This document provides information about planning human resource management for a project. It discusses identifying project roles and responsibilities and creating an organizational chart and staffing management plan. The key inputs are the project management plan, activity resource requirements, enterprise environmental factors, and organizational process assets. Tools and techniques include organization charts, position descriptions, networking, organizational theory, and meetings. The main output is the human resource management plan which defines how project team members will be defined, staffed, managed, and released.
1. The document discusses the processes involved in planning, acquiring, developing, and managing a project team. It covers inputs, tools/techniques, and outputs for each process.
2. Key processes include planning human resource management to determine roles and create staffing plans, acquiring the project team by obtaining needed resources, and developing the team through training, team-building, and providing feedback.
3. The goal is to improve competencies and team interaction to enhance project performance through managing the team by tracking performance, providing feedback, and resolving issues.
Project human Resource Management by Muzaffar AnsariM Ansari
The document discusses project human resource management. It defines human resource management and outlines some key terminology like human resource planning and valuation. It also discusses the main knowledge areas, processes, and tools involved in project human resource management including developing a human resource plan, acquiring the project team, developing the project team, and managing the project team. It provides examples of organization charts, position descriptions, and staffing management plans as outputs. Motivation theories and conflict management techniques are also summarized.
PMP Training - 09 project human resource managementejlp12
The document discusses project human resource management and outlines several key processes:
1) Developing a human resource plan to identify project roles, responsibilities, and required skills.
2) Acquiring the project team by confirming availability of resources and obtaining the necessary team members.
3) Developing the project team through training, team building activities, and establishing guidelines to improve competencies and team interaction.
4) Managing the project team by tracking performance, providing feedback, resolving issues, and managing changes.
Chap01 introduction to project managementDhani Ahmad
This chapter introduces project management concepts. It defines a project, discusses the triple constraint of scope, time and cost, and describes the nine knowledge areas and processes of project management. It provides examples of IT projects and discusses how project management has evolved as a profession, including the growth of PMI certification and project management software tools. Overall it serves to motivate the study of IT project management and provide foundational concepts.
The document discusses the process of planning communication management. It describes determining stakeholder communication needs, defining the communication approach, and developing a communication management plan. The plan outlines how information will be distributed, stakeholders who will receive it, communication methods, and other details. Inputs include the project management plan, stakeholder register, and organizational assets. Tools include analyzing requirements, models, methods, meetings, and technology. The output is a communication management plan document.
1. The document discusses the processes involved in planning, acquiring, developing, and managing a project team. It covers inputs, tools/techniques, and outputs for each process.
2. Key processes include planning human resource management to determine roles and create staffing plans, acquiring the project team by obtaining needed resources, and developing the team through training, team-building, and providing feedback.
3. The goal is to improve competencies and team interaction to enhance project performance through managing the team by tracking performance, providing feedback, and resolving issues.
Project human Resource Management by Muzaffar AnsariM Ansari
The document discusses project human resource management. It defines human resource management and outlines some key terminology like human resource planning and valuation. It also discusses the main knowledge areas, processes, and tools involved in project human resource management including developing a human resource plan, acquiring the project team, developing the project team, and managing the project team. It provides examples of organization charts, position descriptions, and staffing management plans as outputs. Motivation theories and conflict management techniques are also summarized.
PMP Training - 09 project human resource managementejlp12
The document discusses project human resource management and outlines several key processes:
1) Developing a human resource plan to identify project roles, responsibilities, and required skills.
2) Acquiring the project team by confirming availability of resources and obtaining the necessary team members.
3) Developing the project team through training, team building activities, and establishing guidelines to improve competencies and team interaction.
4) Managing the project team by tracking performance, providing feedback, resolving issues, and managing changes.
Chap01 introduction to project managementDhani Ahmad
This chapter introduces project management concepts. It defines a project, discusses the triple constraint of scope, time and cost, and describes the nine knowledge areas and processes of project management. It provides examples of IT projects and discusses how project management has evolved as a profession, including the growth of PMI certification and project management software tools. Overall it serves to motivate the study of IT project management and provide foundational concepts.
The document discusses the process of planning communication management. It describes determining stakeholder communication needs, defining the communication approach, and developing a communication management plan. The plan outlines how information will be distributed, stakeholders who will receive it, communication methods, and other details. Inputs include the project management plan, stakeholder register, and organizational assets. Tools include analyzing requirements, models, methods, meetings, and technology. The output is a communication management plan document.
This document discusses project scope management based on the PMBOK 6th Edition. It begins with an overview of scope management processes including plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope. It then provides more details on various inputs, tools and techniques, and outputs for the plan scope management and collect requirements processes. The document also discusses the differences between product scope and project scope, as well as considerations for scope management in agile projects.
Slides that helps you to know the major skills of Project Manager, and it describes the fundamentals of Project Management which is a very important part of Software Engineering.
The document describes a project involving human resource management. It lists the names of 5 students assigned to the project. It then provides information on human resources, human resource management, and discusses processes involved in project human resource management including human resource planning, acquiring the project team, developing the project team, and managing the project team. It also discusses motivation theories, team organization approaches, and tools for human resource planning like creating organizational charts and defining roles and responsibilities.
Project communication management involves planning, collecting, distributing, and managing project information. The key processes are:
1. Plan Communications Management - Developing a communication plan based on stakeholder needs and a communication requirements analysis.
2. Manage Communications - Creating, distributing, and storing project information according to the communication plan using various communication methods and technology.
3. Control Communications - Monitoring and controlling communications throughout the project to ensure stakeholder information needs are met. This includes reviewing performance reports, issues logs, and work performance data.
The concepts and processes on how to perform project communications management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan communications management, manage communications, and monitor communications. This module is closely related with project stakeholder management module.
The New PMP Exam: Changes and Implications (With Annotation)CliffordEgbomeade
Find out what is changing and get your questions answered - Separating facts from myths.
As you may already know, the PMP exam changes from January 2, 2021.
We are aware that questions about this change abound.
In this webinar, you’ll learn:
〉 Why the change
〉 What are the change: Exam based on new exam content outline, online proctored, a new set of books, PMBoK, REP to ATP, etc.
〉 Implications & Options: Cost & time implication
〉 Next step
The document discusses key concepts in project management. It defines a project, outlines the five process groups in project management, and describes various knowledge areas. It discusses project selection methods like payback period, net present value, and internal rate of return. It also covers project life cycles and integration, highlighting inputs, tools, techniques and outputs of developing a project charter.
Este documento presenta un resumen de los requisitos para el desarrollo de un sistema web para la gestión de beneficios a clientes nuevos de una empresa. Los objetivos del proyecto son incrementar la captación de nuevos clientes y fidelizarlos mediante el ofrecimiento de beneficios. Se describen los requisitos funcionales y no funcionales, así como los criterios de aceptación y supuestos. Finalmente, se incluye un plan de métricas de calidad para medir el nivel de calidad del software y la satisfacción de los usuarios.
Project Human Resource Management - PMBOK 5pankajsh10
The document discusses human resource management processes for projects. It describes the plan human resource management process which involves identifying project roles and responsibilities, creating organization charts, and developing a staffing management plan. It also discusses acquiring the project team by confirming resource availability and obtaining the necessary team members. Developing the project team to improve competencies, interactions, and performance is also summarized. Tools and techniques for each process like networking, training, and rewards are mentioned.
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
PRINCE2 Foundation Training Manual by Frank TurleyFrank Turley
Written by Frank Turley - The PRINCE2 Coach : Twitter @PRINCE2_Coach
- Contact me if you have any questions studying PRINCE2
The main objective of this book is to provide an easy to read and understand PRINCE2® manual to help you understand PRINCE2 and pass the PRINCE2 exam. ·. This is the only PRINCE2 Training Manual or book that is focused on the Foundation syllabus and therefore the only book you need to refer to learn PRINCE2 & pass the Foundation exam.·
The official PRINCE2 Manual for the Project Manager is an excellent reference manual but can be rather difficult to pick up and read if you are new to project management or PRINCE2. This is why this book has already become the #1 book for people who are preparing for the PRINCE2 Foundation Exam.
How is our Training Manual different from the official PRINCE2 manual?·
It is a training manual while the OGC manual is a reference manual·
It provides lots of examples of Management Products (easier to understand)
It is 100% focused on the PRINCE2 Foundation syllabus and Exam·
It use examples to·help explain new PRINCE2 terms (easy to understand)·
It is written like a training manual and therefore very easy to read·
It provides an overview of the type of questions to expect (chapter by chapter)
It is available in PDF format making it easy to search and find what you need.·
etc...·
The document discusses project stakeholder management based on Chapter 13 of the PMBOK Guide. It provides an overview of stakeholder identification processes, including defining stakeholders, analyzing their needs and impact, and developing engagement strategies. The key aspects covered are identifying stakeholders and their interests, classifying stakeholders using models like power/interest grids, and developing a stakeholder register to document them.
Este documento presenta los criterios y procesos de evaluación de proyectos para la incubadora de empresas del Instituto Tecnológico y de Estudios Superiores de Monterrey. Describe los criterios de portafolio, criterios adicionales de operación, una matriz de criterios y un proceso de evaluación de cuatro pasos que incluye entrevistas, planes de negocio y fichas din.
The process of directing and managing project work involves performing the work defined in the project management plan to achieve the project's objectives. The project manager directs the performance of planned project activities by using tools like expert judgment, a project management information system, and meetings. This provides overall management of the project work. Key inputs include the project management plan, approved change requests, and organizational factors. The main output is deliverables, along with work performance data, change requests, and project document updates.
The document discusses Plan Schedule Management from the Project Management Body of Knowledge (PMBOK) 6th edition. It defines Plan Schedule Management as establishing policies, procedures, and documentation for planning, developing, managing, executing, and controlling a project's schedule. The key inputs are the project charter, project management plan, enterprise environmental factors, and organizational process assets. Techniques used include expert judgement, data analysis such as alternative analysis, and meetings. The main output is the Schedule Management Plan, which establishes how the project schedule will be defined, sequenced, estimated, developed, and controlled.
Project communications management involves determining communication needs, developing a communication plan, distributing project information, and monitoring communications. An effective project manager spends about 90% of their time communicating, with 50% of that spent communicating with the project team. The communication plan identifies what information will be shared, who it will be shared with, how often, and the communication methods. Monitoring communications ensures the right information is reaching stakeholders as defined in the plan.
PMP Chap 3 - Project Management ProcessesAnand Bobade
The document discusses project management processes and concepts. It describes the five process groups - initiating, planning, executing, monitoring and controlling, and closing. It also discusses knowledge areas, project information, and the interactions between processes. The goal is to help readers learn project management concepts and prepare for the PMP certification exam.
PMBoK 6 - Chapter 9 for Project Resource Management.
This presentation material is presented for CAPM students of Telkom University Bandung, Indonesia on 16 December 2018.
Increase productivity and improve the predictability of software projects. Interest in the Scrum Agile process framework is exploding as companies discover that Scrum enables them to manage software projects with greater reliability and improve responsiveness to customers. This class introduces the skills that project managers and team leaders need to perform the basic steps of a Scrum process for software development.
-Learn how Scrum practices relate to project management fundamentals
-Learn the essentials of Scrum as a software development process
-Learn the three Scrum roles, three Scrum meetings, and three Scrum artifacts
-Project Managers and team leads learn basic planning, tracking, and management skills
-Product Managers learn how to develop and prioritize requirements
-Team members learn how to estimate and break down work
The document discusses acquiring and developing the project team. It outlines the processes of confirming human resource availability, obtaining the necessary team members, and improving competencies and team interaction. The key benefits are outlined as guiding team selection and responsibility assignment, and enhancing project performance through improved teamwork and skills.
Workshop microsoft office MS Project.pptxHelenCandy2
The document provides an overview of project management using MS Project Professional 2019. It discusses key concepts such as defining a project and project management. It also outlines the basics of setting up a project in MS Project, including entering tasks, durations, milestones, relationships, and assigning resources. The document then discusses calculating project costs, setting a baseline, and tracking progress.
This document discusses project scope management based on the PMBOK 6th Edition. It begins with an overview of scope management processes including plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope. It then provides more details on various inputs, tools and techniques, and outputs for the plan scope management and collect requirements processes. The document also discusses the differences between product scope and project scope, as well as considerations for scope management in agile projects.
Slides that helps you to know the major skills of Project Manager, and it describes the fundamentals of Project Management which is a very important part of Software Engineering.
The document describes a project involving human resource management. It lists the names of 5 students assigned to the project. It then provides information on human resources, human resource management, and discusses processes involved in project human resource management including human resource planning, acquiring the project team, developing the project team, and managing the project team. It also discusses motivation theories, team organization approaches, and tools for human resource planning like creating organizational charts and defining roles and responsibilities.
Project communication management involves planning, collecting, distributing, and managing project information. The key processes are:
1. Plan Communications Management - Developing a communication plan based on stakeholder needs and a communication requirements analysis.
2. Manage Communications - Creating, distributing, and storing project information according to the communication plan using various communication methods and technology.
3. Control Communications - Monitoring and controlling communications throughout the project to ensure stakeholder information needs are met. This includes reviewing performance reports, issues logs, and work performance data.
The concepts and processes on how to perform project communications management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan communications management, manage communications, and monitor communications. This module is closely related with project stakeholder management module.
The New PMP Exam: Changes and Implications (With Annotation)CliffordEgbomeade
Find out what is changing and get your questions answered - Separating facts from myths.
As you may already know, the PMP exam changes from January 2, 2021.
We are aware that questions about this change abound.
In this webinar, you’ll learn:
〉 Why the change
〉 What are the change: Exam based on new exam content outline, online proctored, a new set of books, PMBoK, REP to ATP, etc.
〉 Implications & Options: Cost & time implication
〉 Next step
The document discusses key concepts in project management. It defines a project, outlines the five process groups in project management, and describes various knowledge areas. It discusses project selection methods like payback period, net present value, and internal rate of return. It also covers project life cycles and integration, highlighting inputs, tools, techniques and outputs of developing a project charter.
Este documento presenta un resumen de los requisitos para el desarrollo de un sistema web para la gestión de beneficios a clientes nuevos de una empresa. Los objetivos del proyecto son incrementar la captación de nuevos clientes y fidelizarlos mediante el ofrecimiento de beneficios. Se describen los requisitos funcionales y no funcionales, así como los criterios de aceptación y supuestos. Finalmente, se incluye un plan de métricas de calidad para medir el nivel de calidad del software y la satisfacción de los usuarios.
Project Human Resource Management - PMBOK 5pankajsh10
The document discusses human resource management processes for projects. It describes the plan human resource management process which involves identifying project roles and responsibilities, creating organization charts, and developing a staffing management plan. It also discusses acquiring the project team by confirming resource availability and obtaining the necessary team members. Developing the project team to improve competencies, interactions, and performance is also summarized. Tools and techniques for each process like networking, training, and rewards are mentioned.
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
PRINCE2 Foundation Training Manual by Frank TurleyFrank Turley
Written by Frank Turley - The PRINCE2 Coach : Twitter @PRINCE2_Coach
- Contact me if you have any questions studying PRINCE2
The main objective of this book is to provide an easy to read and understand PRINCE2® manual to help you understand PRINCE2 and pass the PRINCE2 exam. ·. This is the only PRINCE2 Training Manual or book that is focused on the Foundation syllabus and therefore the only book you need to refer to learn PRINCE2 & pass the Foundation exam.·
The official PRINCE2 Manual for the Project Manager is an excellent reference manual but can be rather difficult to pick up and read if you are new to project management or PRINCE2. This is why this book has already become the #1 book for people who are preparing for the PRINCE2 Foundation Exam.
How is our Training Manual different from the official PRINCE2 manual?·
It is a training manual while the OGC manual is a reference manual·
It provides lots of examples of Management Products (easier to understand)
It is 100% focused on the PRINCE2 Foundation syllabus and Exam·
It use examples to·help explain new PRINCE2 terms (easy to understand)·
It is written like a training manual and therefore very easy to read·
It provides an overview of the type of questions to expect (chapter by chapter)
It is available in PDF format making it easy to search and find what you need.·
etc...·
The document discusses project stakeholder management based on Chapter 13 of the PMBOK Guide. It provides an overview of stakeholder identification processes, including defining stakeholders, analyzing their needs and impact, and developing engagement strategies. The key aspects covered are identifying stakeholders and their interests, classifying stakeholders using models like power/interest grids, and developing a stakeholder register to document them.
Este documento presenta los criterios y procesos de evaluación de proyectos para la incubadora de empresas del Instituto Tecnológico y de Estudios Superiores de Monterrey. Describe los criterios de portafolio, criterios adicionales de operación, una matriz de criterios y un proceso de evaluación de cuatro pasos que incluye entrevistas, planes de negocio y fichas din.
The process of directing and managing project work involves performing the work defined in the project management plan to achieve the project's objectives. The project manager directs the performance of planned project activities by using tools like expert judgment, a project management information system, and meetings. This provides overall management of the project work. Key inputs include the project management plan, approved change requests, and organizational factors. The main output is deliverables, along with work performance data, change requests, and project document updates.
The document discusses Plan Schedule Management from the Project Management Body of Knowledge (PMBOK) 6th edition. It defines Plan Schedule Management as establishing policies, procedures, and documentation for planning, developing, managing, executing, and controlling a project's schedule. The key inputs are the project charter, project management plan, enterprise environmental factors, and organizational process assets. Techniques used include expert judgement, data analysis such as alternative analysis, and meetings. The main output is the Schedule Management Plan, which establishes how the project schedule will be defined, sequenced, estimated, developed, and controlled.
Project communications management involves determining communication needs, developing a communication plan, distributing project information, and monitoring communications. An effective project manager spends about 90% of their time communicating, with 50% of that spent communicating with the project team. The communication plan identifies what information will be shared, who it will be shared with, how often, and the communication methods. Monitoring communications ensures the right information is reaching stakeholders as defined in the plan.
PMP Chap 3 - Project Management ProcessesAnand Bobade
The document discusses project management processes and concepts. It describes the five process groups - initiating, planning, executing, monitoring and controlling, and closing. It also discusses knowledge areas, project information, and the interactions between processes. The goal is to help readers learn project management concepts and prepare for the PMP certification exam.
PMBoK 6 - Chapter 9 for Project Resource Management.
This presentation material is presented for CAPM students of Telkom University Bandung, Indonesia on 16 December 2018.
Increase productivity and improve the predictability of software projects. Interest in the Scrum Agile process framework is exploding as companies discover that Scrum enables them to manage software projects with greater reliability and improve responsiveness to customers. This class introduces the skills that project managers and team leaders need to perform the basic steps of a Scrum process for software development.
-Learn how Scrum practices relate to project management fundamentals
-Learn the essentials of Scrum as a software development process
-Learn the three Scrum roles, three Scrum meetings, and three Scrum artifacts
-Project Managers and team leads learn basic planning, tracking, and management skills
-Product Managers learn how to develop and prioritize requirements
-Team members learn how to estimate and break down work
The document discusses acquiring and developing the project team. It outlines the processes of confirming human resource availability, obtaining the necessary team members, and improving competencies and team interaction. The key benefits are outlined as guiding team selection and responsibility assignment, and enhancing project performance through improved teamwork and skills.
Workshop microsoft office MS Project.pptxHelenCandy2
The document provides an overview of project management using MS Project Professional 2019. It discusses key concepts such as defining a project and project management. It also outlines the basics of setting up a project in MS Project, including entering tasks, durations, milestones, relationships, and assigning resources. The document then discusses calculating project costs, setting a baseline, and tracking progress.
The document discusses key concepts in project management. It defines projects as unique activities with defined outcomes, timeframes and budgets. Project management is the process of developing data about outcomes, time and resources to maximize effectiveness. The origins of project management are traced from Frederick Taylor's process design in the 1850s to techniques being combined in the 1950s for projects like the Polaris missile. The document outlines the project management process of defining and organizing a project, planning the project, tracking progress, and closing out the project. It discusses the roles of project managers and team members.
NCV 3 Project Management Hands-On Support Slide Show - Module 1Future Managers
This slide show complements the learner guide NCV 3 Project Management Hands-On Training by Bert Eksteen published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Project management involves planning, scheduling, controlling, and closing a project to meet specified goals of scope, time, and cost. It includes identifying requirements and stakeholders, creating a work breakdown structure and schedule, estimating costs, monitoring and controlling the project, and managing risks, quality, human resources, communications, procurement, and documents. The project management process groups are initiation, planning, execution, monitoring and controlling, and closing.
The Develop Human Resource Plan process describes how the project manager will staff, manage, build, assess, and improve the project team. It involves defining project roles and responsibilities, required skills, and reporting relationships. The plan also details the project organization structure, staff acquisition and release schedule, and identifies any training or team-building needs. Developing this plan requires understanding the activities and skills needed for the project while considering resource availability and competition from other projects.
The document provides information on the role and responsibilities of a project manager. It describes key duties such as overseeing all aspects of a project, setting deadlines and monitoring progress, and preparing reports for management. Requirements include a bachelor's degree, project management certification, skills in areas like communication, leadership, and software, and experience in fields such as IT, construction, or healthcare. The job outlook is strong with over 1 million new positions expected between 2008-2016.
The document discusses project management. It defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a definite beginning and end. Project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It involves five process groups: initiation, planning, execution, monitoring and controlling, and closure. The role of the project manager is also discussed.
The document discusses the Plan Resource Management processes from PMBOK 9.0. It identifies the six processes as Plan Resource Management, Estimate Activity Resources, Acquire Resources, Develop Team, Manage Team, and Control Resources. It provides overviews of these processes in the planning, executing, and monitoring and controlling process groups. It also discusses key concepts, trends and emerging practices, tailoring considerations, and considerations for agile or adaptive environments related to Plan Resource Management.
This document provides an outline for learning about project management. It defines key project management concepts like defining projects, project teams, and the role of the project manager. It explains that project management is needed to coordinate resources, tasks, decisions, spending, and matching resources to tasks. The document also summarizes small-scale projects, managing the project, project operations including processes from initiation to closing, and project control including metrics, budget/cost management, time management, and quality control. Professional project management is critical for project success.
The document discusses enterprise project management and summarizes key points from several presentations on the topic. It describes how establishing consistent project management processes, practices, standards, and roles can help align strategy with project execution. It also emphasizes that implementing enabling technologies and changing organizational culture are important for effective enterprise project management.
This document discusses project management and its key components. It defines a project as a temporary group activity with a defined beginning and end, aimed at creating a unique product or service. Project management involves carefully planning and leading a team to define, plan, execute, and close a project on time and on budget. The four main stages of the project life cycle are the defining, planning, executing, and closing stages. Planning is important for guiding the team, scheduling work, and anticipating risks. Executing plans precisely is important to avoid issues with the triple constraints of cost, time, and scope. Strong leadership is needed to motivate the team and ensure successful project delivery and closure.
This document provides an overview of project human resource management, which includes planning, acquiring, developing, and managing the project team. It discusses the key inputs, tools and techniques, and outputs involved in planning human resource management and acquiring the project team. The planning process establishes project roles and responsibilities, organizational charts, and staffing plans. The acquiring process guides team selection and assignment to obtain a successful team.
This document discusses the key components and stages of project management. It defines a project and explains that project management involves carefully planning and leading a team to complete a project on time and on budget. The four main stages of the project life cycle are: defining objectives and scope, planning activities and schedules, executing the project as planned, and closing the project by handing over deliverables. Other important components include defining roles and responsibilities, anticipating and mitigating risks, and using software tools to help manage projects. Strong leadership is also needed to motivate teams and ensure sponsors are comfortable with project progress.
The document discusses the planning and monitoring processes of a Program Management Office (PMO). It describes developing a work breakdown structure, defining project outputs and timeframes, establishing interdependencies, and creating a theme/project plan. It also covers templates used for planning, tracking progress, and initiating corrective actions if needed. Governance and communication strategies are discussed to facilitate project monitoring.
This document provides an overview of a 3-day project management training course. The course covers key project management principles and practices including planning, executing, monitoring, and closing a project. It discusses project initiation, definition, planning, execution, monitoring/controlling, and closing phases. Specific topics covered include work breakdown structures, scheduling, estimating time and costs, developing a project budget, risk management, building a project team, and assigning responsibilities. The training objectives are to provide an understanding of how to plan, execute, manage resources/people, connect with stakeholders, and manage scope, budget, and timelines on a project.
The document discusses project management frameworks and the components of managing an ICT project. It begins with defining what a project and project management are. It then discusses two prominent project management frameworks: PRINCE2 and PMBOK. The sessions cover the project management cycle including initiation, planning, execution, and closure. It also demonstrates project management software for documentation and work planning.
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
Similar to 09 project human resources management pmbok 5th (20)
This document provides an overview of project integration management processes. It discusses developing the project management plan by tailoring templates and processes to meet project needs. Key inputs like the project charter and organizational assets are transformed into the project management plan and its subsidiary plans through expert judgement and facilitation techniques. Progress is monitored by comparing actual performance to the plan. Issues are addressed through integrated change control of the project documents and management plan.
The document discusses project scope management. It provides an overview of the six scope management processes: creating a scope management plan, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. These processes involve developing documents like a scope statement, requirements documentation, and a requirements traceability matrix (RTM) to define and manage the project scope. Inputs, tools and techniques, and outputs are described for each process. The scope management plan guides how scope will be defined, validated, and controlled throughout the project.
The document provides information on stakeholder management processes including identifying stakeholders, planning stakeholder management, managing stakeholder engagement, and controlling stakeholder engagement. It discusses identifying people/organizations that could impact project success and analyzing their potential impact. It also describes developing strategies to effectively engage stakeholders based on the analysis, and monitoring stakeholder relationships and adjusting engagement strategies.
The document discusses project cost management. It provides details on planning cost management, estimating costs, and determining the project budget. Key points include:
1) Planning cost management establishes policies and procedures for managing project costs and results in a cost management plan.
2) Estimating costs develops approximations of resource needs and uses techniques like expert judgment, analogous and parametric estimating.
3) Determining the budget aggregates activity cost estimates to establish a cost baseline.
The document discusses project time management and sequencing activities. It defines sequencing activities as identifying and documenting relationships among project activities to determine the logical sequence of work. The key inputs are the activity list, attributes, and milestone list. Techniques include precedence diagramming and determining dependencies. The main outputs are project schedule network diagrams that visually depict the logical relationships between activities using techniques like finish-to-start, start-to-start, and leads/lags.
The document discusses quality management processes for a project. It describes identifying quality requirements and standards, documenting how the project will comply with requirements, and providing guidance on quality management and validation. Quality roles and responsibilities are defined, as are metrics for measuring quality and checklists for verifying quality requirements. Process improvement approaches are also covered.
The document provides information on project communication management processes. It discusses planning communications (10.1), which includes developing a communications management plan that identifies stakeholders' information needs and the appropriate approach. It also discusses managing (10.2) and controlling (10.3) communications in accordance with the plan. Key aspects of communications like effective listening, communication models, methods and tools are explained.
The document provides information about a PMP preparation course offered by Eng. Omer Alsayed. It includes details about Eng. Omer such as his qualifications and role as a PMO manager. The document then discusses various aspects of project human resource management based on the PMBOK guide, including planning human resources, acquiring the project team, developing the team, and managing the team. It provides examples and explanations of organizational structures, roles and responsibilities, staffing considerations, and theories related to human resource management.
The document provides information on stakeholder management processes including identifying stakeholders, planning stakeholder management, managing stakeholder engagement, and controlling stakeholder engagement. It discusses identifying people/organizations that could impact project success and analyzing their potential impact. It also describes developing strategies to effectively engage stakeholders based on the analysis, and monitoring stakeholder relationships and adjusting engagement strategies.
The document discusses project procurement management. It provides definitions of key terms like contracts, procurement, and contract types. It also outlines the processes involved in procurement management according to the Project Management Body of Knowledge, including planning procurements, conducting procurements, controlling procurements, and closing procurements. The inputs, tools and techniques, and outputs of procurement planning are described. Different types of contracts like fixed-price, cost-reimbursable, and time and materials are also defined.
This document provides a summary of a course on risk management. It outlines the course objectives, expected outcomes, skills developed, required materials, instructional methods, schedule, assessment criteria, resources, and instructor contact information. The course objectives focus on planning, identification, analysis, responses, monitoring and control of risks on a project. It will be taught through lectures, demonstrations, discussions, and projects. Assessment will include weekly assignments, projects, quizzes, and a final exam. The instructor can be contacted by email or during posted office hours.
The document provides information on project communication management processes. It discusses planning communications (10.1), which includes developing a communications management plan that identifies stakeholders' information needs and the appropriate approach. It also discusses managing (10.2) and controlling (10.3) communications in accordance with the plan. Key aspects of planning communications that are outlined include communication requirements analysis, models, methods, meetings and developing the communications management plan.
The document provides an overview of project management concepts based on the PMBOK 5th Edition including learning outcomes, retention rates for different learning methods, the mapping of knowledge areas to process groups, and examples of project documents like the statement of work, project charter, stakeholder analysis, and project management plan template. It also discusses several key planning processes like developing the project management plan, scope management, requirements collection, and risk identification.
The document provides guidance on collecting requirements for a project. It describes collecting stakeholder needs through various techniques like interviews, focus groups, and workshops. Requirements are categorized as business, stakeholder, solution, transition, project, and quality requirements. Solution requirements include functional and non-functional requirements. Inputs to collecting requirements include the scope management plan, stakeholder register, and project charter to identify stakeholders and understand their needs. Techniques like brainstorming, nominal group, and user stories are used to generate and document requirements.
The document provides information on project management processes based on the PMBOK 5th edition. It begins with an overview of how people learn and retain information through different modalities like reading, listening, watching, doing, and teaching. The bulk of the document then covers the key processes involved in project management. It maps the project management knowledge areas to the five process groups of initiating, planning, executing, monitoring and controlling, and closing. It also provides information on developing the project charter, identifying stakeholders, and planning the scope, schedule, budget, quality, and risk management aspects of a project.
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4. 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/Executive) :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
6. 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
7. 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
9. 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
10. 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. 11.2 Identify Risks
7.2 Estimate Costs
9.1 Plan Human Resource Management
Human resource management plan
Enterprise/ Organization
Enterprise environmental
factors
Organizational process assets
6.4 Estimate Activity Resources
Activity resource requirements
4.2 Develop Project Management Plan
Project Management Plan
DataFlowDiagram
9.1 Plan Human Resource Management
OSO A2013
12. 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
9.1 Plan Human Resource Management
OSO A2013
13. 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
9.1 Plan Human Resource Management
OSO A2013
14. 9.1.2T&T
9.1 Plan Human Resource Management
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
9.1.2.1 Organization Charts &
Position Descriptions:
15. 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
9.1.2.1 Organization Charts &
Position Descriptions:
9.1.2T&T
9.1 Plan Human Resource Management
WBS –OBS – RBS ? See sample’s slideOSO A2013
16. 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
9.1.2.1 Organization Charts &
Position Descriptions:
9.1 Plan Human Resource Management
OSO A2013
17. 9.1.2.1.
When details are required descriptions can be specified in text-oriented formats (job descriptions ) it contains of :
9.1.2.1 Organization Charts &
Position Descriptions:
9.1 Plan Human Resource Management
9.1.2T&T
OSO A2013
Job
Description
• Manage the strategic aspects of large
engagements and mitigates any risk.
* Oversees senior managers and
managers working on client
engagements within practice.
* Review high-level deliverables across
practice.
Skills
• 15 years experience in similar position.
• Excellent communication skills.
• English written and spoken.
Education • Bachelor degree in Civil Engineering
Project Director
18. Formal or informal interaction with others
constructive way to understand political and interpersonal factors >
impact the Effectiveness of various staffing management options
include proactive correspondence and …
Luncheon
meetings
Meetings Events
Trade conferences
Symposia /
seminar
9.1.2.2 Networking9.1 Plan Human Resource Management
9.1.2T&T
OSO A2013
19. 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
20. Roles and
responsibilities.
Project
organization
charts.
Staffing
management
plan
• 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 Plan Human Resource Management
9.1.3Outputs
HOW project human resources should be
defined, staffed, managed, released :
OSO A2013
21. 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 :
22. 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
9 . 2 A c q u i r e P r o j e c t Te a m
ITTO&DFD
23. data flow Diagram
9 . 2 A c q u i r e P r o j e c t Te a m
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
24. Human resource management plan
• 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 process assets
• Organizational standard policies, processes,
and procedures
9 . 2 A c q u i r e P r o j e c t Te a m
9.2.1Inputs
OSO A2013
25. 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 A c q u i r e P r o j e c t Te a m
9.2.2T&T
OSO A2013
27. 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
29. 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
Enterprise environmental
factors updates
D a t a F l o w D i a g r a mPMBOK
P-275
9 . 3 D e ve l o p P r o j e c t Te a m
ITTO&DFD
OSO A2013
30. Human resource management plan
• provides guidance on HOW project human
resources should be defined, staffed,
managed, controlled, and eventually
released
Project staff assignments
• 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 D e ve l o p P r o j e c t Te a m
9.3.1Inputs
OSO A2013
31. 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 D e ve l o p P r o j e c t Te a m
9.3.2T&T
OSO A2013
32. 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 D e ve l o p P r o j e c t Te a m
9.3.2T&T
OSO A2013
33. 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 D e ve l o p P r o j e c t Te a m
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
34. 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
35. 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
36. 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
37. Human resource management plan
• Roles and responsibilities,
• Project organization,
• Staffing management plan.
Project staff assignments
• 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.
Organizational process assets
• Certificates of appreciation,
• Newsletters, Websites,
• Bonus structures, Corporate apparel,
• Other organizational perquisites
9.4.1Inputs
OSO A2013
9.4 Manage
Project Team
38. 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
39. 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
40. Exercise: Conflict Management
Description
Collaborate
ProblemSolve
Force
Direct
Smooth
Accommodate
Compromise
Reconcile
Withdraw
Avoid
1 "Do it my way!"
2 "Let's calm down and get the job done!"
3 “Let us do a little of what both of you suggest”
4 “Let's deal with this issue next week"
5 “Sandy and Amanda, both of you want this project to cause as little distraction to your
departments as possible. With that in mind, I am sure we can come to an agreement on the
purchase of equipment and what is best for the project."
6 “We have talked about new computers enough. I do not want to get the computers, and that
is it!"
7 "Sandy, you say that the project should include the purchase of new computers, and Amanda,
you say that the project can use existing equipment. I suggest we perform the following test on
the existing equipment to determine if it needs to be replaced."
8 “Let's what everyone thinks, and try to reach a consensus”
R
R
R
R
R
R
R
R
41. 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
42. 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
44. 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
45. 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 ?
9.1.2.1 Organization Charts &
Position Descriptions:
9.1.2T&T
9.1 Plan Human Resource Management
9.1.2.1
OSO A2013
46. Maslow’s Hierarchy of Needs
Self-
actualization
Esteem ( to be
accepted and
valued by others)
Love and belonging
Safety needs
Physiological needs
9.1 Plan Human Resource Management
9.1.2 Tools &Techniques:
9 . 1 . 2 . 3 Organizational Theory
food
HouseWedding
AwardCEO
OSO A2013
47. McGregor’s
Theory of:
9.1 Plan Human Resource Management
9.1.2 Tools &Techniques:
9 . 1 . 2 . 3 Organizational Theory
X & Y
OSO A2013
48. "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)
9.1 Plan Human Resource Management
9.1.2 Tools &Techniques:
9 . 1 . 2 . 3 Organizational Theory
OSO A2013
49. Presents two dimensional paradigm of factors affecting peoples attitudes about work:
Herzberg's two
factor theory
9.1 Plan Human Resource Management
9.1.2 Tools &Techniques:
9 . 1 . 2 . 3 Organizational Theory
give positive
satisfaction
do not give
positive
satisfaction,
Absence >
results
dissatisfaction
MOTIVATORS
HYGIENEFACTORS
9.1.2 Tools &Techniques
OSO A2013
50. Theory of ?
9.1 Plan Human Resource Management
9.1.2 Tools &Techniques:
9 . 1 . 2 . 3 Organizational Theory
OSO A2013
9.1.2 Tools
&Techniques
52. HRM Plan sample
9.1 Plan Human Resource Management
9.1.3 Outputs:
9.1.3.1 Human Resource Management Plan
9 . 1 . 3
OSO A2013
53. 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
54. 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.
9.4 Manage Project Team
“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
57. 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 Manage Project Team
9.4.2
OSO A2013