PMP Chap9 - Project Human Resource management

By: Anand Bobade (nmbobade@gmail.com)
Plan HR management Acquire Project Team Develop Project Team Manage Project Team
PMBOK Chap 9 - Human Resource
Management
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questions
ExecutingPlanning

It includes processes that organize, manage & lead the project
team.
Chap 9: Project Human Resource Management -> Definition
HR
Management
Organize
Manage
Lead

9.1 Plan Human Resource Management
• Identifying & documenting project roles, responsibilities,
required skills, reporting relationships, & creating a staffing
engagement plan.
9.2 Acquire Project Team
• Confirming human resource availability and obtaining the team
necessary to complete project activities.
9.3 Develop Project Team
• Improving competencies, team member interaction, and overall
team environment to enhance project performance.
9.4 Manage Project Team
• Tracking team member performance, providing feedback,
resolving issues, and managing team changes to optimize project
performance.
Chap 9: Project Human Resource Management-> Processes

By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Introduction
Plan Human Resource Management Definition
Plan Human Resource Management -> ITTO
Organizational Theory
Data flow diagram
Review
Self Assessment

Determine - Resource Type & Skills.
Define – Roles & Responsibilities.
Plan – Resource on boarding, Training & Mentoring.
Develop – HR Management plan.

Project Team
Project Management
Team
•Project Manager
•Project Management
Staff
Project Staff
Business SME
Business
Users
Business
Analyst
Subject
Matter Expert
Systems
Analyst
Technical
Architect
Test Lead
Technical
Project Lead
Programmer
Project coordinator
PMO Analyst
Note: Above Team represent Software development Project.

Who do you need?
What skills are required?
What are their responsibilities?
what's their engagement (start & end) dates?
Whom thy will report to?
How they will be trained?
How they will be rewarded?

Identifying &
Documenting
Identifying & documenting project roles, responsibilities,
required skills, reporting relationships & creating a staffing
engagement plan.
It establishes staffing management plan, including timetable
of staff acquisition & release.
Roles Engagement plan
Responsibilities Relationships
Human Resource
Management

Inputs (4)
• Project management
plan
• Activity resource
requirements
• Enterprise
environmental factors
• Organizational process
assets
Tools &
Techniques(5)
• Organization charts
and position
descriptions
• Networking
• Organizational theory
• Expert judgment
• Meetings
Outputs(1)
• Human Resource
Management Plan
9.1 Plan Human Resource Management->ITTO

PMP Activity Resource
Requirements
Enterprise
Environmental
Factors
Organizational
Process Assets
9.1 Plan Human Resource Management->Inputs

PMP
• that will be applied for HR
management.
Processes
• documents how changes will be
monitored and controlled.
A change
management plan
• documents how configuration
management will be performed.
A configuration
management plan
• How integrity of project
baselines will be maintained
Baseline
• Needs & MethodsCommunication
9.1 Plan Human Resource Management->Inputs->PMP

Activity Resource
Requirements
Output of Estimate Activity Resource process of
Time Management.
Provide resource estimate for each work.
Resource for Work
Package
Resource Type
Resource Quantity
Resource competency
9.1 Plan HR Management->Inputs-> Activity Resource Req

Enterprise
Environmental
Factors
Marketplace conditions (Economic conditions)
Internal External
Personnel administration policies
Holidays Working hours
Geographical location of team members
Collocated Distributed teams
Existing human resources
Who is involved? Expertise Unwritten rules
Organizational culture & structure
Project Structure Authority
9.1 Plan HR Management->Inputs->EEF

Organizational
Process Assets
Standard Policies.
Templates for organizational charts.
Role / Position descriptions.
Lessons learned.
Organizational structures that have worked in previous
projects.
Escalation procedures.
9.1 Plan HR Management->Inputs->OPA

Organization Charts
& Position
Descriptions
Networking
Organizational
Theory
Expert
Judgment
Meetings
9.1 Plan Human Resource Management->T&T

Organization Charts
& Position
Descriptions
9.1 Plan HR Manag’t->T&T->Org. Charts & Position Descriptions
Formats used to document roles & responsibilities:
Hierarchical Matrix Text-oriented
Graphically depicts project team members & their
interrelationships for a project.
Ensure each work package has clear owner & each
member has clear Roles & Responsibilities.

Organization Charts
& Position
Descriptions
• OBS is arranged according to
organization’s existing
departments.
Organizational
breakdown
structure (OBS)
• RBS is list of resources
related by category/
resource type.
Resource
breakdown
structure (RBS)
Hierarchical-type charts
• A traditional organization chart structure.
• Show positions and relationships.

Organization Charts
& Position
Descriptions
Matrix-based charts (Responsibility
assignment matrix - RAM )
Shows project resources assigned to each work package.
Illustrate connections between work packages & project
team members.
Ensures that, there is only one person accountable for a task.
E.g., RACI (responsible, accountable, consult, inform) chart.

Organization Charts
& Position
Descriptions
Matrix-based charts
(RACI charts)
Work Package
Create Charter
Create PMP
Gather
Requirements
Development
Sponsor
R
A
C
I
PM
C
R
A
A
BA
C
C
R
C
Developer
I
I
I
R
• Responsible (Performer)R
• Accountable (Decision Maker / Approver)A
• Consultation (Provides input)C
• Informed (FYI)I

Organization Charts
& Position
Descriptions
Text Oriented Formats:
• Responsibilities descriptions are
documented in text-oriented formats.
Documents describes:
Responsibilities
Authority
Competencies
Qualifications.

Networking
Establishing connections & relationships with other
people from the same or other organizations.
Industry Events Trade Conferences Seminars Lunch Meeting Meetings
9.1 Plan HR Management->T&T->Networking
Help to find
resources.
Formal &
informal
interaction.
Can use your
political
influence.

Organizational
Theory
Provide information about the way in which people,
teams & organizational behave.
Shorten Time, Cost & Efforts needed to create HR
management plan. Improve HR planning.
9.1 Plan HR Management ->T&T->Organizational Theory
Tuckman's team building
theory
Maslow’s Hierarchy of
Needs
Contingency Theory
Situational Leadership
Theory
McGregor’s Theory of X &
Y Theory Z Expectancy theory
Herzberg's motivation-
hygiene theory

Organizational
Theory
Extremely important for team to grow & work together.
Don’t expect everyone to work as team from day1.
As per Tuckman, all stages are inevitable.
Tuckman's team building theory

Organizational
Theory
Forming Storming Norming
Performing Adjourning

Organizational
Theory
• Team trying to learn about
each other & their tasks.
• High dependence on PM
for guidance & direction.
• Unclear roles and
responsibilities
• Team – independent,
nervous
Forming
• Team trying to work
through differences.
• PM coach the team.
• Constant conflicts &
arguments
• Team- Differences,
frustration
Storming

Organizational
Theory
• Set ground rules to work
together.
• PM provide autonomy &
participate .
• Team is developing but
Challenge continues.
• Team - adjusting for team
work.
Norming
• Pick performance &
complete tasks.
• PM delegate work & allow
team manage it.
• Work as single team.
• Team help each other &
work together.
Performing

Organizational
Theory
• Complete all work &
disperse.
• PM help team to move on.
• Team feels sense of loss and
deforms.
• Team gets demotivated &
feel uncertainty.
Adjourning

Organizational
Theory
Maslow’s Hierarchy of Needs
(Motivation Theory)
All human needs fall in a hierarchy:
Bottom 4 levels:
• Needs for self actualisation
Top:
• Needs for Metamotivation
• Creativity, Morality, Problem solving, Acceptance
of facts, Spontaneity
Self-
actualisation
• Confidence, Achievement, respect for/by
other
Esteem
• Friendship, Family, intimacy, sense of
connections
Love/Belonging
• Health, Employment, Property,
Family & social stability
Safety
• Breathing, Food, Water,
Shelter, Sleep, Clothing's
Physiological
D-Needs
(Deficiency
Needs)
The most basic level of needs (Bottom 4) must be met before the individual will strongly desire
the secondary or higher level needs.

Organizational
Theory
Contingency Theory (Fred Fiedler's)
Believes that there is no one best style of leadership.
Instead, a leader's effectiveness is based on situation.
Two factors – "leadership style" & "situational control".
Situations have 3 dimensions:
Leader & member
relationship
Degree of task structure
Leader’s positional
power
• LPC - Least Preferred Co-
worker
Leadership style is measure
using LPC scale

Organizational
Theory
• High, if the leader is generally accepted & respected.
Leader-
member
relation
• High, if the task is very structured.
Task
structure
• High, if authority & power are attributed to leader's
position.
Position
power

Organizational
Theory
Situational Leadership Theory
(by Blancard & Paul Hersey)
There is no single “best” style of leadership. A PM must lead based on the situations.
The leader’s positional power is obtained through formal authority.

Organizational
Theory
McGregor’s Theory of X & Y:
Describe two contrasting models of workforce
motivation.
• Stresses importance of
strict supervision.
• External rewards &
penalties.
• Manager adopts
Authoritarian style.
'Theory X'
• Highlights motivating role of
job satisfaction.
• Allows workers to approach
tasks creatively.
• Manager adapts Facilitative
style.
'Theory Y‘

Organizational
Theory
Theory Z (Dr. William Ouchi)
Focused on increasing employee loyalty to company.
Strong focus on well-being of employee, both on and
off the job.
Provide a job for life.

Organizational
Theory
Expectancy Theory ( By: Victor Vroom)
Explains the behavioural process of “Why individuals choose
one behavioural option over another”.
People are motivated by outcome.
There is Positive correlation between efforts & performance.
Behaviour is result of conscious choices.
Employee performance is based on:
Knowledge Personality Skills Abilities Experience

Organizational
Theory
Expectancy
(Effort → Performance )
Instrumentality
(Performance → Outcome )
Valence (Outcome →
Reward)
• Belief that one's effort (E) will result in attainment of desired
performance (P) goals.
Expectancy:
• Belief that a person will receive a reward if the performance
expectation is met.
Instrumentality:
• Value an individual places on rewards of an outcome, which
is based on their needs, goals, values & motivation sources.
Valence:

Organizational
Theory
Herzberg's motivation-hygiene theory
(Two-factor theory)
There are certain factors in the workplace that cause job
satisfaction, while a separate set of factors cause
dissatisfaction.
Absence lead to
dissatisfaction
Company Policy
Supervision
Relationship with Boss
Work conditions
Salary
Relationship with peers
Factors that lead to
satisfaction
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
Presence
doesn't lead
to satisfaction

HR Management
Plan
9.1 Plan Human Resource Management->Output

HR Management
Plan
How roles & responsibilities, reporting relationships,
& staff management will be addressed & structured.
HR
Management
Plan
Roles and
responsibilities
Project
organization
charts
Staffing
management
plan
Roles & Responsibilities:
Role Responsibility Competency Authority

HR Management
Plan
• Function to be performed by a project team member.
E.g., Testing.
Role:
• Specific work a member is expected to perform as part
of the project. E.g., Test Module A.
Responsibility (Duties):
• The skill and capacity required to complete assigned
activities within the project constraints.
Competency:
• Right to apply resources, make decisions, and sign
approvals. Authority should match individual
responsibilities.
Authority

HR Management
Plan
Staffing management plan:
• Describes when and how project team
members will be acquired and how long
they will be needed.
• Acquire within the organization or from outside
Staff acquisition:
• Identify working days & shifts on which each specific
resource is available.
Resource calendars:
• Illustrates number of hours a person, or a
department will be needed in a given time period.
Resource histogram:

HR Management
Plan
• When & how team members are released from a project.
• Costs associated with those resources are no longer with
project.
Release plan:
• Develop training plan, if resources assigned need training to
take up the project tasks.
Training needs
• Clear criteria for rewards and a planned system for their
use.
Recognition and rewards
• Strategies for complying with applicable government
regulations, union contracts & HR policies.
Compliance
• Policies and procedures that protect team members from
hazards
Safety

HR Management
Plan
Project organization charts:
• Identifies positions and reporting relationships.
Project Governance
Board
Project Manager
Business Process
SME
Business Analyst
Technical
System analyst
Architect
Technical Lead
Developers
Testers
Project
Management staff
Project co-
ordinator
Risk Management
expert
PMO analyst
Contract
Management
Finance

HR Management
Plan
Resource histogram example:

9.1 Plan Human Resource Management->Process Flow

By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
9.1 Plan Human Resource Management -> Review
Plan Human Resource Management Definition
HR Management plan
Organizational Theory
Resource Histogram
Resource breakdown structure

Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questions

engagement plan.
performance.
Introduction –Human Resource Management Processes

Finding Right resources for the right position on the Project
Follow normal hiring process specific to Project.
Negotiate with Line Managers to get required internal resources.

Project Manager may or may not have direct control over team
member selection due to:
Matrix project
environment
Internal or
external reporting
relationships
Subcontractor
personals
Collective
bargaining
agreements

Confirming human resource availability and obtaining
team, necessary to complete project activities.
Confirming Human
Resource Availability
Obtaining the Team
9.2 Acquire Project Team -> Definition
Complete project
activities

The key benefit consists of, outlining & guiding team selection
and responsibility assignment, to obtain a successful team.
Outlining & Guiding
Team Selection
Responsibility
assignment
Obtaining a
successful team

Inputs (3)
• HR Management
Plan
• Enterprise
Environmental
Factors
• Organizational
Process Assets.
Tools &
Techniques(5)
• Pre-assignment
• Negotiation
• Acquisition
• Virtual teams
• Multi-criteria
decision analysis
Outputs(3)
• Project Staff
Assignments
• Resource
Calendars
• PMP Updates
9.2 Acquire Project Team-> ITTO

HR Management
Plan
Enterprise
Environmental
Factors
Organizational
Process Assets.
9.2 Acquire Project Team-> Input

HR Management
Plan
Describes how the roles & responsibilities, reporting
relationships, and staff management will be
addressed & structured.
HR
Management
Plan
Roles and
responsibilities
Project
organization
charts
Staffing
management
plan
9.2 Acquire Project Team-> Input -> HR Management Plan
Before creating final schedule “resource
availability” has to be confirmed.

Enterprise
Environmental
Factors
9.2 Acquire Project Team-> Input -> EEF
• Who are available and when?Availability
• What competencies are possessed
by resource pool?Ability
• Have candidates done similar
work? How was the performance?Experience
• Are candidates interested to work
on this project?Interest
• Resource rates?Cost

Organizational
Process Assets
Standard Policies
Templates for organizational charts
Role / Position descriptions
Lessons learned
organizational structures that have worked in previous
projects
Escalation procedures
9.2 Acquire Project Team- >Inputs->OPA

Pre-assignment Negotiation Acquisition
9.2 Acquire Project Team-> T&T
Virtual teams
Multi-Criteria
Decision Analysis

Pre-assignment
Selection in advance. Reflect expertise defined in
project charter:
Key SME on the
Project
Architect Involved
during Proposal
Best PM to manage
Critical Project
9.2 Acquire Project Team-> T&T -> Pre-assignment

Negotiation
Process to resolving disputes through consultations
between involved parties.
Ability to negotiate will increase chances of project
success.
PM has to constantly negotiate for appropriate, scarce,
specialized, qualified, certified human resources from:
Internal Line managers External organizations
• Vendors, Suppliers &
Contractors
9.2 Acquire Project Team-> T&T -> Negotiation

Negotiation
Functional Managers
• Communicate & get resource
commitments
Management
• Explain benefits w.r.t resource
cost
Vendors, Contractors
• Involve HR. Clearly define
Roles and responsibilities
Other PM’s
• To get scared shared resources
Negotiate
with
9.2 Acquire Project Team-> T&T -> Negotiation

Acquisition
Obtaining human & material resources necessary to
perform project activities. (Here refers to Human’s)
Reasons for acquisition:
Resource unavailability.
Augment existing skills.
New/External technology.
Lack of required project skills.
9.2 Acquire Project Team-> T&T -> Acquisition
Resources can be acquire from outside:
Contract
employees
Consultants
Outsourcing to
other organizations

Virtual teams
It is a collection of task-driven members
separated by geographic space.
Reasons for building Virtual Teams:
Add special expertise.
Incorporate employees who work from home offices.
Form teams who work in different shifts, hours or days.
Include people with mobility limitations or disabilities.
Enable projects to move forward, which would have been ignored
due to travel expenses.
9.2 Acquire Project Team-> T&T -> Virtual teams

Virtual teams
Technology in Virtual team
Teleconferencing / Voice over IP
Video Conferencing / Web Conferencing
Desktop sharing
Chat / Email
Collaboration tools ( Document management)
Challenges of Virtual team
Poor communication medium
Difficult to establish trust
Challenging conflict management
Technology cost can be high
Individuals often feel isolated
9.2 Acquire Project Team-> T&T -> Virtual teams
Good
communication
is critical for
virtual team.

Multi-Criteria
Decision Analysis
Utilizes a decision matrix to provide analytical approach
to evaluate & rank team members.
Following weighted criteria may be used. (Weightage is
used to reflect importance)
Availability Cost Experience
Ability Knowledge Skills
Attitude
International
factors
9.2 Acquire Prj. team->T&T->Multi-Criteria Decision Analysis

Project Staff
Assignments
Resource
Calendars
PMP Updates
9.2 Acquire Project Team-> Outputs

Project Staff
Assignments
Staffs project by assigning specific individuals to
project roles and responsibilities
9.2 Acquire Project Team->Output->Project Staff Assignments

Resource
Calendars
Documents time periods of availability of each member
Reflects scheduling conflicts, vacation & other projects
commitments.
Enables building final human resource budget.
9.2 Acquire Project Team-> Output -> Resource Calendars

PMP Updates
Revised Staffing Management Plan.
Reflect realities of individual availabilities, competencies &
workloads.
Continuing updates should reflect promotions, retirements,
illnesses, performance issues, and changing workloads.
9.2 Acquire Project Team-> Output

9.2 Acquire Project Team-> Process Flow

Training
Team
Building
Atmosphere
for project
success

Team Building is essential
Start early Continue throughout the project lifecycle
Develop team Process:
Neglected by many Project managers & Organizations
PM has to use soft skills to succeed
It helps building team trust & unity

Improving competencies, team member interaction, &
9.3 Develop Project Team -> Definition
Project
Performance
Competencies
Team Member
Interaction
Overall Team
Environment
Improving Enhance

It results in improved teamwork, enhanced people skills &
competencies, motivated employees, reduced staff turnover
rates, & improved overall project performance.
Improved teamwork
Enhanced people
skills
Enhanced
competencies
Motivated
employees
Reduced staff
turnover rates
Project Performance

Inputs (3)
• HR Management
Plan
• Project Staff
Assignments
• Resource
Calendars
Tools &
Techniques(7)
• Interpersonal Skills
• Training
• Team-building
Activities
• Ground Rules
• Colocation
• Recognition &
Rewards
• Personnel
Assessment Tools
Outputs(2)
• Team
Performance
Assessments
• EEF Updates
9.3 Develop Project Team -> ITTO

HR Management
Plan
Project Staff
Assignments
Resource
Calendars
9.3 Develop Project Team -> Inputs

Interpersonal
Skills
Training
Team-building
Activities
Ground Rules
Colocation
Recognition &
Rewards
Personnel
Assessment
Tools
9.3 Develop Project Team -> T&T

Interpersonal
Skills
Ability to establish & maintain relationships with people.
Also known as soft skills, these are behavioral
competencies that are quite valuable.
Communication
skills
Emotional
intelligence
Conflict
resolution
Negotiation
Influence Team building
Group
facilitation
9.3 Develop Project Team -> T&T->Interpersonal Skills
The project management team can ..
Use emotional intelligence to reduce tension
Increase cooperation by identifying, assessing, and controlling the sentiments of
project team members

9.3 Develop Project Team -> T&T->Training
Training includes all activities designed to enhance the
competencies of the project team members
Can be formal or informal.
Training costs could be included in the project budget, or
supported by the organization if the added skills may be
useful for future projects.
Examples of training methods include classroom, online,
computer-based, on-the-job training from another
project team member, mentoring, and coaching
Training

9.3 Develop Project Team -> T&T-> Team building
The objective of team-building activities is to
help individual team members work together
effectively
These are particularly valuable when team
members operate from remote locations
Team-building
Activities

9.3 Develop Project Team -> T&T-> Team building
Forming
•The team meets and learns about the project and their roles and responsibilities
•Team members tend to be independent and not as open
Storming
•Team begins to address the project work
•If team members are not collaborative and open, 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 members learn 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
•Team completes the work and moves on from the project
•This typically occurs when staff is released from the project

Personnel
Assessment
Tools
Provide insight into areas of strength &
weaknesses
Help asses teams preferences &
aspirations
Tools:
• Attitude surveys
Structured interviews
• Specific assessments
• Ability tests
• Focus group
9.3 Develop Project Team -> T&T->Personnel Assessment Tools

Team
Performance
Assessments
EEF Updates
9.3 Develop Project Team -> Outputs

9.3 Develop Project Team -> Outputs9.3 Develop Project Team -> Outputs->Team Performance Assessments
Improved skills leading to effective task executions
Improved competencies leading better team performance
Reduced staff turnover rate
Increased team cohesiveness (share information, help each other)
Team Performance
Assessments
Asses Project team
effectiveness
Team development:
Training Team Building Co-location
PM Team Team performance
assessment criteria

9.3 Develop Project Team -> Process Flow

Introduction –Human Resource Management Processes
engagement plan.
performance.

Tracking team member performance, providing
feedback, resolving issues, and managing team changes
to optimize project performance
It influences team behavior, manages conflict, resolves
issues, and appraises team member performance.
Manage Project Team
Tracking
Performance
Providing
Feedback
Resolving
Issues
Team
changes
Optimizeproject
performance.
Team Behavior
Manages Conflict
Resolves Issues
Appraises
Performance

9.4 Manage Project Team -> ITTO
Inputs (6)
• HR Management
Plan
• Project Staff
Assignments
• Team Performance
Assessments
• Issue log
• Work Performance
Reports
• Organizational
Process Assets
Tools &
Techniques(4)
• Observation &
Conversation
• Project
Performance
Appraisals
• Conflict
Management
• Interpersonal Skills
Outputs(5)
• Change Requests
• PMP Updates
• Project
Documents
Updates
• EEF Updates
• OPA Updates

HR Management
Plan
Project Staff
Assignments
Team
Performance
Assessments
9.4 Manage Project Team -> Input
Issue log
Work
Performance
Reports
Organizational
Process Assets

Observation &
Conversation
Project
Performance
Appraisals
Conflict
Management
Interpersonal
Skills
9.4 Manage Project Team -> T&T

Conflict
Management
Withdraw/Avoid Smooth/Accommodate Compromise/Reconcile
Force/Direct
Collaborate/Problem
Solve
9.4 Manage Project Team -> T&T->conflict Management

Conflict
Management
Withdraw/Avoid Smooth/Accommodate Compromise/Reconcile
Force/Direct
Collaborate/Problem
Solve
Withdraw/Avoid
• When stakes are low.
• The stakeholders involved in the conflict are not important.
• The issue is not worth investing your time.
• The issue will disappear on its own after some time.
• When you want to give parties some cooling time.
Smooth/Accommodate
• When you are very busy and have no time.
• You need a temporary solution to the problem.

Conflict
Management
Compromise/Reconcile
• All parties involved in the conflict need to win.
• You have an equal relationship with them.
• When Collaborative and Forcing techniques do not work.
• When you need a temporary solution to move forward quickly.
Force/Direct
• When stakes are high and you need an immediate solution.
• When you know one party is right and don’t have time to
investigate.
• The stakeholders involved in the conflict and not very
important.
• The relationship with them is not important.
Collaborate/Problem Solve
• When you want to incorporate multiple views.
• The people involved in the conflict are very influential.
• For a particular issue when consensus is required.

Interpersonal
Skills
Setting Expectations Persuading Motivating
Coaching Negotiating Resolving Conflict
Summarizing
9.4 Manage Project Team -> T&T-> Interpersonal skills

Change Requests PMP Updates Project
Documents
Updates
9.4 Manage Project Team -> Output
EEF Updates OPA Updates

9.4 Manage Project Team -> Process Flow

Additional Resources

PMP Chap9 - Project Human Resource management

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PMP Chap9 - Project Human Resource management