team begins to ADDRESS the project work,
• If team members are not collaborative and open to differing ideas and
perspectives, the environment can become counterproductive.
Norming
• team members begin to WORK TOGETHER and adjust their work
habits and behaviors to support the team. The team learns 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
• the team COMPLETES the work and moves on from the project.
• This typically occurs when staff is released from the project
9.3.2T&T
OSO A2013

Team performance assessments
• skills’ Improvements
Competencies Improvements
Reduced staff turnover rate
Increased team cohesiveness
Enterprise environmental factors
updates
• personnel administration
• employee training records
• skill assessments
High-performance teams
• characterized by
• TASK-oriented
• RESULTS-oriented outcomes.
MEASURED in terms of
• technical success according
to agreed-upon :
9.3.3Outputs
OBJECTIVES
• including quality
levels
SCHEDULE
• finished on time
BUDGET
• finished within
financial constraints
OSO A2013
Project Title: Date
Prepare:
Technical Performance:
Comments
……
Training need:
….
Recommendation
………..
Expectations
150 100 50
Exceeds Meets need imp.
50 75 100 125 150
Scope
Quality
Schedule
Cost

Process of:
• TRACKING team member performance
• Providing feedback,
• resolving issues
• Managing team changes
• .. to OPTIMIZE project PERFORMANCE.
The key benefit :
• It influences team BEHAVIOR
• manages CONFLICT
• resolves ISSUES
• appraises team member PERFORMANCE
As a result of managing the project team
• change requests are submitted,
• the human resource management plan is updated
• issues are resolved,
• input is provided for performance appraisals,
• lessons learned are added to the organization’s
database.
skills to create high-performance teams:
• communication
• conflict management
• negotiation,
• leadership
Project managers should provide
• challenging assignments to team members
• recognition for high performance
9.4 Manage
Project Team
Objectives
OSO A2013

OSO A2013
EEF (U)
Organizational
Process Assets (U)
Project
management plan
(U)
Requested Changes
Inputs Tools &
Techniques
Outputs
Conflict
Management
Project
Performance
Appraisals
Observation and
Conversation
OPA
Project Staff
Assignments
Team Performance
Assessment
project Management Plan
Interpersonal
skills
Issue log
Work performance reports
Project documents
updates
9.4 Manage
Project Team
ITTO

D a t a F l o w D i a g r a m
Inputs
• Human resource management plan
• Project staff assignments
• Team performance assessments
• Issue log
• Work performance reports
• Organizational process assets
Tools &
Techniques
• Observation and conversation
• Project performance appraisals
• Conflict management
• Interpersonal skills
Outputs
• Change requests
• Project management plan updates
• Project documents updates
• Enterprise environmental factors updates
• Organizational process assets updates
ITTO&DFD
OSO A2013
9.4 Manage
Project Team

• Roles and responsibilities,
• Project organization,
• Staffing management plan.
• provide documentation, which includes the list
of project team members
Team performance assessments
• continually assessing team’s performance
• actions can be taken to resolve issues
• modify communication, address conflict
• improve team interaction
Issue log
• used to document and monitor who is
responsible for resolving specific issues by a
target date.
Work performance reports
• current project status compared to forecasts.
• assists in determining:
• future human resource requirements
• recognition and rewards
• updates to the staffing management plan.
• Certificates of appreciation,
• Newsletters, Websites,
• Bonus structures, Corporate apparel,
• Other organizational perquisites
9.4.1Inputs
OSO A2013
9.4 Manage
Project Team

Observation and conversation
• used to stay in touch with the work and attitudes of
project team members
Project performance appraisals
• clarification of roles and responsibilities,
• constructive feedback to team members,
• discovery of unknown or unresolved issues,
• development of individual training plans,
• the establishment of specific goals for future time
periods.
Conflict management
• Sources of conflict include : scarce resources,
scheduling priorities, personal work styles.
• Team ground rules, group norms and solid project
management practices reduce the amount of conflict
Interpersonal skills
• Leadership
• Influencing
• Effective decision making
9.4.2T&T
Types of powers
360-degree principle
Leadership Styles
OSO A2013
9.4 Manage
Project Team

Withdraw/ Avoid
• RETREATING from an actual or potential conflict situation
• POSTPONING the issue to be better prepared or to be resolved by others.
Smooth/ Accommodate*
• Emphasizing areas of AGREEMENT rather than areas of difference
• conceding one’s position to the needs of others to maintain harmony and
relationships.
Compromise /Reconcile
• Searching for solutions that bring some DEGREE of satisfaction to all parties in
order to temporarily or partially resolve the conflict.
Force / Direct
• Pushing ONE’s viewpoint at the expense of others;
• offering only WIN-LOSE solutions,
• usually enforced through a power position to resolve an emergency.
Collaborate /Problem Solve
• Incorporating MULTIPLE viewpoints and insights from differing perspectives
• requires a cooperative attitude and open dialogue that typically leads to
consensus & commitment
9.4.2T&T
seven reasons for conflict
OSO A2013
Smooth/ Accommodate*
5 GT Diagrams
9.4 Manage
Project Team
ability to resolve conflict
>> PM success.
Factors influence conflict
resolution methods :
 Relative importance
 Time pressure
 Position taken by
persons involved
 Motivation to resolve on
a long/short-term basis

Change requests
• Staffing changes (by choice /uncontrollable events) can
affect the rest of the project management plan.
Project
management plan
updates
• Human resource management plan.
Project documents
updates
• Issue log,
• Roles description
• Project staff assignments.
Enterprise
environmental
factors updates
• Input to organizational performance appraisals
• Personnel skill updates.
Organizational
process assets
updates
• Historical information & lessons learned documentation
• Templates
• Organizational standard processes
9.4.3Outputs
OSO A2013
9.4 Manage
Project Team

EEF
OPA
OSO A2013
4.2 Develop
Project M Plan
6.4 Estimate A
Resources
Integration Scope Time Cost Quality H. Resource Comm’n. Risk Stakeholders
Enterprise/
Organization
9.1 Plan H R
Management
Project staff
assignments
Project M plan
(U)
6.5 Estimate A.
Durations
Project M Plan A Resource
requirements
Resource
calendars
H. Resource M
plan
11.2 Identify
Risks
9.3 Develop
Project Team
9.4 Manage
Project Team
EEF (U)
Requested
Changes
.
Team Perf.
assessments
.
.
.
9.2 Acquire
Project Team
7.2 Estimate
Costs
6.6 Develop
Schedule
7.3 Determine
Budget

Samples & examples
9.1.2 Plan Human
Resource
Management T&T
9.1.2.1 WBS-
RBS-OBS
9.1.2.3 T&T
Organizational
Theory
Maslow’s
Hierarchy of
Needs
McGregor’s
Theory of X&Y
Theory Z
(William Ouchi)
Herzberg's two
factor theory
9.1.3.1 Human
Resource
Management Plan
OUTPUTS
Sample of
Roles and
responsibilities
Resource
calendars:
resource
histogram
HRM Plan
sample
9.3.2 Develop
Project Team – T&T
Ground rules
sample
9.3.3 Develop
Project Team –
Outputs
Team
performance
assessments
sample
9.4.2 Manage
Project Team T&T
Types of
powers
Leadership
Styles
seven reasons
for conflict
Interpersonal
skills
5 general
techniques for
resolving
conflict.
OSO A2013

PM
Project Controls
Planning & cost
DM
Technical DM
Contract Admin.
Admin & Fin
Financial DM
HR DM
Admin. DM
Construction
Earth works TM
Concrete works
TM
E/M TM
ProjectEWR
Human
resource
Project Controls
Admin & Fin
Construction
Materials
Construction
Mat’l
E/M Mat’l
Consumables.
Equipment
Plants
Vehicles
Machineries
BPBCbuilding
Engineering
Design
Arch
Structural
design
EM designTesting
Construction
Civil works
Earth works
Concrete works
Masonry
Electro-Mech.
Elect
Plumbing
A-C
F- F
Landscaping
Procurement
Sub-contract
Supply
(WBS) designed to show how project deliverables are
broken down into work packages
(OBS) is arranged according to an organization’s
departments, or teams with the project activities
or WP listed under each department
(RBS) resources related by category /type -
facilitate planning & controlling of project work
WBS –OBS – RBS ?
9.1.2T&T
9.1.2.1
OSO A2013

Maslow’s Hierarchy of Needs
Self-
actualization
Esteem ( to be
accepted and
valued by others)
Love and belonging
Safety needs
Physiological needs
9.1.2 Tools &Techniques:
9 . 1 . 2 . 3 Organizational Theory
food
HouseWedding
AwardCEO
OSO A2013

McGregor’s
Theory of:
X & Y
OSO A2013

"Japanese management" style
Focused on increasing
• employee LOYALTY to the company
• by providing a job for life
• with a strong focus on the well-being of the
employee,
• both ON and OFF the job.
Tends to promote :
• stable employment,
• HIGH PRODUCTIVITY,
• high employee MORALE and SATISFACTION
Long-term
employment and job
security
Collective
responsibility
Implicit, control with
explicit, formalized
measures
Collective decision-
making
Slow evaluation and
promotion
Moderately
specialized careers
Concern for a total
person, including
their family
Theory Z
(William Ouchi)
OSO A2013

Presents two dimensional paradigm of factors affecting peoples attitudes about work:
Herzberg's two
factor theory
give positive
satisfaction
do not give
positive
satisfaction,
Absence >
results
dissatisfaction
MOTIVATORS
HYGIENEFACTORS
9.1.2 Tools &Techniques
OSO A2013

Theory of ?
OSO A2013
9.1.2 Tools
&Techniques

1 2
5
8
9
8
7
6
5
2 2 2
1 3
8
16
25
33
40
46
51 53 55 57
0
10
20
30
40
50
60
0
2
4
6
8
10
Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13
Resource calendars: resource histogram
Job JD RD Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13
PM 1-Jan 31-Dec 1 1 1 1 1 1 1 1 1 1 1 1
Cost control Engineer 1-Feb 31-Oct 1 1 1 1 1 1
Planning Engineer 1-Feb 31-Oct 1 2 2 2 1 1 1
Material engineer 1-Mar 31-Aug 1 1 1 1
Construction Manager 1-Mar 30-Sep 1 1 1 1 1 1 1
Contract Admin & QS 1-Feb 31-Dec 1 2 2 3 2 2 2 1 1 1 1
monthly M-P 1 2 5 8 9 8 7 6 5 2 2 2
Cum M-P 1 3 8 16 25 33 40 46 51 53 55 57
9.1.3 Outputs:
9.1.3.1 Human Resource Management Plan
9 . 1 . 3 . 1
OSO A2013

HRM Plan sample
9.1.3 Outputs:
9.1.3.1 Human Resource Management Plan
9 . 1 . 3
OSO A2013

Tools&Techniques
9.3 Develop Project Team
9.3.2 Develop Project Team – T & T
 Everyone will participate and take ownership of group projects.
 Team members will complete assignments on time.
 Meetings will start and end on time – no backtracking if someone is late.
 Each meeting will have a note taker (rotating task) who will distribute notes
and record decisions and assignments.
 Anyone who is absent from a meeting is responsible for finding out what
they missed.
 Respect the value of each individual's contribution.
 Resolution of differences will typically be by majority decision, but on key
issues the group will reach consensus
9.3.2
OSO A2013

Typesofpowers
Legitimate (positional)
• derived from the position a person
holds in an organization's hierarchy
(company's CEO).
Expert power
• Knowledge is power - derived from
possessing knowledge or expertise
in a particular area.
Referent Power
• derived from the interpersonal
relationships that a person
cultivates with other people in the
organization.
Coercive Power
• derived from a person's ability to
influence others via threats,
punishments or sanctions.
Reward Power
• arises from the ability of a person to
influence the allocation of incentives
in an organization.
“Halo effect”:
The assumption that because the
person is good at a technology he
will also be good at managing a
project.9 . 4 . 3
OSO A2013

Leadership
Styles
Leadership Styles
9 . 4 . 3
OSO A2013

360-degree principle
self
Manager
Peer
Subordinate
Peer
9 . 4 . 3
OSO A2013

T&T
seven reasons for conflict scheduling
Priorities
scarce resources
Technical
Administrative
cost
personal work styles.
seven reasons for
conflict, in order of most
common to least
common
9.4.2 Manage Project Team- T & T
9.4.2
OSO A2013

T&T 9.4.2 Manage Project Team- T&T
OSO A2013
9.4.2

T&T
Collaborate /Problem Solve
Withdraw/ Avoid Smooth/ Accommodate
Force / Direct
Compromise /Reconcile
OSO A2013
9.4.2

09 Project Human Resources management based on PMBOK5

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