1. 4/3/2011
Project Management
Knowledge Areas
Section – 3
Chapter – 9
Project Human Resource
Management

Session Objectives…
1. To identify the project human
resource management knowledge
area’s processes
2. How to plan human resources for
the project
3. How to acquire project team
4. How to develop project team
5. How to manage project team
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2. 4/3/2011
Project HR Management

Exam Objectives…
1. How to plan Human resources
needed
2. Performing Organizational Planning
3. How to Acquire the Needed Staff
4. How to Develop the Project Team
5. How to Manage the Project Team
Project HR Management

o
o
o
o
Project human resource management
includes activities…
 Ability to lead
 Direct
 Manage
The project team
The customers
The sponsors and
Other stakeholders
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3. 4/3/2011
Project HR Management

The processes in Project HR Management are
1. Develop Human Resource Plan
2. Acquire Project Team
3. Develop Project Team
4. Manage Project Team
Develop Human Resource Plan

Develop Human Resource Plan is the
process of identifying and documenting
 Project’s roles
 Responsibilities and
 Reporting relationships
 Creates staffing management plan
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4. 4/3/2011
Develop Human Resource Plan
• 1. Activity Resource
Requirements
• 2. Enterprise
Environmental
Factors
• 3. Organizational
Process Assets
Input
Tools &
Techniques
• 1.
Organization
Charts & Position
description
• 2. Networking
• 3. Organizational
Theory
• 1. Human Resource
Plan
Output
Develop Human Resource Plan
Inputs
1. Activity Resource Requirements
2. Enterprise Environmental Factors
 Organizational Culture & Structure
 Existing human resources
 Personnel administration policies
 Market place conditions
3. Organizational Process Assets

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5. 4/3/2011
Develop Human Resource Plan

Tools and Techniques
1. Organization Charts and position
descriptions
2. Networking
3. Organizational Theory
Develop Human Resource Plan

Outputs
1. Human Resource Plan
 Roles & Responsibilities
 Project Organization Charts
 Staffing Management Plan
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6. 4/3/2011
Develop Human Resource Plan

Staffing Management Plan contains…
 Staff Acquisition
 Timetable
 Release Criteria
 Training Needs
 Recognition and Rewards
 Compliance
 Safety
Organization Charts
Hierarchical –
type Organizational Chart
PM
Team
Lead
Member
Member
Team
Lead
Team
Lead
Member
Member
Member
Member
Member
Member
Member
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7. 4/3/2011
Organization Charts
Matrix – based Responsibility Chart
RAM
Member 1
Define
Design
Code
X
Test
X
Member 2
X
Member 3
X
Member 4
X
X
X
X
X
Organization Charts
Text – oriented Format
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8. 4/3/2011
Organization Charts
RACI FORMAT
Activity
Person A
Person B
Person C
Person D
Person E
Define
A
R
R
C
I
Design
I
A
I
I
C
Develop
I
A
R
I
I
Test
A
I
I
R
C
R – Responsible A - Accountable C – Consult I - Inform
Organization Theories

Maslow’s Hierarchy of Needs
 Physiological
 Safety
 Social
 Esteem
 Self-actualization
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9. 4/3/2011
Organization Theories

Herzberg’s Theory of Motivation
o Hygiene agents
 Job security
 Paycheck
 Acceptable working conditions
 Relationships
Organization Theories

Herzberg’s Theory of Motivation
o Motivating agents
o Opportunity
o Responsibility
o Appreciation
o Recognition
o Education
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10. 4/3/2011
Organization Theories
McGregor’s Theory of X and Y
o X is bad – no trust, lazy, avoid work
o Y is good – self – led, motivated,
capable
 Expectancy Theory
o People will behave based on what
they expect
o Will work in relation to the
expected reward

Management Styles
Autocratic
 The Project manager makes all the
decisions
 Democratic
 The Project Team is involved in the
decision –
 making process

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11. 4/3/2011
Management Styles
Laissez faire
 The Project Manager leaves everything
on the team.The team is self-led,
motivated in decision making
 Exceptional
 The Project Manager only pays
attention to the top 10% of the
performers and bottom 10% of the
performers

Acquire Project Team
Project team acquisition is the process of
getting the needed resources on the
project
 Focuses on working within the policies
and procedures of the organization
 Negotiating, influencing, and
communicating skills play key role

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12. 4/3/2011
Acquire Project Team
• 1. Project Management
Plan
• 2. Enterprise
Environmental Factors
• 3. Organizational
Process Assets
Tools &
Techniques
• 1. Pre-assignment
• 2. Negotiation
• 3. Acquisition
• 4.Virtual Teams
Input
• 1. Project Staff
Assignments
• 2. Resource Calendars
• 3. Project Management
Plan Updates
Output
Acquire Project Team
Inputs
1. Project Management Plan
2. Enterprise Environmental Factors
3. Organizational Process Assets
 Tools & Techniques
1. Pre-Assignment
2. Negotiation
3. Acquisition
4. Virtual Teams

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13. 4/3/2011
Acquire Project Team

Outputs
1. Project Staff Assignments
2. Resource Calendars
3. Project Management Plan Updates
Develop Project Team

The process objectives are
 To improve the team members skills
 To build trust and cohesiveness among
team members
 Project Managers should acquire skills
to identify, build, maintain, motivate,
lead and inspire teams to achieve
project objectives with optimal team
performance
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14. 4/3/2011
Develop Project Team
• 1. Project Staff
Assignments
• 2. Project Management
Plan
• 3. Resource Calendars
Input
Tools &
Techniques
• 1. Interpersonal Skills
• 2.Training
• 3.Team-Building Activities
• 4. Ground Rules
• 5. Co-Location
• 6. Recognition and
Rewards
• 1.Team Performance
Assignment
• 2. Enterprise
Environmental Factors
Output
Develop Project Team

Inputs
1. Project Staff Assignments
2. Project Management Plan
3. Resource Calendars
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15. 4/3/2011
Develop Project Team

Tools and Techniques
1. Interpersonal Skills
2. Training
3. Team-Building Activities
4. Ground Rules
5. Co-Location
6. Recognition and Rewards
Perform Quality Control

Outputs
1. Team Performance Assessment
2. Enterprise Environmental Factors
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16. 4/3/2011
Develop Project Team
The Project Manager should possess five
types of powers to develop project team
o Expert
 The authority of the project
manager comes from experience
with the technology of the
application area
o Reward
 The project manager has the
authority to reward the project team

Develop Project Team
Formal or Positional Power
 The project manager has been assigned
by senior management
 Coercive or Penalty Power
 The project manager has the authority to
discipline the project team members
 Referent ( referred by)
 The project manager has been assigned
by CEO.

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17. 4/3/2011
Develop Project Team

Team-Building Development Stages
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning
Manage Project Team

Managing the project team involves
 Tracking each team member’s
performance and providing feed back
about their performance
 Resolving issues among team members
 Managing changes to project and
project processes to enhance project
performance
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18. 4/3/2011
Manage Project Team
• 1. Project Staff Assignments
• 2. Project Management Plan
• 3.Team performance
Assignments
• 4. Performance Reports
• 5. Organizational Process
Assets
Tools &
Techniques
• 1. Observation &
Conversation
• 2. Project Performance
Appraisals
• 3. Conflict Management
• 4. Issue Log
• 5. Interpersonal Skills
Input
• 1. Enterprise Environmental
Factors
• 2. Organizational Process
Assets
• 3. Change Requests
• 4. Project Management Plan
Updates
Output
Manage Project Team

Inputs
1. Project Staff Assignments
2. Project Management Plan
3. Team Performance Assessments
4. Performance Reports
5. Organization Process Assets
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19. 4/3/2011
Manage Project Team

Tools and Techniques
 Observation and Conversation
 Project Performance Appraisals
 Conflict Management
 Issue Log
 Interpersonal Skills
 Leadership
 Influencing
 Effective Decision Making
Manage Project Team

Outputs
1. Enterprise Environnemental Factor
Updates
2. Organizational Process Assets
Updates
3. Change Requests
4. Project Management Plan Updates
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20. 4/3/2011
Manage Project Team
Dealing with Issues
Schedule
 Seven most common issues are
Priorities
o 7. Schedule
Resources
o 6. Priorities
o 5. Resources
Technical
o 4.Technical
Policies &
Procedures
o 3. Policies and Procedures
Project
Costs
o 2. Project Costs
Person
o 1. Personalities
alities

Conflict Resolution

Characteristics are…
 Conflict is natural
 Conflict is a team issue
 Openness resolves conflict
 Conflict resolution should focus on issues,
not personalities
 Conflict resolution should focus on the
present, not the past
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21. 4/3/2011
Conflict Resolution

Problem Solving
 Confronts the problem head-on
 The preferred method
Forcing
 Decision is made with power
 May not be the best solution
 Immediate solution
Conflict Resolution
Compromising
 Requires both parties give up something
 Decision is a blend of two parties
argument
 Loose-loose solution
 Used to avoid fight
 Collaborating
 Incorporating multiple viewpoints from
differing perspectives, leading to
consensus

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22. 4/3/2011
Conflict Resolution
Smoothing
 Smoothing by minimizing the size of the
problem
 Temporary solution
 Loose-loose solution
 Withdrawal
 One party withdraws form the problem
with disgust
 Yield-loose solution
 Worst conflict resolution

Project HR Management

To Sum Up….
1. We identified the project human
resource management knowledge area’s
processes
2. We learnt how to plan human resources
for the project
3. We learnt how to acquire project team
4. We learnt how to develop project team
5. We learnt how to manage project team
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23. 4/3/2011
Questions ?
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