The document outlines project human resource management, detailing the processes for organizing and leading the project team, including planning, acquiring, developing, and managing team members. It discusses the benefits of team involvement in planning, highlights key questions for studying this area, and distinguishes between tools like the resource breakdown structure (RBS) and the work breakdown structure (WBS). Additionally, it addresses schedule compression techniques such as fast tracking and crashing, along with their respective risks and costs.

1. Project Human Resource Management
By
Casmir, R. (Ph.D)

2. Project Human Resource Management
Project Human Resource Management includes
the processes that organize, manage, and lead the
project team.
 The project team is comprised of the people with
assigned roles and responsibilities for completing
the project.
 Project team members may have varied skill sets,
may be assigned full or part-time, and may be
added or removed from the team as the project
progresses.

3. Project Human Resource Management
 Project team members may also be referred to as
the project's staff.
 Although specific roles and responsibilities for the
project team members are assigned, the
involvement of all team members in project
planning and decision making is beneficial.
 Participation of team members during planning
adds their expertise to the process and
strengthens their commitment to the project.

4. Project Human Resource Management
 For you that are new to Project Management, how
should you approach studying this Knowledge
Area?
 It’s recommended to have quick review of what it
is and how it interacts with other knowledge areas,
and then an in-depth study of all its components
and interactions.

5. Project HR Management Processess
This knowledge are is composed of the following
processes:
 Plan Human Resource Management—The
process of identifying and documenting project
roles, responsibilities, required skills, reporting
relationships, and creating a staffing management
plan.
 Acquire Project Team—The process of
confirming human resource availability and
obtaining the team necessary to complete project
activities.

6. Project HR Management Processess
 Develop Project Team—The process of
improving competencies, team member
interaction, and overall team environment to
enhance project performance.
 Manage Project Team—The process of tracking
team member performance, providing feedback,
resolving issues, and managing changes to
optimize project performance.

7. Project HR Management Processess
Some important questions you need to ask yourself
when studying this area.
 What’s the difference between Human Resource
Management Plan and Project Management Plan?
 What’s the difference between RBS and WBS?
 What’s the difference between Project Team and
Project Management Team?
 How does Human Resource Affects Project Risk
Management?

8. Project HR Management Processess
 How does Human Resource Affects Project Time
Management?
 How does Human Resource Affects Project Cost
Management?
 Why does Human Resource Management has no
processes in the Monitor and Control Process
Group?
 What importance does the Activity Cost Estimates
in Human Resources has in Time Management?
 Fast Tracking vs. Crashing which one impacts the
quality most

9. RBS vs WBS
 In project management, the resource breakdown
structure (RBS) is a tool to help with planning and
controlling project work.
 Think of it as a work breakdown structure (WBS) for
your resources, because that's what it is, and it's
just as valuable.
 Work breakdown structure (WBS) is a graphical
portrayal of the total scope of work to be
completed, divided down into tiny chunks that each
person in the group can comprehend.
 RBS, is a list of resources and its allocation done
and required to complete a project

10. Schedule Compression
 Schedule compression refers to techniques used
when a project manager wants to shorten the
duration of the project without changing the scope
of the project.
 It can be used when a project falls behind schedule
and needs to catch up or to finish the project
sooner than originally scheduled.
 Fast tracking involves the performance of activities
in parallel, whereas crashing involves the addition
of resources to a project.
 In fast tracking, there is increased risk, whereas in
crashing, there is increased cost.