Online PMP Training Material for PMP Exam - Human Resources Management Knowledge Area

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Human Resource
Management
Chapter 9

Chapter 9
Objectives
Understand the different Human Resource
Management Processes
Their Inputs, Tools and Techniques,
Outputs
This chapter entails one to
understand the various
Human Resource
Management aspects
required to ensure the
desired Project work is
accomplished.
Driving the project towards
the desired outcome while
getting the project activities
are completed to make the
project successful!

HR Management includes the processes to
ensure the required resources are planned,
acquired, evolved and managed to deliver the
project deliverables inline with the objectives.
Ensuring the resources(project staff) are
included in the early engagement of the project
would increase their project commitment.
Project Management team is responsible for all
leadership activities such as Initiating, Planning,
Executing, Monitoring, Controlling and Closing.
Knowledge Area: Human Resource Management

There are 4 HR Management processes,
namely:
1. Plan HR Management
Identification of the HR Personnel required
to be on the project, Engaging them on the
project and finally release them once their
role has ended in project
2. Acquire Project Team
Confirmation of required resource
availability for the project to be executed
3. Develop Project Team
Ensuring the project staff are capable to
deliver the project by up-skilling the staff,
training, coaching and ensuring the
effective communication and motivation
across the project staff to achieve the
project objectives.
4. Manage Project Team
Continuous engagement of the staff to
ensure the team understands their
importance to the project, how their work
has impact on the project by providing
them continuous feedback, resolve any
conflicts and recognize/reward accordingly
to keep the upbeat in the team.
Knowledge Area: Human Resource Management

9.1 Plan Human Resource Management
Inputs
• Project Management
Plan
• Activity Resource
Requirements
• Enterprise
Environmental Factors
• Organizational Process
Assets
Tools &
Techniques
• Organization Charts
and Positions
Descriptions
• Networking
• Organization Theory
• Expert Judgment
• Meetings
Outputs
• HR
Management
Plan
•Integration
•Develop Project Management Plan
•Scope
•Plan Scope Management
•Collect Requirements
•Define Scope
•Create WBS
•Time
•Plan Schedule Management
•Define Activities
•Sequence Activities
•Estimate Activity Resources
•Estimate Activity Duration
•Develop Schedule
•Cost
•Plan Cost Management
•Estimate Costs
•Determine Budget
•Quality
•Plan Quality Management
•Human Resource
•Plan HR Management
•Communications
•Plan Communications Management
•Risk
•Plan Risk Management
•Identify Risks
•Perform Qualitative Risk Analysis
•Perform Quantitative Risk Analysis
•Plan Risk Responses
•Procurement
•Plan Procurement Management
•Stakeholder
•Plan Stakeholder Management
Planning Process
Process of identifying and documenting the project roles, responsibilities,
required skills, reporting relationships, and creating a staffing
management plan.
Benefits include the establishment of Project roles and responsibilities,
organization charts, staffing management plan(includes the acquisition,
management, transition and release of resources), identification of
training needs, team building strategies, plan for recognition and
rewards.
Effective HR planning ensures the project critical resources are planned
well and utilized in manner which is collaborative to other projects in the
organization and minimized competing for the same resources.

Most of the organization charts are intended to provide
the complete ambiguity less understanding of the project
roles and responsibilities at various levels such as at high
level(graphical tree structure) and low level which
includes the text description along with a mix and match
of organization.
Hierarchical Type Charts
These charts typically represent information in a graphical
manner with a top down approach with positions and
departments.
OBS (Organization Breakdown Structure) defines the
Organizational units, project teams structured at very high
level.
RBS (Resource Breakdown Structure) defines the
resources in the category and resource type. Usually
RBS can be considered as a sub-component of OBS,
however, it can exist as standalone to the project as well.
RBS benefits the project management team with the aid
of connecting these resources cost to the tracking of
project costs.
Matrix Based Charts
A RAM (Responsibility Assignment Matrix) depicts
how the resources or groups are assigned to the work
packages.
A common example of RAM is RACI Chart. RACI
(Responsible, Accountable, Consult, Inform)
RACI chart is used to define clear demarcations of the
behaviors expected from resources for each individual
activity. This is especially helpful when the teams are
internally and externally split working organizations.
Text Oriented Formats. Project Management Team has to ensure the
clear and detailed descriptions of the individual roles and
responsibilities to be performed and publish them for ready
references.
Organization Charts & Position Descriptions

Networking is the way people connect with each
other and evolve relationships which play a
crucial importance in project management team
dynamics to understand the underlying political
and interpersonal factors.
Few of the most popular networking activities
include lunch meetings, coffee breaks, events,
formal and informal gatherings, meetings, social
networking connections, friend of friend, email
correspondence and so on.
In the essence of project management,
networking helps build that interpersonal
connections to influence the outcomes of the
work being accomplished as part of the project.
Henry Ford (who is he?) once implemented an
innovative design by modifying factory production and
creating an assembly line. This setup is still being
used by Ford to make it easier for company to
Produce effectively and efficiently across the Ford
Motor.
Behavioral information about the organizational
units, teams and people in the organization can
help improve the effectiveness of the HR
Management Plan.
Identification of the recurring patterns and
themes in the organization supplement readily
project management plan to develop efficiencies
by adopting patterns of response by individual
groups, teams and units.
Networking Organization Theory

Maslow’s
Hierarchy of Needs
Theory
Starts from Lower level of needs to progress gradually upwards to
Highest level of needs. Employees are at the peak of motivation at the
tip of the pyramid.
Physiological → Safety → Social → Self-Esteem → Self-Actualization
Herzberg’s
Motivation &
Hygiene
Theory
Motivation comes from: Intrinsic Conditions of the Job such as Professional & Personal Growth,
Achievement, Recognition.
Hygiene factors which are externally motivating beyond the job itself such as Compensation,
Company Policies, Supervisor Behavior & Closeness to Employee, Peer Behavior & Team
Bonding
Victor Vroom’s
Expectancy
Theory
Employees are motivated when they understand that their superior job performance will
yield to their superior organizational rewards.
McGregor’s
X & Y
Theory
X Theory suggests people are lazy, don’t want to work and needs to be micro managed
Y Theory suggests people are self motivated and need not be managed
Z Theory (derivative of Y) suggests people are at peak motivation with a lifetime career
and a happy work-life balance with overall well being of the employee
McClelland’s
Need for
Achievement
Theory
Low Need for Achievement
People pick the easy tasks to minimize the risk of failure OR
People pick the extremely difficult tasks to fail themselves but avoid embarrassment
High Need for Achievement
People pick the moderately challenging tasks to ensure they are challenged but they could
accomplish and well within their reach
Self-Actualization
Self-Esteem
Social
Safety
Physiological
OrganizationalTheoriestoMotivation

9.2 Acquire Project Team
Inputs
• Human Resources
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
•Integration
•Direct and Manage Project Work
•Scope
•Time
•Cost
•Quality
•Perform Quality Assurance
•Human Resource
•Acquire Project Team
•Develop Project Team
•Manage Project Team
•Communications
•Manage Communications
•Risk
•Procurement
•Conduct Procurements
•Stakeholder
•Manage Stakeholder Engagement
Executing Process Ensuring the Project Team Members
are allocated to work on the project for
the project duration is the main
objective of the Acquire Project Team.
Key Benefits include we have a ready
team which is selected(based on skill,
cost, availability…) for the project team
to accomplish the work.
Team members Selection is at times an
organizational decision to hire from a
subcontractor pool or from a different
business unit. Hence it may not be
always in the hands of project team to
select team members.
In all cases the project management
team is responsible for acquiring the
resources and engaging them on the
project work.
Non availability of the intended
resources for the project work may
need to undergo various options, like
replacement, alternate solutions,
scheduling change and in extreme
situations project being halted or
cancelled permanently.
Project Management team is
responsible to bring out such risks and
communicate to the stakeholders
appropriately.

Pre-Assignment
In some cases, the project staff are pre-selected
for a particular purpose of the project inception.
These staff are Pre-Assigned due to their special
skills or knowledge about the project upfront.
Allocating key resources at the Project beginning
stage ensures Project moves at a good rate.
Multitasking by key resources is quite common.
Staff allocation on project is one of the critical
activity a project management team performs.
Allocation of right set of resources for the job
ensures the work is efficiently and effectively
done in quality manner.
In order to ensure the right set of resources,
project management team often negotiates with
functional managers, procurement team,
vendors, contractors, suppliers.
Allocation of scarce resources who are highly
skilled is always a negotiation between the
project manager and functional manager.
Negotiation

Acquisition
Wherever the work cannot be accomplished with
internal resources, external parties are engaged
to provide these resources for completion of
work.
Bringing variety of roles of professionals working
on the project ensures it is taken care for delivery
of final product.
We need everyone. Not just SME’s alone.
Teams often comprise of people who are not
directly working on the job location and they may
be working from elsewhere to accomplish the
project work.
Indeed the advancement in technology has
ensured the major portions of work is being
delivered through virtual remote teams or
locations.
Though Virtual Team concept provides multiple
benefits in terms of cost, acquisition of
specialized resources and access to quantity of
resources.
Downsides being cultural differences, isolated
team not understanding requirements, missing
natural cohesiveness in the team. And intensive
communications overhead.
Virtual Teams

9.3 Develop Project Team
Inputs
•HR 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
•Integration
•Scope
•Time
•Cost
•Quality
•Human Resource
•Communications
•Risk
•Procurement
•Stakeholder
Executing Process Develop Project Team ensures that the performing project team is improved
in terms of their capabilities, skills, knowledge and are motivated to perform
at their peak levels.
Key Benefit of this process is it provides a motivated team staff to deliver
project objectives inline with the expectations. This process also reduces the
staff turnover rate.
Fostering team work, Rewards and Recognition, Providing challenges and
Opportunities are few of the key HR activities a project manager may need
to perform to ensure the team is performing well.
Open communication, Building trust and transparency, managing conflicts in
a constructive manner are few actions project manager can perform to
ensure the high performance of the team.

Resource Calendars indicates the availability of the resources(HR,
Material, Equipment) from when to when and whether they are
available for the project duration or activity duration, including the
availability in various geographical location of the resource.
Resource Calendars aid to achieve further reliability in the estimation
since it is based on the understanding of the resource availability,
schedule constraints, time zone, work hours, vacation, local holidays,
other commitments and so on.
Additionally, in case of contracted resources, these resource
calendars may include the special pricing for any off peak periods,
which project manager may want to exploit.
Similarly, if there are resource groups, whether the quantity and
availability of resources expected is active on those particular dates
for execution. Resource preparedness levels and so on can be
further defined in resource calendars.
Resource Calendars

Project Manager’s Interpersonal skills are very helpful to be applied across the course of the project to gain the
desired outcomes from conversations and engagements with team.
Leadership
Project Manager may adopt different leadership hats depending on the situation/need.
Authoritarian (Close Supervision)
Paternalistic (Caretaker)
Democratic (Shared Decision Making)
Laissez-Faire (Delegate & Wash Hands) – Let them do
Transactional (Rewards & Punishments)
Transformational (Transform Followers Thinking)
The most important aspect which Project Manager should ensure is to showcase the vision of the project and
inspire team to deliver / work towards it.
Influencing
Project manager is supposed to exert influence over the topic of interests and resources to achieve project
objectives. How, when, Who, Why to influence depends.
Decision Making
Project Manager has to make critical decisions at various intersections of the project and how effectively
these decisions are made and based on what assumptions or data decides on the decisions evolved.
Interpersonal Skills

Interpersonal Skills
These are the behavioral aspects of how a team member interacts with another or
in a group dynamic. Interaction is at various levels including communication,
influencing, motivating, articulation and conflict resolution.
Having team members with superior interpersonal skills often results in improved
team bonding, cohesiveness and discovery of undiscovered work tasks and
objectives of the project.

Team members supposed to perform the project activities should be capable and
skilled to ensure the proper and quality aspect of the delivery.
In most cases, any gaps in capabilities or skills, these are planned by organized
scheduled trainings. Though in some cases these gaps are identified in later stages
and may result in ad-hoc unplanned trainings.
Trainings may be formal or informal & individual or group & internal or external
event based on project need.
Training

Teams working from remote locations
often do not get a chance to interact
in person and may lead to
communication-misunderstanding-
conflict gaps.
In order to ensure the teams work as
cohesive group and effectively with
none of the mentioned symptoms,
many a team building activities could
be facilitated.
Activities may include team
discussions, meetings, informal
lunches, get-togethers, organized
events and or professionally run
offsite events.
Team Development may go through
Tuckman Ladder’s five stages in either
direction:
Team Building Activities
• Team formation by understanding individual
roles and responsibilities
1. Forming
• Team starts working on deliverables with each
other, any gaps between members arise
conflicts
2. Storming
• Members start to trust each other and adjust
behaviors to deliver the project objectives
3. Norming
• Teams start to work collaboratively and with
interdependence for smooth and effective
delivery
4. Performing
• Team starts completion of work effectively &
moves on to next projects, end of project
5. Adjourning

Ground Rules
In order to ensure all team members share
the same underlying behavior or aspects
towards project delivery, there are certain
ground rules which need to be established,
communicated and published across the
teams.
These are the anticipated behaviors and
values of team members expected during
the course of the project delivery.
Examples include the Confidentiality of the
Information Sharing, Meeting Rules, Dress
Codes, Ethical Practices…
Moving all the project responsible teams to
sit in an closer locations such that the face
to face and interactions are more frequent
than wait and watch interactions bring
additional efficiency to deliver the
objectives known as Collocation. Also
known as Tight Matrix.
Often the global distribution of teams and
spread across geographies, it may be
impractical to ensure collocation. In such a
situation based on the critical timeframe of
the project it may be easier to have them
collocated for shorter durations.
Also, this model may be best suited when
there is a specific need to be met and
requires specialists to sit together in a War
room to achieve a critical end objective.
Collocation
Hey! Stop

A war room is a meeting room for the purpose of
strategizing and deployment of action
plans/measures on the specific intervals of project
to accomplish a quick achievement/milestone.
Entire set of individuals responsible to deliver in
this achievement / milestone are available to each
other to answer questions, discuss outstanding
issues and respond with swift actions.
In addition, they may discuss the resources
needed such as man power, the budget, the
timeline and possible challenges to be faced and
what can be done about the pitfalls which may
occur.
To aid the entire process, valuable visual
information such as budget, time table and project
information may also be made available as charts
in the war room.
War Room

Recognition and Rewards
People working on the project need to be
continuously recognized and rewarded for
their best work towards accomplishment of
the Project work.
Recognition and rewards should be
planned at continuous intervals and
implemented to boost the team morale.
Recognition for their good work and
providing them new growth opportunities,
challenges are the intangible benefits
which project manager may plan well in
advance.
Rewards may be monetary and non-
monetary and this can again be planned
upfront during the planning.
These tools assist project manager to
understand the aspirations of the project
team members, their preferences and
similar aspects.
Using this information project management
team can gain most by aligning them in
line with the project objectives.
PersonnelAssessment Tools
Assess
AnalyzeAct

Implementation of various team development activities
ensure the team makes effective and efficient
progress.
At the same time it is natural to see which tools have
caused the major team performance improvements
and are assessed over a period of time.
Ensuring the team performance is at the peak levels
increase the confidence levels of delivery of the project
objectives.
High performance teams are characterized by meeting
the project objectives (scope, time, cost, quality).
Where ever the shortfalls are identified for achieving
the peak team performance levels, relevant actions
have to be defined by the project management team
and circulated to the actionable owners.
Team Performance Assessments
 Outstanding
 Exceeds
 Meets
 Improve
 Poor

9.4 Manage Project Team
Inputs
•HR 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 Document Updates
•Enterprise Environmental
Factors Updates
•Organizational Process Assets
Updates
•Integration
•Scope
•Time
•Cost
•Quality
•Human Resource
•Communications
•Risk
•Procurement
•Stakeholder
Executing Process It is the process of managing the
project team performance, providing
them required support & feedback, and
adopt suitable team changes as
required.
Key benefit of this process is that it
changes the team behavior, manages
conflict, resolve issues, and provide
performance appraisals.
As part of the process it is evident to
provide continuous feedback for better
performance of team members,
recognize team for their extraordinary
work and keep the momentum upbeat.
Formal Appraisals and Recognitions for
Challenging work performed with the
respective functional managers is also
critical to the future success and
performance of the team members.
Project managers should ensure the
performance is documented and
recorded after formal discussions with
the team members individually.
Team management involves special
skills such as Team Leadership, Team
Building, Team Motivation, Team
Communication, Team Conflict
Management and Negotiation.

Comparison of current work performance to the planned work performance gives vital
feedback to the forecasted work performance.
Based on the forecasted work performance, corrective and preventive actions for the future
course of action on the human resources could be planned for control.
Areas of work which may be compared include Schedule, Cost, Scope and Quality aspects.
Work Performance Reports

Observation and Conversation
Project Management Team has to have
continuous observation of the work in progress
and delivered by the team members.
In addition, to that having regular conversations
to discover the topics which may be harnessed
for the benefit of the project delivery.
Project Team performance appraisals boost the
team morale and increase the engagement of the
team on the project.
Performance may be appraised on various
factors and having positive and constructive
feedback increases the team members
performance significantly.
Having team members formally appraised and
providing them improvement plans ensure they
adopt those and follow the course of the project
in the desired manner and behavior.
Project PerformanceAppraisals

Conflicts arise due to many reasons.
Many or majority of the conflicts in the
Projects are due to some of the key
aspects of missing elements. Such as:
New / Missing
/ Conflicting
Scope
On the team,
major conflicts
are due to the
scope aspects
being not
represented or
guided correctly
in the first place.
Unrealistic
Schedule/
Sequencing
Many a times, the
estimates
become the
actual plan
without being
checked for the
actual reality.
Also not so
correct
sequencing of the
activities lead to
conflicts in
activities.
Project
Priorities
When projects
are not defined
as per priorities, it
become evident
that
stakeholders/proj
ect
manager/shared
resources
encounter many
ambiguities.
Unattainable
Cost / Mislead
Procurements
Cost of activities
especially
outsourced which
have not been set
right expectations
of performance
lead to unwanted
discussions and
debates for
conflicts.
Personalities
/Human
Resources
Project is a mix of
team members
effort and
collaboration with
each other with
their own
personalities
based work
accomplished.
Why does Conflicts arise?

It is natural to have conflicts
when people work with each
other, have different view
points for the benefit of
project.
How best, conflicts could be
managed and reduced
involve setting up ground
rules, effective
communication, clarity on the
project vision and best
practices adopted across
project.
Ensuring conflicts are
resolved builds trust and
engagement levels among
parties for further
collaboration + commitment.
Conflicts may be resolved
with following techniques:
Withdraw /
Avoid
• Avoiding the point of conflict ensures the conflict
resolution takes least priority and it may/not
actually resolve the conflict naturally over the
course of period. Lose-Lose Situation.
Smooth /
Accommodate
• In some cases, it may be beneficial to openly talk
about the points agreed and some points which are
not agreed. This builds transparency & gains others
trust. At the same time, the issue itself is not
addressed directly. Lose-Lose Situation.
Compromise /
Reconcile
• Adjustments to the view points ensure both the
parties needs are partially met and brings new
comfort level for the work to proceed for desired
results. However each party looses something.
Lose-Lose Situation.
Conflict Management

Force /
Direct
• Some view points are
forced upon the other party
to agree upon. “Just listen
to what I say”. This is a
win-lose situation.
Collaborate
/ Problem
Solve
• Win-Win situation. Ensure
each point of conflict is
picked up and discussed in
detail and why reasons so
that both parties
understand openly the
view points and agree to
the forward approach with
consensus.
Conflict Management

Chapter 9 - Debrief

THIS BRINGS TO “HUMAN RESOURCE MANAGEMENT”
COMPLETION.
From what we have understood so far is:
 4 Human Resource Management Knowledge Area Processes
 Identified their Inputs, Tools & Techniques, Outputs
Chapter 9

Acknowledgements & Disclaimer
PMI, PMBOK, PMP, CAPM, PgMP, PMI-
ACP, PMI-RMP, PMI-SP are registered
marks of Project Management Institute,
Inc.
All registered trademarks, symbols, names
are marks of their respective owners and
acknowledged.

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