This document discusses human resource project management tools and techniques. It begins by defining human resources (HR) and human resource management (HRM). It then outlines the key processes in human resource project management: planning HR management, acquiring the project team, developing the project team, and managing the project team. For each process, it lists typical inputs, tools and techniques used, and outputs produced. The overall document provides an overview of the main components and steps involved in human resource project management.

1. Human Resource Project
Management Tools andTechniques
Supervised by
Dr.Yassir Alhaj
Prepare by
Mahmoud Ibrahim ahmed
Abdelilah Abdelmagid Babiker
Marwa hassan ahmed
‫الرحيم‬‫الرحمن‬‫هللا‬‫بسم‬
Garden City University For
Science &Technology

2. What Is a HR?
The function in an organization that deals with the
people and issues related to people such as
compensation and benefits, recruiting and hiring
employees, onboarding employees, performance
management, training, and organization
development and culture.

3. What is HRM
Human resource management (HRM) is a strategic,
integrated and coherent approach to the employment,
development and wellbeing of the people working in
organizations

4. Human Resource Project ManagementTools
and techniques
Enterprise Environmental Factors (EEF)
 Government regulations
 Market conditions
 External political conditions
 Industry standards Legal restrictions

5. 5
Human Resource Project Management
Tools and techniques
Organizational Process Assets (OPA)
 Organizational culture
 Type of organizational structure
 Internal political conditions
 Available resources Infrastructure

6. 6
Plan Human Resource Management
Before any project can proceed, the project team needs to
be defined. The main part of this initial planning step
involves identifying the number of people that are required
and writing out their job descriptions.Also, the Project
Human Resource Management Plan, a component of the
overall Project Management Plan, contains human resource
issues like how performance will be assessed, where the
project team will work, how to handle conflicts, and so
forth.

7. 7
Plan Human Resource Management
Inputs
 Project management plan
 Activity resource requirements
 Enterprise environmental factors
 Organizational process assets
Tools &Techniques
 Organization charts and position descriptions
 Networking
 Organizational theory
 Expert judgment
 Meetings
Outputs
 Human resource management plan

8. 8
Acquire ProjectTeam
Obtaining workers is often a time-intensive activity.Whether
obtaining project team member internally or externally, the
tasks involved in advertising jobs, interviewing candidates,
and making hiring decisions fall under this process within the
Project Execution process group. Upon their hiring, a
resource calendar is developed for each new project team
member, which specifies their time available to work on the
project and/or certain project tasks.

9. 9
Acquire ProjectTeam
Inputs
 Human resource management plan
 Enterprise environmental factors
 Organizational process assets
Tools &Techniques
 Pre-assignment
 Negotiation
 Acquisition
 Virtual teams
 Multi-criteria decision analysis
Outputs
 Project staff assignments
 Resource calendars
 Project management plan updates

10. Develop ProjectTeam
It isn’t enough to hire a project team and expect them to
know everything they need to know to execute the
project to perfection. Developing the project team should
be seen as a constant activity, but it doesn’t include just
taking courses. It includes performance reviews, team
building activities, recognition and rewards.

11. Develop ProjectTeam
Inputs
 Human resource management plan
 Project staff assignments
 Resource calendars
Tools &Techniques
 Interpersonal skills
 Training
 Team-building activities
 Ground rules
 Colocation
 Recognition and rewards
 Personal assessment tools
Outputs
 Team performance assessments
 Enterprise environmental factors updates

12. Manage ProjectTeam
Many books have been written on the subject of managing
project teams. But it is clear that project success is heavily
dependent on managing the changing roles and
responsibilities and performance criteria of the team.
Project issues test the competence of the project manager
and project team, and threaten to undermine the success
of the project.The reactions of the project manager and
project team to these issues is essential to ensuring a
successful project.

13. Manage ProjectTeam
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

14. END