This document discusses human resource management processes for projects. It describes planning human resource management which involves identifying roles, responsibilities, required skills and creating a staffing plan. It outlines acquiring the project team by obtaining necessary resources according to the project proposal. This involves negotiation, pre-assignment, acquisition from outside if needed, and use of virtual teams. It also covers developing the project team to improve competencies, interactions and environment. Managing the project team includes tracking performance, providing feedback, resolving issues and allocating resources properly. The key benefits and outputs of these processes are also summarized.

2. Aroosa shazadi
Mbaf13m047
Presented to:
Sir Hamza Aziz Noori

4. Project Human resource
management
 Is 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.

5. Overview of the chapter

6. Plan Human Resource
Management
is the process of identifying and
documenting project roles,
responsibilities, required skills,
reporting relationships, and creating a
staffing management plan.

7. Key benefits of this process
 establishes project roles and
responsibilities,
 project organization charts,
 and the staffing management plan
including the timetable for staff
acquisition and release.

9. Project Management Plan
 provides guidance on how project human
resources should be defined, staffed,
managed, and eventually released.
 The information used for the development of
the human resource management plan
includes
 The project life cycle and the processes that
will be applied to each phase,
 How work will be executed to accomplish the
project objectives,
 A change management plan that documents
how changes will be monitored and controlled
 Needs and methods of communication
among stakeholders.

10. Activity Resource Requirements
 identify the types and quantities of
resources required for each activity in
a work package.
 Aggregated to determine
estimated resources for each work
package
each work period.

11. Enterprise Environmental
Factors
 enterprise environmental factors that
can influence the Plan Human
Resource management process
Organizational culture and structure,
Existing human resources,
Geographical dispersion of team
members,
Personnel administration policies, and
Marketplace conditions.

12. Organizational Process Assets
 are the plans, processes, policies,
procedures, and knowledge bases
specific to and used by the performing
organization.

13. Tools &
Techniques

14. Organization Charts and Position
Descriptions

15. Networking
 formal and informal interaction with
others in an organization, industry, or
professional environment.

16. Expert Judgment
 required skills;
 standardized role descriptions
 Number of resources needed
 reporting relationships
 guidelines on lead time required for
staffing
 Identify risks associated with staff
acquisition, retention, and release
plans

17. Organizational Theory
 provides information regarding the
way in which people, teams, and
organizational units behave.

18. Outputs

19. Human Resource Management Plan
 Roles and responsibilities
 Role.
 Authority.
 Responsibility.
 Competency
 Project organization charts.
 Staffing management plan.

20. Acquire Project Team
The process of conforming human
resource availability and obtaining the
team necessary to complete project
activities.

21. Inputs

22. Human Resource Management
Plan
Provides guidance on how project
human resources should be identified,
staffed, managed, and eventually
released.

23. Enterprise Environmental
Factors
 Existing information on human
resources
 Personal administration policies
 Organizational structure
 Colocation or multiple locations

24. Organization process assets
 Organization standard policies,
processes, and procedures.

25. Tools and Techniques

26.  Specific people being identified.
 According to the project proposal
 Depend on expertise defined in project
charter.
Pre-assignment

27. Negotiation:
Staff assignment are negotiated on
many projects.
 Functional manager
 Other project management team
 External organizations, vendors,
suppliers, contractors etc.

28. Acquisition :
Performing organization is unable to
provide human resource.
 Acquire services from outside
providers where expertise is not
available internally.
 Contract employees, consultants,
outsourcing to other organizations.

29. Virtual teams:
 Groups possessing shared goals and
fulfilling responsibilities with little or no
face-to-face contact.
 Enabled by electronic communication
technologies.
Individuals geographically dispersed
Differences in shifts and work hours
 Minimizes travel expenses .

30. Multi-Criteria Decision Analysis:
Selection criteria are often used as
apart of acquiring the project team.
Some examples of selection criteria
that can be used to score team
members are given below:
 Availability
 Cost
 Knowledge
 Ability
 Experience

31. Outputs

32. Project Staff Assignments:
 Staffs project by assigning specific
individuals to project roles and
responsibilities.
 Documentation often include:
Project team directory
Specific names inserted into revised
organization charts and schedules

33. Resource Calendars:
 Documents time periods each member
can work on project
 Creating a reliable scheduling of each
person availability, scheduling conflicts,
time zone, work hours, and commitment
to other projects
 Enable to building out the final human
resource budgets

34. Project Management Plan Updates:
 Elements of project management
plan that may be updated
 Human resource plan updated
 Continuing updates should reflect
promotions, retirements,
performance issues and changing
workloads

35. Develop project team
The process of improving competencies
,team member interaction, and overall
team environment to enhance project
performance

36. Inputs
1) Human resource management plan
2) Project staff assignments
3) Resource calendars

37. Tools and techniques
1) Interpersonal skills
2) Training
3) Team –building activities
4) Ground rules
5) Colocation
6) Recognition and rewards
7) Personal assessment tools

38. Out put
 Team performance assessments
 Enterprise environmental factors
updates.

39. Manage project team
 Tracking of team performance
 Providing feedback
 Resolving issues
 Resource allocation

40. Benefits of manage project team
 Influencing team Behavior
 Conflict management
 Performance appraises

41. Manage project team: Inputs
 HR plan
 Requirement of job

42. Manage project team: tool and
techniques
 Observations
 Communication

43. Manage project team: output
 Project team

44. For managing a project team
skills are required
 Communication
 Conflict management
 Negotiation
 Leadership
 Interpersonal skill
 Project manager assign task, provide
recognition to high performance.

45. Factor influencing team
decisions
 change request
 PM plan update
 Project documentation
 External factor
 Organizational process assets