Give the Information about the Function and How to find the best Resources for our Project that we Have.
This Presentation make the direction for you to easily handle your project
The document discusses improving project management processes. It describes projects, project management, and processes. There are nine key project management processes: scope, schedule, budget, quality, team, stakeholder, information, risk, and contract management. These processes can be improved through measurement, analysis, and change. Process improvement focuses on reducing defects, costs, and schedules. Continuous improvement is important to keep up with competition.
1. The document discusses the processes involved in planning, acquiring, developing, and managing a project team. It covers inputs, tools/techniques, and outputs for each process.
2. Key processes include planning human resource management to determine roles and create staffing plans, acquiring the project team by obtaining needed resources, and developing the team through training, team-building, and providing feedback.
3. The goal is to improve competencies and team interaction to enhance project performance through managing the team by tracking performance, providing feedback, and resolving issues.
The document describes a project involving human resource management. It lists the names of 5 students assigned to the project. It then provides information on human resources, human resource management, and discusses processes involved in project human resource management including human resource planning, acquiring the project team, developing the project team, and managing the project team. It also discusses motivation theories, team organization approaches, and tools for human resource planning like creating organizational charts and defining roles and responsibilities.
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
Project human Resource Management by Muzaffar AnsariM Ansari
The document discusses project human resource management. It defines human resource management and outlines some key terminology like human resource planning and valuation. It also discusses the main knowledge areas, processes, and tools involved in project human resource management including developing a human resource plan, acquiring the project team, developing the project team, and managing the project team. It provides examples of organization charts, position descriptions, and staffing management plans as outputs. Motivation theories and conflict management techniques are also summarized.
The document discusses project management frameworks and their key phases. A framework provides a standardized, scalable set of best practices for project delivery. It establishes a common structure and language for project teams. The frameworks break large projects into more manageable stages, ensuring executive approval and oversight. The phases covered are initiation, planning, execution, and closure. Initiation involves identifying needs, alternatives, and requirements. Planning develops detailed requirements, schedules, budgets, and risk plans. Execution consists of building deliverables, monitoring progress, and managing changes. Closure includes final reporting, acceptance, and lessons learned activities.
Project integration management involves identifying, defining, combining, and coordinating the various project management processes. It includes developing the project charter, project management plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project or phase. The key processes involve developing documents like the project charter and management plan, tracking project progress, managing changes, and finalizing the project.
The document discusses improving project management processes. It describes projects, project management, and processes. There are nine key project management processes: scope, schedule, budget, quality, team, stakeholder, information, risk, and contract management. These processes can be improved through measurement, analysis, and change. Process improvement focuses on reducing defects, costs, and schedules. Continuous improvement is important to keep up with competition.
1. The document discusses the processes involved in planning, acquiring, developing, and managing a project team. It covers inputs, tools/techniques, and outputs for each process.
2. Key processes include planning human resource management to determine roles and create staffing plans, acquiring the project team by obtaining needed resources, and developing the team through training, team-building, and providing feedback.
3. The goal is to improve competencies and team interaction to enhance project performance through managing the team by tracking performance, providing feedback, and resolving issues.
The document describes a project involving human resource management. It lists the names of 5 students assigned to the project. It then provides information on human resources, human resource management, and discusses processes involved in project human resource management including human resource planning, acquiring the project team, developing the project team, and managing the project team. It also discusses motivation theories, team organization approaches, and tools for human resource planning like creating organizational charts and defining roles and responsibilities.
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
Project human Resource Management by Muzaffar AnsariM Ansari
The document discusses project human resource management. It defines human resource management and outlines some key terminology like human resource planning and valuation. It also discusses the main knowledge areas, processes, and tools involved in project human resource management including developing a human resource plan, acquiring the project team, developing the project team, and managing the project team. It provides examples of organization charts, position descriptions, and staffing management plans as outputs. Motivation theories and conflict management techniques are also summarized.
The document discusses project management frameworks and their key phases. A framework provides a standardized, scalable set of best practices for project delivery. It establishes a common structure and language for project teams. The frameworks break large projects into more manageable stages, ensuring executive approval and oversight. The phases covered are initiation, planning, execution, and closure. Initiation involves identifying needs, alternatives, and requirements. Planning develops detailed requirements, schedules, budgets, and risk plans. Execution consists of building deliverables, monitoring progress, and managing changes. Closure includes final reporting, acceptance, and lessons learned activities.
Project integration management involves identifying, defining, combining, and coordinating the various project management processes. It includes developing the project charter, project management plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project or phase. The key processes involve developing documents like the project charter and management plan, tracking project progress, managing changes, and finalizing the project.
This presentation discusses the project life cycle, which provides the basic framework for managing projects from start to finish. It defines a project as a temporary endeavor undertaken to create a unique product, service or result. The project life cycle consists of sequential or overlapping project phases whose names and numbers are determined by the management and control needs, nature of the project, and its area of application. The presentation references several sources on project and product life cycles.
The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
Chapter 10 of ICT Project Management based on IOE Engineering syllabus. This chapter includes topic related to quality theories, quality planning, cost of quality and more on quality management of project. Provided by Project Management Sir of KU.
The document outlines a presentation on project communication management. It discusses the importance of communication management, defining it as ensuring timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and disposition of project information. It also covers communicating with stakeholders, various communication forms and tools, developing a communication plan, addressing requirements problems, and controlling communications.
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
Project management involves clearly defining goals, tasks, timelines and budgets to deliver projects successfully. It uses tools like Gantt charts and PERT charts to track progress and reduce risks. A key part of project management is balancing the triple constraint of time, cost and scope, with quality as a central theme. Projects go through six phases from initiation to closure, and a project manager's role is to define the project, build the team, motivate them and monitor progress to deliver the project on time and on budget while meeting requirements.
A risk is defined as “an uncertain event or condition that, if it occurs, has a positive and negative effect on a project’s objectives.” Risk is inherent with any project, and project managers should assess risk continually and develop plan to address them. The risk management plan contains an analysis of likely risks with both high and low impact, as well as mitigation strategies to help the project avoid being derailed should common problems arise. Risk management plans should be periodically reviewed by the project team in order to avoid having the analysis become stale and not reflective of actual potential project risks. Most critical, risk management plans include a risk strategy.
This module on Managing Risk discusses different type of risk that needs to be taken into account by the management while implementing a project. The other topics converged in this module include probability-impact matrix, Risk Quantification; Mitigating/Transferring risk; Risk audits/Review; Sample Risk plan and how to initiate Risk Management Planning.
The concepts and processes on how to perform project cost management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan cost management, estimate costs, determine budget, and control cost.
This document summarizes key aspects of project scope management according to the Project Management Body of Knowledge (PMBOK). It discusses the processes involved, including planning scope management, collecting requirements, defining scope, creating a work breakdown structure, validating scope, and controlling scope. For each process, it describes relevant inputs, tools and techniques, and outputs as defined by PMBOK. The overall purpose is to define and manage the scope of a project to meet stakeholder requirements and project objectives.
The document discusses project time management and the processes involved. It describes 7 processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. For each process, it provides the key inputs, tools and techniques, and outputs. The develop schedule process in particular takes the activity list, attributes, durations, resources, and relationships to generate a project schedule model and baseline using techniques like critical path method.
What is a Project and Project Management? This presentation helps you to gain more knowledge about how to manage a project and helps in understanding the Project Life Cycle.
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
This document provides an overview of project management techniques for construction projects. It outlines the terminal learning objectives and introduces key concepts like developing an activity list, determining sequential relationships between activities, constructing a logic network, estimating resource requirements, and creating a Gantt chart schedule. The document also discusses safety considerations, management theory, tools like critical path method, and the six phases of the military construction project model.
Project scope management includes processes for defining and controlling what work needs to be done to deliver the project, beginning with developing a scope management plan, collecting requirements, and creating a detailed project scope statement that outlines the deliverables, exclusions, assumptions and acceptance criteria. It also involves breaking the work down into a work breakdown structure and validating that the project scope accurately reflects stakeholder needs through requirements traceability and change control. Effective scope management is crucial for project success by ensuring the project includes all necessary work and only the work required to complete the project.
Project human resource management involves identifying and assigning roles and responsibilities to project stakeholders, acquiring necessary staff, and developing project teams. It includes processes for organizational planning to define roles, staff acquisition to obtain resources, and team development to improve individual and group competencies. The goal is to make effective use of people involved in projects through role definition, staffing, and skills enhancement.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Project management involves planning, directing, and controlling resources to complete projects on time and within budget. There are three main types of project organization structures: pure project, functional project, and matrix project. A matrix project blends aspects of pure and functional projects by utilizing resources from different functional areas while allowing the project manager to decide tasks and timing. Key project management techniques include work breakdown structures to plan tasks hierarchically, network models to identify critical paths, and Gantt charts to schedule activities visually over time.
The document discusses project planning and a project work plan. It describes the planning process, which involves devising a scheme to accomplish the business need for a project. The core planning processes include scope planning, activity definition and sequencing, schedule development, resource planning, cost estimating, and developing the project plan. Facilitating processes support the core processes and involve areas like quality planning, staff acquisition, communication planning, and risk identification. An effective project plan guides project execution, documents assumptions and decisions, facilitates communication, and provides a baseline for monitoring progress. The plan includes elements like specifications, the work breakdown structure, schedules, budgets, and management plans.
HR project managers work across many fields and sectors to ensure human resources programs support long-term goals of both HR and project teams. HR project managers juggle many projects while meeting needs of individuals. They are tasked with developing new HR programs and initiatives, including training seminars. HR project managers require strong communication, analytical, leadership, and relationship management skills. Employers seek candidates with a bachelor's degree in HR or related field and around four years of experience.
Project Human Resource Management involves organizing, managing, and leading the project team. The project team is comprised of people assigned roles and responsibilities to complete the project. Members have varied skills and may work full-time or part-time, and team membership can change. Developing the human resource management plan involves identifying roles, responsibilities, required skills, and reporting relationships. It also involves creating staffing management plans and using tools like organizational charts to define the project organization.
This presentation discusses the project life cycle, which provides the basic framework for managing projects from start to finish. It defines a project as a temporary endeavor undertaken to create a unique product, service or result. The project life cycle consists of sequential or overlapping project phases whose names and numbers are determined by the management and control needs, nature of the project, and its area of application. The presentation references several sources on project and product life cycles.
The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
Chapter 10 of ICT Project Management based on IOE Engineering syllabus. This chapter includes topic related to quality theories, quality planning, cost of quality and more on quality management of project. Provided by Project Management Sir of KU.
The document outlines a presentation on project communication management. It discusses the importance of communication management, defining it as ensuring timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and disposition of project information. It also covers communicating with stakeholders, various communication forms and tools, developing a communication plan, addressing requirements problems, and controlling communications.
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
Project management involves clearly defining goals, tasks, timelines and budgets to deliver projects successfully. It uses tools like Gantt charts and PERT charts to track progress and reduce risks. A key part of project management is balancing the triple constraint of time, cost and scope, with quality as a central theme. Projects go through six phases from initiation to closure, and a project manager's role is to define the project, build the team, motivate them and monitor progress to deliver the project on time and on budget while meeting requirements.
A risk is defined as “an uncertain event or condition that, if it occurs, has a positive and negative effect on a project’s objectives.” Risk is inherent with any project, and project managers should assess risk continually and develop plan to address them. The risk management plan contains an analysis of likely risks with both high and low impact, as well as mitigation strategies to help the project avoid being derailed should common problems arise. Risk management plans should be periodically reviewed by the project team in order to avoid having the analysis become stale and not reflective of actual potential project risks. Most critical, risk management plans include a risk strategy.
This module on Managing Risk discusses different type of risk that needs to be taken into account by the management while implementing a project. The other topics converged in this module include probability-impact matrix, Risk Quantification; Mitigating/Transferring risk; Risk audits/Review; Sample Risk plan and how to initiate Risk Management Planning.
The concepts and processes on how to perform project cost management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan cost management, estimate costs, determine budget, and control cost.
This document summarizes key aspects of project scope management according to the Project Management Body of Knowledge (PMBOK). It discusses the processes involved, including planning scope management, collecting requirements, defining scope, creating a work breakdown structure, validating scope, and controlling scope. For each process, it describes relevant inputs, tools and techniques, and outputs as defined by PMBOK. The overall purpose is to define and manage the scope of a project to meet stakeholder requirements and project objectives.
The document discusses project time management and the processes involved. It describes 7 processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. For each process, it provides the key inputs, tools and techniques, and outputs. The develop schedule process in particular takes the activity list, attributes, durations, resources, and relationships to generate a project schedule model and baseline using techniques like critical path method.
What is a Project and Project Management? This presentation helps you to gain more knowledge about how to manage a project and helps in understanding the Project Life Cycle.
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
This document provides an overview of project management techniques for construction projects. It outlines the terminal learning objectives and introduces key concepts like developing an activity list, determining sequential relationships between activities, constructing a logic network, estimating resource requirements, and creating a Gantt chart schedule. The document also discusses safety considerations, management theory, tools like critical path method, and the six phases of the military construction project model.
Project scope management includes processes for defining and controlling what work needs to be done to deliver the project, beginning with developing a scope management plan, collecting requirements, and creating a detailed project scope statement that outlines the deliverables, exclusions, assumptions and acceptance criteria. It also involves breaking the work down into a work breakdown structure and validating that the project scope accurately reflects stakeholder needs through requirements traceability and change control. Effective scope management is crucial for project success by ensuring the project includes all necessary work and only the work required to complete the project.
Project human resource management involves identifying and assigning roles and responsibilities to project stakeholders, acquiring necessary staff, and developing project teams. It includes processes for organizational planning to define roles, staff acquisition to obtain resources, and team development to improve individual and group competencies. The goal is to make effective use of people involved in projects through role definition, staffing, and skills enhancement.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Project management involves planning, directing, and controlling resources to complete projects on time and within budget. There are three main types of project organization structures: pure project, functional project, and matrix project. A matrix project blends aspects of pure and functional projects by utilizing resources from different functional areas while allowing the project manager to decide tasks and timing. Key project management techniques include work breakdown structures to plan tasks hierarchically, network models to identify critical paths, and Gantt charts to schedule activities visually over time.
The document discusses project planning and a project work plan. It describes the planning process, which involves devising a scheme to accomplish the business need for a project. The core planning processes include scope planning, activity definition and sequencing, schedule development, resource planning, cost estimating, and developing the project plan. Facilitating processes support the core processes and involve areas like quality planning, staff acquisition, communication planning, and risk identification. An effective project plan guides project execution, documents assumptions and decisions, facilitates communication, and provides a baseline for monitoring progress. The plan includes elements like specifications, the work breakdown structure, schedules, budgets, and management plans.
HR project managers work across many fields and sectors to ensure human resources programs support long-term goals of both HR and project teams. HR project managers juggle many projects while meeting needs of individuals. They are tasked with developing new HR programs and initiatives, including training seminars. HR project managers require strong communication, analytical, leadership, and relationship management skills. Employers seek candidates with a bachelor's degree in HR or related field and around four years of experience.
Project Human Resource Management involves organizing, managing, and leading the project team. The project team is comprised of people assigned roles and responsibilities to complete the project. Members have varied skills and may work full-time or part-time, and team membership can change. Developing the human resource management plan involves identifying roles, responsibilities, required skills, and reporting relationships. It also involves creating staffing management plans and using tools like organizational charts to define the project organization.
PM600-1502B-03Managing Organizational Development and Ch.docxLeilaniPoolsy
PM600-1502B-03
Managing Organizational Development and Change
Phase 4 Individual Project
HR Planning and Project Management
By John W. Casto
Instructor
Professor Sadu Shetty
HRP is the process of identifying and documenting project roles, responsibilities and required skills and also creating a staffing management plan.
HRP entails many things.
The presentation will review some of the key components of the HRP
The goal of the paper is to guide those who are new in PM on the key aspect of HRP necessary for successful PM.
Components of HRP that shall be discussed include inputs, tools and techniques and outputs.
HRP is the process of identifying and documenting project roles, responsibilities and required skills and also creating a staffing management plan.
HRP entails many things.
The presentation will review some of the key components of the HRP
The goal of the paper is to guide those who are new in PM on the key aspect of HRP necessary for successful PM.
Components of HRP that shall be discussed include inputs, tools and techniques and outputs.
*
The success of HRP planning is determined by whether there are required inputs.There are different inputs that needs to be considered as far as HRP is concerned.Some of these input include: activity resource requirements, enterprise environmental factors, and organizational process assets.These inputs are discussed briefly in the next slides.
The success of HRP planning is determined by whether there are required inputs.
There are different inputs that needs to be considered as far as HRP is concerned.
Some of these input include: activity resource requirements, enterprise environmental factors, and organizational process assets.
These inputs are discussed briefly in the next slides.
*
Activity Resource Requirements
ARR is used to determine human resource needs requirements.
As far as Activity Resource Requirements are concerned, the project manager is expected to look for the required people, and determine their competence.
This is preliminary approach to getting dedicated workforce.
Enterprise environmental factors
It is also expected that human resource should assist in creating good environment conducive for optimum performance.
Some of the factors considered when creating such environment include organizational culture, personnel administration policies, and marketplace conditions
Activity Resource Requirements
ARR is used to determine human resource needs requirements.
As far as Activity Resource Requirements are concerned, the project manager is expected to look for the required people, and determine their competence.
This is preliminary approach to getting dedicated workforce.
Enterprise environmental factors
It is also expected that human resource should assist in creating good environment conducive for optimum performance.
Some of the factors considered when creating such environment include organizational culture, personnel administration policies, and marketplace co.
This document provides an overview of industrial management and engineering economics. It discusses key topics such as the definition of industrial management, its functions, organizational structures, production systems, and productivity. Industrial management involves planning, organizing, staffing, directing, and controlling activities to efficiently use resources to achieve goals. The main organizational structures described are line/functional, line and staff, and matrix/project. Production systems range from job shops with low volume/high variety to continuous production. Productivity is measured as the ratio of outputs to inputs, and improving productivity increases efficiency.
Assignment 1 Organizing HR ProjectsIn order to effect a more ce.docxfelicitytaft14745
Assignment 1: Organizing HR Projects
In order to effect a more centralized model of delivering Human Resources services, there are core project functions that must be undertaken to ensure success as well as ascertaining that all parties are motivated to working with the new model. Establishing a new project team requires orientation to the overall goals and objectives in a bid to ensure that every team member is well aware of both intermediate and final goals. This will act as a guidance to the team making processes and functions easier. On the other hand, successful implementation requires strategic planning which is about allocation of resources, planning, and scheduling in a manner that optimizes the available resources and performing within the budget and the timeline (Neluheni, Pretorius & Ukpere, 2014). In this respect, it is the duty of the project manager or leader to guide and oversee the various processes and activities in a bid to ensure that the desired goals and objectives are being achieved.
The Statement of Overall Importance
When implementing the project, the overall steps of strategic planning are important to start, progress, and finish of the project. There are distinct steps such as vision where the overall goals and desired outcomes are communicated to the parties involved in the accomplishment of the task. Other steps such as planning also highlights the importance of laying down the strategy for attaining various tasks where resources are allocated optimally in a manner that avoids wastage. As a project leader, it is highly important that strategic planning is undertaken. In the field of project management, studies have shown that failure to effectively plan is one of the major contributors to failure especially when it comes to performing within the deadline and budget (Kerzner, 2013). A project manager must be able to put in place a plan that has goals and objectives that must be communicated to the concerned parties such as the team members. Actually, it is deemed best practice when a leader involves other parties such as team members in formulating a plan which improves the diversity of the decisions made.
The steps provided in the texts is highly important to the project. It is imperative to note that project management is nowadays strategic meaning that it must align with overall strategic direction of the organization. Majority of organizations are currently funding projects that are seen to have a direct influence on the strategic direction of the organization. For instance, in this case, it can be seen that the goal is to ensure easier and more efficient management of human resources which have become a strategic tool as opposed to a supporting function it has been over the previous decades. In essence, the strategic planning process will help outline goals, communicate the plans, and strategize on how various tasks and processes will be accomplished in line with desired goals.
Vision and Mission Statements
.
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.
The document provides an overview of key concepts in hotel administration and management. It covers 5 units: management principles and theories; human resources; financial accounting; sales and marketing; and entrepreneurship. Some of the main topics discussed include the roles and functions of managers, human resources planning, accounting fundamentals, the marketing mix, and types of entrepreneurship. The goal is to provide postgraduates with a comprehensive foundation in managing hotel operations.
The document provides an overview of hotel administration and management. It outlines 5 units that will be covered: management concepts, human resource management, financial accounting, sales and marketing, and entrepreneurship. Each unit covers key topics and concepts within that area as they relate to hotel management, such as planning, organizing, accounting principles, marketing mix, and types of entrepreneurs. The goal is to provide post-graduate students with a comprehensive syllabus covering the essential elements of successfully administering and managing a hotel.
Online PMP Training Material for PMP Exam - Human Resources Management Knowle...GlobalSkillup
Human Resource Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
Project Human Resource Management includes organizing, managing, and leading the project team. It involves developing a human resource plan, acquiring the project team, developing the team, and managing the team. The human resource plan identifies roles, responsibilities, required skills, and a staffing management plan. It also includes organizational charts and a roles and responsibilities profile. Acquiring the team confirms availability and obtains necessary members through pre-assignment, acquisition, virtual teams, and negotiation. Developing the team improves competencies, interactions, and the environment through training, team-building, establishing ground rules, and rewards.
Running head PLANNING FOR HR PROJECT1PLANNING FOR HR PROJEC.docxglendar3
Running head: PLANNING FOR HR PROJECT
1
PLANNING FOR HR PROJECT
5
Planning Considerations for the HR Project
Introduction
A centralized Human Resources model of delivering HR services will be efficient in functions like hiring and firing employees, training, pay and benefits and other functions that may arise. The HR function is changing from the traditional hiring and firing to a more advanced role that ensures business continuity. These roles also include being involved in the organization’s strategic planning as it aligns its talent hiring and firing strategy to the overall vision and direction of the organization. Centralized HR function is able to align its HR plan and strategies and align them with that of the vision and goals of the organization.
Project implementation of the HR project will ensure and cost efficient and consistent model of delivering HR services in the organization through the centralized model of delivering HR services. The project manager will have to define the statement of importance to the project team and define the scope of work for each team member in the project team. The project budget is important as it outlines the resources allocated including monetary allocation for the success of the project. The budget provides estimates approved towards achieving the goals of the project and team members need to understand all the budgetary estimates. The breakdown of the budget by the project manager to the team is important in order to maintain he costs within the approved estimates.
Body
Statement of Importance
The statement of importance is an important document that outlines everything relevant in the project. It is the most important document in the project that outlines and defines the scope of the whole project including timelines and budgetary estimates. The current project will have the following elements in its statement of importance; the purpose which is implementation of a centralized HR model for the organization, the scope, the due dates, the due dates of the project, list of what is due and when it is due, the expected outcomes, all the resources that are needed for the project and the costs including the payments and their deadlines.
The relevance of each task in the statement of importance should be well explained to the team in order to keep everyone involved in the project on the same page. The document is relevant shows all the tasks which the project manager should use in allocating tasks and the milestones that are used to see if the project is going according to plan. The scope shows what is to be done in the project including the process that will be used in completion of the work. It also shows what will be used to complete the tasks including software and any equipment. The schedule in the document is a list of when deliverables should be done including vendors that will be used in completing the project. The phases in the project including development, testing and implementation are .
Running head PLANNING FOR HR PROJECT1PLANNING FOR HR PROJEC.docxtodd581
Running head: PLANNING FOR HR PROJECT
1
PLANNING FOR HR PROJECT
5
Planning Considerations for the HR Project
Introduction
A centralized Human Resources model of delivering HR services will be efficient in functions like hiring and firing employees, training, pay and benefits and other functions that may arise. The HR function is changing from the traditional hiring and firing to a more advanced role that ensures business continuity. These roles also include being involved in the organization’s strategic planning as it aligns its talent hiring and firing strategy to the overall vision and direction of the organization. Centralized HR function is able to align its HR plan and strategies and align them with that of the vision and goals of the organization.
Project implementation of the HR project will ensure and cost efficient and consistent model of delivering HR services in the organization through the centralized model of delivering HR services. The project manager will have to define the statement of importance to the project team and define the scope of work for each team member in the project team. The project budget is important as it outlines the resources allocated including monetary allocation for the success of the project. The budget provides estimates approved towards achieving the goals of the project and team members need to understand all the budgetary estimates. The breakdown of the budget by the project manager to the team is important in order to maintain he costs within the approved estimates.
Body
Statement of Importance
The statement of importance is an important document that outlines everything relevant in the project. It is the most important document in the project that outlines and defines the scope of the whole project including timelines and budgetary estimates. The current project will have the following elements in its statement of importance; the purpose which is implementation of a centralized HR model for the organization, the scope, the due dates, the due dates of the project, list of what is due and when it is due, the expected outcomes, all the resources that are needed for the project and the costs including the payments and their deadlines.
The relevance of each task in the statement of importance should be well explained to the team in order to keep everyone involved in the project on the same page. The document is relevant shows all the tasks which the project manager should use in allocating tasks and the milestones that are used to see if the project is going according to plan. The scope shows what is to be done in the project including the process that will be used in completion of the work. It also shows what will be used to complete the tasks including software and any equipment. The schedule in the document is a list of when deliverables should be done including vendors that will be used in completing the project. The phases in the project including development, testing and implementation are .
Running head PLANNING FOR HR PROJECT1PLANNING FOR HR PROJEC.docxjeanettehully
Running head: PLANNING FOR HR PROJECT
1
PLANNING FOR HR PROJECT
5
Planning Considerations for the HR Project
Introduction
A centralized Human Resources model of delivering HR services will be efficient in functions like hiring and firing employees, training, pay and benefits and other functions that may arise. The HR function is changing from the traditional hiring and firing to a more advanced role that ensures business continuity. These roles also include being involved in the organization’s strategic planning as it aligns its talent hiring and firing strategy to the overall vision and direction of the organization. Centralized HR function is able to align its HR plan and strategies and align them with that of the vision and goals of the organization.
Project implementation of the HR project will ensure and cost efficient and consistent model of delivering HR services in the organization through the centralized model of delivering HR services. The project manager will have to define the statement of importance to the project team and define the scope of work for each team member in the project team. The project budget is important as it outlines the resources allocated including monetary allocation for the success of the project. The budget provides estimates approved towards achieving the goals of the project and team members need to understand all the budgetary estimates. The breakdown of the budget by the project manager to the team is important in order to maintain he costs within the approved estimates.
Body
Statement of Importance
The statement of importance is an important document that outlines everything relevant in the project. It is the most important document in the project that outlines and defines the scope of the whole project including timelines and budgetary estimates. The current project will have the following elements in its statement of importance; the purpose which is implementation of a centralized HR model for the organization, the scope, the due dates, the due dates of the project, list of what is due and when it is due, the expected outcomes, all the resources that are needed for the project and the costs including the payments and their deadlines.
The relevance of each task in the statement of importance should be well explained to the team in order to keep everyone involved in the project on the same page. The document is relevant shows all the tasks which the project manager should use in allocating tasks and the milestones that are used to see if the project is going according to plan. The scope shows what is to be done in the project including the process that will be used in completion of the work. It also shows what will be used to complete the tasks including software and any equipment. The schedule in the document is a list of when deliverables should be done including vendors that will be used in completing the project. The phases in the project including development, testing and implementation are ...
Human resources planning identifies current and future human resource needs to achieve organizational goals. It should link to the overall strategic plan. An aging workforce and demands for qualified workers underscore the importance of effective planning. Planning includes creating strategies for recruitment, retention, flexibility, talent management, and absence management. Best practices define needed human resources to achieve goals, including numbers, competencies, and timing. Competency-based management assesses gaps between current and needed capacities, and designs programs to close gaps like hiring, learning, and succession. Planning is ongoing to best use an organization's human resources by ensuring fit between employees and jobs while avoiding shortages or surpluses.
ResourcesA Guide to the Project Management Body of Knowledge, .docxmackulaytoni
Resources:
A Guide to the Project Management Body of Knowledge,
final project charter and final project plan
Write
a 1,400- to 2,100-word Project Implementation Plan for the project selected by the Learning Team in Week 2 which will also be used for the final implementation plan for the Project Selection Paper Assignment. Part 1 of the plan must include the following sections:
Human Resources Plan: Complete the human resources plan for the project as defined in section 9.1.3 (Develop Human Resources Plan) in
A Guide to the Project Management Body of Knowledge
. This plan should include roles and responsibilities, a project organization chart, and a staffing management plan. Your plan should:
Analyze the roles and responsibilities in the following areas: Role, Authority, Responsibility, and Competency which are needed to complete a project.
Create a project organization chart that displayed project team members and their reporting relationships.
Create a staffing management plan that included how human resource management requirements will be met by including when and how project team members will be acquired and how long they will be needed.
Quality Management Plan: Complete the quality management plan as defined in section 8.1.3 (Plan Quality: Outputs) in
A Guide to the Project Management Body of Knowledge
. This plan should include the quality management plan for implementing the organization's quality policy and the quality metrics. Your plan should:
Examine how the organization's quality policies will be implemented.
Examine how the project management team plans to meet the quality requirements set for the project.
Procurement Plan: Complete the procurement plan as defined in section 12.1.3.1, titled Procurement Management Plan, in
A Guide to the Project Management Body of Knowledge
. This plan should identify the types of external resources that must be secured, the process for selecting and managing these external resources, and the metrics to evaluate the external resources. Your plan should:
Examine how a project team will acquire goods and services from outside the performing organization.
Examine how the procurement processes will be managed from developing procurement documents through contract closure.
Format
your paper consistent with APA guidelines. Tables may be used to format and organize the implementation plan. They can be included within the plan rather than at the end as normally required by APA guidelines.
9.1.3:
Plan Human Resource Management: Outputs
9.1.3.1:
Human Resource Management Plan
The human resource management plan, a part of the project management plan, provides guidance on how project human resources should be defined, staffed, managed, and eventually released. The human resource management plan and any subsequent revisions are also inputs into the Develop Project Management Plan process.
The human resource management plan includes, but is not limited to, the following:
•
Roles and responsibilit.
Processes that organize, manage and lead the project team. Project team is comprised of the people with assigned roles and responsibilities for completing the project.
This lecture discusses administration and planning. Administration is defined as activating manpower and material to achieve defined objectives through a sequence of steps. The purposes of administration are to get work done efficiently while balancing different factors. Planning is the first management function and involves determining long and short-term objectives. Planning provides direction, reduces risks and waste, and improves communication. There are three levels of planning: strategic, tactical, and operational. The planning process involves analyzing situations, setting objectives, assessing resources, evaluating alternatives, and implementing and evaluating plans.
Human Resource PlanProject NameTable of Contents2Introdu.docxwellesleyterresa
Human Resource Plan
<Project Name>
Table of Contents
2Introduction
2Roles and Responsibilities
3Project Organizational Charts
4Staffing Management
Introduction
This section explains the purpose and importance of having a human resources management plan. It should provide a general description of what the plan includes and explain how the project manager and project team can use the plan to help them manage the project effectively.
Roles and Responsibilities
Roles and responsibilities of team members and stakeholders must be clearly defined in any project. Depending on the organizational structure, project team members may represent many different groups/departments and act in the interest of different functional managers. Additionally, team members may have varying degrees of authority and responsibility. When listing roles and responsibilities the following should be included:
· Role – description of the portion of the project for which the member is accountable
· Authority – the level at which the member may make decisions, apply project resources, or make approvals
· Responsibility – the work a team member must perform to complete assigned work activities
· Competency – the skill(s) required to complete assigned project activities
Project Manager (PM), (1 position): responsible for the overall success of the Software Upgrade Project. The PM must authorize and approve all project expenditures. The PM is also responsible for approving that work activities meet established acceptability criteria and fall within acceptable variances. The PM will be responsible for reporting project status in accordance with the communications management plan. The PM will evaluate the performance of all project team members and communicate their performance to functional managers. The PM is also responsible for acquiring human resources for the project through coordination with functional managers. The PM must possess the following skills: leadership/management, budgeting, scheduling, and effective communication.Project Organizational Charts
This section provides a graphic display of the project tasks and team members. The purpose of this is to illustrate the responsibilities of team members as they relate to the project tasks. Tools such as responsible, accountable, consult, inform (RACI) or responsibility assignment matrix (RAM) may be used to aid in communicating roles and responsibilities for the project team. Additionally, organizational or resource breakdown structures may be used to show how responsibilities are assigned by department or by type of resource respectively. It should be noted that the level of detail may vary depending on project complexity.
The following RACI chart shows the relationship between project tasks and team members. Any proposed changes to project responsibilities must be reviewed and approved by the project manager. Changes will be proposed in accordance with the project’s change control process. As changes ...
Organizational problem in the company and performance management appraisalIRAWANPERWANDA
1. The document discusses organizational problems in companies related to performance management appraisals and human resource planning. It notes the importance of strategic human resource planning and integrating HR strategies with organizational strategies.
2. Human resource planning is defined as determining how to move human resources from their current position to the desired future position. It must be tailored to organizational strategies and linked to overall organizational planning.
3. Effective human resource planning involves analyzing the situation, forecasting HR needs, analyzing HR supply, and developing action plans. Data collection, goal setting, and program monitoring and evaluation are also important aspects of HR planning.
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2. Project Human Resource Management
1. Plan Human Resources
Management
3. Develop Project Team 4. Manage Project Team
2. Acquire Project Team
3. Project Human Resource Management
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
4. The Project Management Team is..
A subset of the project team and is responsible for the
project management and leadership activities such as
initiating, planning, executing, monitoring, controlling, and
closing the various project phases
5. Managing and leading the project team
includes, but is not limited to:
Influencing the project team.
The project manager needs to be aware of and influence,
when possible, human resource factors that may impact the
project.
These factors includes team environment, geographical locations
of team members, communications among stakeholders, internal
and external politics, cultural issues, organizational uniqueness,
and others factors that may alter project performance.
Professional and ethical behavior.
The project management team should be aware of, subscribe
to, and ensure that all team members follow professional and
ethical behavior.
6. Project Human Resources Management
1. Plan Human Resource Management
2. Acquire Project Team
3. Develop Project Team
4. Manage Project Team
7. 1. Plan Human Resources Management
The process of identifying and documenting project roles,
responsibilities, required skills, reporting relationships, and
creating a staffing management plan.
The key benefit of this process is :
- Establishes project roles and responsibilities, project
organization charts, and the staffing management plan
including the timetable for staff acquisition and release.
8.
9.
10. Human resource planning is used..
to determine and identify human resources with the
necessary skills required for project success.
The human resource management plan describes how the
roles and responsibilities, reporting relationships, and
staffing management will be addressed and structured
within a project. It also contains the staffing management
plan including timetables for staff acquisition and release,
identification of training needs, team-building strategies,
plans for recognition and rewards programs, compliance
considerations, safety issues and the impact of the staffing
management plan on the organization.
11. Plan Human resource Management: Inputs
1.Project Management Plan
2.Activity Resource Requirement
3.Enterprise Environmental Factor
4.Organizational Process Assets
12. The information used for the development of the human resource management plan includes,
but is not limited to:
How work will be executed to accomplish the
project objectives,
The project life cycle and the processes that
will be applied to each phase,
A change management plan that documents
how changes will be monitored and
controlled,
A configuration management plan that
documents how configuration management
will be performed,
How integrity of the project baselines will be
maintained,
Needs and methods of communication among
stakeholders
1. Project Management Plan
13. 2. Activity resource requirements
Human resource planning uses activity resource
requirements to determine the human resource needs for
the project.
The preliminary requirements regarding the required
project team members and their competencies are
progressively elaborated as part of the Plan Human
Resource Management process.
14. 3. Enterprise Environmental Factors
The enterprise environmental factors that can influence the Plan Human Resource
Management process include, but are not limited to:
Existing human resources
Geographical dispersion of team
members
Personnel administration policies
Organizational culture and structure
Marketplace conditions
15. 4. Organizational Process Assets
The organizational process assets that can influence the Plan Human Resource
Management process include, but are not limited to:
Organizational standard processes, policies, and
role descriptions
Lessons learned on organizational structures that
have worked in previous projects
Templates for organizational charts and position
descriptions
Escalation procedures for handling issues within
the team and within the performing organization
16. Plan Human resource Management: Tools and Technique
1. Organizational Charts and Positions Description
2. Networking
3. Organizational Theory
4. Expert Judgment
17. 1. Organizational Chart and Positions Description
Various formats exist to document team member roles and
responsibilities
Most of the formats fall into one of three types (Figure 9-4):
Hierarchical, Responsibility Chart (Matrix) and Text-Oriented.
18. Hierarchical-type charts
The traditional organization chart structure can be used
to show positions and relationships in a graphical, top-
down format.
Work breakdown
structures (WBS)
designed to show
how
project deliverables
are broken down into
work packages
provide a way of
showing high-level
areas of
responsibility
While the WBS shows
a breakdown of project
deliverables, The
organizational
breakdown
structure (OBS) is
arranged according to
an organization’s
existing departments,
units, or teams with the
project activities or
work packages listed
under each department.
The resource
breakdown structure
(RBS) is a
hierarchical list of
resources related by
category
and resource type
that is used to
facilitate planning
and controlling of
project work
The resource
breakdown
structure is
helpful in tracking
project costs and
can be aligned
with
the organization’s
accounting
system
20. Responsibility Chart (Example)
Matrix-based charts :
A grid that shows the project resources assigned to each work package.
It is used to illustrate the connections between work packages or activities and project team members.
The matrix format
shows all activities associated with one person and
all people associated with one activity. This also
ensures that there is only one person accountable
for any one task to avoid confusion of
responsibility.
One example of a RAM is a RACI (responsible,
accountable, consult, and inform) chart, shown in
Figure 9-5.
The sample chart shows the work to be done in the
left column as activities.
21. Role Description (Example)
Text-oriented formats :
Team member responsibilities that require detailed descriptions can be specified in text-oriented formats.
Usually in outline form, the documents provide information such as responsibilities, authority, competencies,
and qualifications.
Example of Role Description
22. 2. Networking
The formal and informal interaction with others in an organization, industry, or professional environment.
It is a constructive way to understand political and interpersonal factors that will impact the effectiveness of
various staffing management options
Examples of Networking :
Include proactive correspondence, luncheon meetings,
informal conversations including meetings and events,
trade conferences, and symposia.
Networking can be a useful technique at the beginning
of a project.
It can also be an effective way to enhance project
management professional development during the
project and after the project end.
23. 3. Organizational Theory
Organizational theory provides information regarding the way in which
people, teams, and organizational units behave.
It is important to recognize that different
organizational structures have different individual
response, individual performance, and personal
relationship characteristics.
Applicable organizational theories may recommend
exercising a flexible leadership style that adapts to
the changes in a team’s maturity level throughout the
project life cycle
24. 4 Expert Judgment
When developing the human resource management plan, expert judgment is used to:
List the preliminary requirements for the required skills;
Assess the roles required for the project based on standardized role descriptions within the
organization;
Determine the preliminary effort level and number of resources needed to meet project
objectives;
Determine reporting relationships needed based on the organizational culture;
Provide guidelines on lead time required for staffing, based on lessons learned and market
conditions;
Identify risks associated with staff acquisition, retention, and release plans; and
Identify and recommend programs for complying with applicable government and union
contracts.
25. 5. Meetings
These meetings leverage a combination of other tools and
techniques to allow for all project management team
members to reach consensus on the human resource
management plan.
27. Human resource Management Plan
The human resource
management plan, a
part of the project
management plan,
provides guidance on
how project human
resources should be
defined, staffed,
managed, and
eventually released.
The human resource
management plan and
any subsequent
revisions are also
inputs into the Develop
Project Management
Plan process.
The human resource management plan includes,
But is not limited to, the following:
1. Role and Responsibilities
- Role, Authority, Responsibility, Competency
1. Project Organizational Chart
2. Staffing Management Plan
- Staff Acquisition, Resource Calendar (* An example of a resource
histogram is illustrated in Figure 9-6) , Staff Release Plan, Training
Needs, Recognition and Reward, Compliance, Safety
28. 2. Acquire Project Team
The process of confirming human resource availability and obtaining
the team necessary to complete project activities.
The key benefit of this process consists of outlining and guiding the team
selection and responsibility assignment to obtain a successful team.
29.
30.
31. It is important that the following factors are considered during the
process of acquiring the project team:
The project manager or project management team should effectively negotiate and influence others who
are in a position to provide the required human resources for the project.
Failure to acquire the necessary human resources for the project may affect project schedules, budgets,
customer satisfaction, quality, and risks. Insufficient human resources or capabilities decrease the
probability of success and, in a worst case scenario, could result in project cancellation.
If the human resources are not available due to constraints, such as economic factors or previous
assignments to other projects, the project manager or project team may be required to assign alternative
resources, perhaps with lower competencies, provided there is no violation of legal, regulatory, mandatory,
or other specific criteria
The project manager or project management team will be required to reflect
the impact of any unavailability of required human resources in the project
schedule, project budget, project risks, project quality, training plans, and the
other project management plans.
32. Acquire Project Team: Inputs
1.Human Resources Management Plan
2.Enterprise Environmental Factors
3.Organizational Process Assets
33. 1. Human resource Management Plan
The human resource management plan provides guidance on how project human
resources should be identified, staffed, managed, and eventually released.
It includes:
Roles and responsibilities defining the positions, skills, and competencies that the project demands;
Project organization charts indicating the number of people needed for the project;
Staffing management plan delineating the time periods each project team member will be needed and
other information important to engage the project team.
34. 2. Enterprise Environmental Factors
The enterprise environmental factors that influence the Acquire Project Team process include,
But are not limited to:
Existing information on human resources including
availability, competency levels, prior experience,
interest in working on the project and their cost rate;
Personnel administration policies such as those that
affect outsourcing;
Colocation or multiple locations.
Organizational structure as described in Section 2.3.1
35. 3. Organizational Process Assets
The organizational process assets that influence the
Acquire Project Team process include, but are not limited
to: organizational standard policies, processes, and
procedures.
36. Acquire Project Team: Tool and Technique
1. Pre-Assignment
2. Negotiation
3. Acquisition
4. Virtual Teams
5. Multi-Criteria Decision Analysis
37. 1. Pre-assignment
When project team members are selected in advance, they
are considered pre-assigned.
This situation can occur if the project is the result of specific
people being identified as part of a competitive proposal, if
the project is dependent upon the expertise of particular
persons, or if some staff assignments are defined within the
project charter.
38. 2. Negotiation
Staff assignments are negotiated on many projects. For example, the project management team may
need to negotiate with:
Functional managers, to ensure that the project receives appropriately competent staff in the required
time frame and that the project team members will be able, willing, and authorized to work on the project
until their responsibilities are completed;
Other project management teams within the performing organization, to appropriately assign scarce or
specialized human resources;
External organizations, vendors, suppliers, contractors, etc., for appropriate, scarce, specialized, qualified,
certified, or other such specified human resources. Special consideration should be given to external
negotiating policies, practices, processes, guidelines, legal, and other such criteria.
What is needed to negotiate ?
Public Speaking, Skill to Influence Their Mindset, Increase your Knowledge and your Power, Control the
Emotions and Optimism
39. 3. Acquisition
When the performing organization is unable to provide the
staff needed to complete a project, the required services
may be acquired from outside sources. This can involve
hiring individual consultants or subcontracting work to
another organization.
40. 4. Virtual Teams
Virtual teams can be defined as groups of
people with a shared goal who fulfill their roles
with little or no time spent meeting face to face.
The availability of communication technology
such as e-mail, audio conferencing, social
media, web-based meetings and video
conferencing has made virtual teams feasible.
The virtual team model makes it possible to:
• Form teams of people from the same organization who live in widespread geographic areas;
• Add special expertise to a project team even though the expert is not in the same geographic area;
• Incorporate employees who work from home offices;
• Form teams of people who work different shifts, hours, or days;
• Include people with mobility limitations or disabilities; and
• Move forward with projects that would have been ignored due to travel expenses.
41. 5. Multi-criteria decision Analysis
By use of a multi-criteria decision analysis tool, criteria are developed and used to rate or score potential team members. The
criteria are weighted according to the relative importance of the needs within the team
Some examples of selection criteria that can be used to score team members are shown as follows:
Availability
Cost
Experience
Ability
Knowledge
Skills
Attitude
International Factors
43. 1. Project Staff Assignments
The project is staffed when appropriate people have been
assigned to the team.
The documentation of these assignments can include a
project team directory, memos to team members, and
names inserted into other parts of the project management
plan, such as project organization charts and schedules
44. 2. Resources Calendars
Resource calendars is document of the time periods that
each project team member is available to work on the
project.
Creating a reliable schedule depends on having a good
understanding of each person’s availability and schedule
constraints, including time zones, work hours, vacation
time, local holidays, and commitments to other projects.
45. 3. Project Management Plan Updates
Elements of the project management plan that may be
updated include, but are not limited to, the human
resource management plan.
For example, the person assigned to a predefined role
may not fulfill all staffing requirements outlined in the
human resource management plan. When gaps occur,
the project management plan needs to be updated to
change the team structure, roles, or responsibilities.
46. 3. Develop Project Team
The process of improving competencies, team member
interaction, and overall team environment to enhance project
performance.
The key benefit of this process is
Improved teamwork,
Enhanced people skills and competencies,
Motivated employees,
Reduced staff turnover rates,
Improved overall project performance.
50. Project managers should acquire skills to
identify, build, maintain, motivate, lead, and
inspire project teams to achieve high team
performance and to meet the project’s
objectives.
High team performance can be achieved by using open and
effective communication, creating team building opportunities,
developing trust among team members, managing conflicts in a
constructive manner, and encouraging collaborative problem
solving and decision making.
Teamwork is a critical factor for project success, and developing
effective project teams is one of the primary responsibilities of
the project manager.
51. Objectives of developing a project team include, but are not
limited to:
Improving knowledge and skills of team members to increase
their ability to complete project deliverables, while lowering
costs, reducing schedules, and improving quality;
Improving feelings of trust and agreement among team
members to raise morale, lower conflict, and
increase team work;
Creating a dynamic, cohesive, and collaborative team culture to :
(1) improve individual and team productivity, team spirit, and cooperation,
(2) allow cross training and mentoring between team members to share knowledge and expertise.
53. Develop Project Team : Inputs
1. Human Resources Management Plan
The human resource management plan provides guidance on how project human resources should be defined, staffed, managed, controlled, and
eventually released.
It identifies training strategies and plans for developing the project team.
Items such as rewards, feedback, additional training, and disciplinary actions can be added to the plan as a result of ongoing team performance
assessments and other forms of project team management
2. Project Staff Assignments
Team development starts with a list of the project team members. Project staff assignment documents identify the people
who are on the team
3. Resources Calendars
Resource calendars identify times when the project team members can participate in team development activities
54. Develop Project Team: Tool and Technique
1. Interpersonal Skill
2. Training
3. Team-Building Activities
4. Ground Rules
5. Colocation
6. Recognition and Rewards
7. Personal Assessment Tools
55. 1. Interpersonal Skill
Interpersonal Skill = Soft Skill
Communication skills, Emotional intelligence, Conflict resolution,
Negotiation, Influence, Team building, and
Group facilitation.
56. 2. Training
Training methods include classroom, online, computer-
based, on-the-job training from another project team
member, mentoring, and coaching.
If project team members lack the necessary management
or technical skills, such skills can be developed as part of
the project work.
57. 3. Team-Building Activities
Team-building activities can vary from a 5-minute agenda item in a status
review meeting to an off-site, professionally facilitated experience designed
to improve interpersonal relationships.
The objective of team-building activities is to help individual team members
work together effectively.
Team-building strategies are particularly valuable when team members
operate from remote locations without the benefit of face-to-face contact.
Informal communication and activities can help in building trust and
establishing good working relationships.
As an ongoing process, team building is crucial to project success. While
team building is essential during the initial stages of a project, it is a never-
ending process.
58. Tuckman ladder (Tuckman, 1965; Tuckman &
Jensen, 1977)
Projects with team members who worked together in the past may skip a stage.
Forming
(meets and learns about the project)
Storming
(begins to address the project work, technical
decisions, and the project management approach)
Norming
(begin to work together and adjust their work habits
and behaviors)
Performing
(reach the performing stage function as a well-
organized unit)
Adjourning
(completes the work and moves on from the
project)
59. 4. Ground rules
Ground rules establish clear expectations regarding acceptable behavior by project
Discussing ground rules in areas such as code of conduct, communication, working together, or
meeting etiquette allows team members to discover values that are important to one another.
All project team members share responsibility for enforcing the rules
once they are established.
60. 5. Colocation
Colocation = Tight Matrix
involves placing many or all of the most active project team
members in the same physical location to enhance their ability to perform as a team.
Colocation strategies can include a team meeting room (sometimes called “war room”), places to post schedules, and
other conveniences that enhance communication and a sense of community
While colocation is considered a good strategy, the use of virtual teams can bring benefits such as the use of more skilled
resources, reduced costs, less travel, and relocation expenses and the proximity of team members to suppliers, customers, or
other key stakeholders.
61. 6. Recognition and Rewards
Part of the team development process involves recognizing and rewarding desirable behavior.
It is important to recognize that a particular reward given to any individual will be effective only if it satisfies a need which is
valued by that individual
Most project team members are motivated by an opportunity to grow, accomplish, and apply their professional skills to
meet new challenges.
A good strategy for project managers is to give the team recognition throughout the life cycle of the project rather than
waiting until the project is completed.
62. 7. Personnel Assessment Tool
Personnel assessment tools give the project manager and the project team insight into areas of strength and
weakness.
These tools to help project managers assess the team preferences, aspirations, how they process and
organize information, how they tend to make decisions, and how they prefer to interact with people.
Various tools are available such as attitudinal surveys, specific assessments, structured interviews, ability
tests, and focus groups.
These tools can provide improved understanding, trust, commitment, and communications among team
members and facilitate more productive teams throughout the project.
64. 1. Team
As project team development efforts such as training, team building, and colocation are implemented, the
project management team makes formal or informal assessments of the project team’s effectiveness.
The evaluation of a team’s effectiveness may include indicators such as:
Improvements in skills that allow individuals to perform assignments
more effectively,
Improvements in competencies that help the team perform better as a
team,
Reduced staff turnover rate,
Increased team cohesiveness where team members share information
and experiences openly and help each other to improve the overall
project performance.
65. 2. Enterprise Environmental Factors Updates
The enterprise environmental factors that may be updated
as a result of the Develop Project Team process include,
but are not limited to:
Personnel administration, Employee training records, and
Skill assessments.
66. 4. Manage Project Team
The process of tracking team
member performance,
providing feedback, resolving
issues, and managing
changes to optimize project
performance.
Managing the project team requires
a variety of management skills for
fostering teamwork and integrating
the efforts of team members to
create high-performance teams.
Team management involves a combination of skills
with special emphasis on communication, conflict
management, negotiation, and leadership. Project
managers should provide challenging assignments to
team members and provide recognition for high
performance.
The key benefit of this process is that it :
influences team behavior, manages
conflict, resolves issues, and appraises
team member performance.
67.
68.
69. Manage Project Team: Inputs
1. Human Resources Management Plan
2. Project Staff Assignments
3. Team Performance Assessments
4. Issue Log
5. Work Performance Reports
6. Organizational Process Assets
70. Input (Explain)
1 Human resource Management Plan
The human resource management plan provides
guidance on how project human resources should be
defined, staffed, managed, controlled, and eventually
released.
It includes, but is not limited to:
• Roles and responsibilities,
• Project organization, and
• Staffing management plan.
2 Project Staff Assignments
Project staff assignments provide documentation, which includes the
list of project team members.
3. team Performance Assessments
The project management team makes ongoing formal or informal
assessments of the project team’s performance. By continually
assessing the project team’s performance, actions can be taken to
resolve issues, modify communication, address conflict, and improve
team interaction.
4 Issue Log
Issues arise in the course of managing the project team. An issue log can be
used to document and monitor who is responsible for resolving specific issues
by a target date.
5 Work Performance reports
Work performance reports provide documentation about the current project
status compared to project forecasts. Performance areas that can help with
project team management include results from schedule control, cost control,
quality control, and scope validation. The information from performance reports
and related forecasts assists in determining future human resource
requirements, recognition and rewards, and updates to the staffing
management plan
6. Organizational Process Assets
The organizational process assets that can influence the Manage
Project Team process include, but are not limited to:
• Certificates of appreciation,
• Newsletters,
• Websites,
• Bonus structures,
• Corporate apparel, and
• Other organizational perquisites.
72. Tool and Techniques (Explain)
1. Observation and Conversation
Observation and conversation are used to stay in touch with the work and attitudes of project team
members.
The project management team monitors progress toward project deliverables, accomplishments that are a
source of pride for team members, and interpersonal issues.
2. Project Performance Appraisals
Objectives for conducting performance appraisals during the course of a project can include clarification of
roles and responsibilities, constructive feedback to team members, discovery of unknown or unresolved
issues, development of individual training plans, and the establishment of specific goals for future time
periods.
The need for formal or informal project performance appraisals depends on the length of the project,
complexity of the project, organizational policy, labor contract requirements, and the amount and quality of
regular communication.
73. 3. Conflict Management
Conflict is inevitable in a project environment.
Sources of conflict include scarce resources, scheduling priorities, personal work styles, team ground rules, group
norms, and solid project management practices, like communication planning and role definition, reduce the amount
of conflict.
When managed properly, differences of opinion can lead to increased creativity and better decision making. If the differences
become a negative factor, project team members are initially responsible for their resolution. If conflict escalates, the project
manager should help facilitate a satisfactory resolution.
Conflict should be addressed early and usually in private, using a direct, collaborative approach. If disruptive conflict continues,
formal procedures may be used, including disciplinary actions
Factors that influence conflict resolution methods include:
• Relative importance and intensity of the conflict,
• Time pressure for resolving the conflict,
• Position taken by persons involved,
• Motivation to resolve conflict on a long-term or a short-term basis.
Successful conflict management results in greater productivity and positive
working relationships.
74. Cont.
There are five general techniques for resolving conflict.
As each one has its place and use, these are not given in any particular order:
• Withdraw/Avoid : Retreating from an actual or potential conflict situation; postponing the issue to be better
prepared or to be resolved by others.
• Smooth/Accommodate : Emphasizing areas of agreement rather than areas of difference; conceding one’s
position to the needs of others to maintain harmony and relationships.
• Compromise/reconcile : Searching for solutions that bring some degree of satisfaction to all parties in order to
temporarily or partially resolve the conflict.
• Force/direct: Pushing one’s viewpoint at the expense of others; offering only win-lose solutions, usually enforced
through a power position to resolve an emergency.
• Collaborate/Problem Solve : Incorporating multiple viewpoints and insights from differing perspectives; requires
a cooperative attitude and open dialogue that typically leads to consensus and commitment.
75. 4. Interpersonal Skill
Project managers use a combination of technical, personal, and conceptual skills
to analyze situations and interact appropriately with team members.
Examples of interpersonal skills that a project manager uses most often include:
1. Leadership
2. Influencing, skill :
- Persuasive
- Active and Listening skills
- Awareness of , and Consideration for, The Various Perspective
- Gathering relevant and Critical Information to address important issues
3. Effective Decision Making , Some guidelines for decision making include:
○ Focus on goals to be served, ○ Follow a decision-making process,
○ Study the environmental factors, ○ Analyze available information,
○ Develop personal qualities of the team members, ○ Stimulate team creativity,
○ Manage risk.
77. Output (explain)
1. Change Requests
Staffing changes, whether by choice or by uncontrollable events, can affect the rest of the project management plan.
When staffing issues disrupt the project team from adhering to the project management plan such as causing the
schedule to be extended or the budget to be exceeded, a change request can be processed through the Perform
Integrated Change Control process. Staffing changes may include moving people to different assignments, outsourcing
some of the work, and replacing team members who leave.
2. Project Documents Updates
Elements of the project management plan that may be updated include, but are not limited to, the
human resource management plan.
3. Enterprise Environmental Factors Updates
Project documents that may indirectly be updated include,
but are not limited to:
• Issue log,
• Roles description, and
• Project staff assignments.
4. Organizational Process Assets Updates
Enterprise environmental factors that may require
updates as a result of the Manage Project Team
process include, but are not limited to:
• Input to organizational performance appraisals, and
• Personnel skill updates.
5. Organizational Process Assets updates
Organizational process assets that may require updates as
a result of the Manage Project Team process include, but
are not limited to:
• Historical information and lessons learned documentation,
• Templates, and
• Organizational standard processes.
78. Review
1. What is the Project Human Resources Management ?
2. What is The benefit of Plan Human Resources
Management ?
3. Mention of benefit of Developing Project Team and How to
Develop Project Team?
4. Mention and Explain concept of Tuckman Ladder ?
5. Mention and explain about five general technique to
Resolving Conflict?