Chapter 9: PROJECT HUMAN RESOURCE MANAGEMENT Project Human Resource Management Reference PMBOK 5E: Ch – 9 Page: 255 Project Human Resource Management includes the processes that organize, manage, and lead the project team. Project team members may have varied skill sets, may be assigned full or part-time, and may be added or removed from the team as the project progresses. 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team Presenter: Md. Tohid Been Mannan, PMP® 2 reporting relationships. Why? it establishes project roles and responsibilities. project organization charts. and creating a staffing management plan. responsibilities. PMP® 3 . Tohid Been Mannan. required skills. and the staffing management plan including the timetable for staff acquisition and release.Plan Human Resource Management Reference PMBOK 5E: Ch – 9 Page: 255 What? the process of identifying and documenting project roles. Presenter: Md. PMP® Reference PMBOK 5E: Ch – 9 Page: 255 4 .Plan HRM: Tools and Techniques Organization Charts and Position Descriptions Presenter: Md. Tohid Been Mannan. Plan HRM: Tools and Techniques RAM & RACI Reference PMBOK 5E: Ch – 9 Page: 255 A responsibility assignment matrix (RAM) is a grid that shows the project resources assigned to each work package. PMP® 5 . Presenter: Md. Tohid Been Mannan. the project management team will hold planning meetings. and organizational units behave. or professional environment. teams. •Organizational theory provides information regarding the way in which people. industry. •When planning human resource management of the project. Tohid Been Mannan. Presenter: Md. PMP® 6 .Plan HRM: Tools and Techniques Reference PMBOK 5E: Ch – 9 Page: 255 •Networking is the formal and informal interaction with others in an organization. Authority. accept deliverables. Presenter: Md. Tohid Been Mannan. PMP® 7 . The assigned duties and work that a project team member is expected to perform in order to complete the project’s activities Competency. The right to apply project resources. The skill and capacity required to complete assigned activities within the project constraints. and influence others to carry out the work of the project. sign approvals. make decisions. Responsibility. The function assumed by or assigned to a person in the project.Plan HRM: Outputs Human Resource Management Plan Reference PMBOK 5E: Ch – 9 Page: 255 •Roles and responsibilities Role. PMP® 8 . Tohid Been Mannan. •Staff acquisition •Resource Calendar •Staff Release plan •Training Needs •Recognition & rewards •Compliance •Safety Presenter: Md.Plan HRM: Outputs Human Resource Management Plan Reference PMBOK 5E: Ch – 9 Page: 266 •Project organization charts A project organization chart is a graphic display of project team members and their reporting relationships •The staffing management plan describes when and how project team members will be acquired and how long they will be needed. Plan HRM: Outputs Resource histogram Presenter: Md. PMP® Reference PMBOK 5E: Ch – 9 Page: 266 9 . Tohid Been Mannan. Acquire Project Team Reference PMBOK 5E: Ch – 9 Page: 267 What? Acquire Project Team is the process of confirming human resource availability and obtaining the team necessary to complete project activities Why? outlining and guiding the team selection and responsibility assignment to obtain a successful team Presenter: Md. PMP® 10 . Tohid Been Mannan. PMP® 11 . Tohid Been Mannan.Acquire Project Team: Tools & Techniques Reference PMBOK 5E: Ch – 9 Page: 270 •Pre-assignment •Negotiation •Acquisition •Virtual Team •MCDA Availability – Cost – Experience – Ability – Knowledge – Skills - Attitude .International Factors Presenter: Md. enhanced people skills and competencies. Why? it results in improved teamwork. motivated employees. reduced staff turnover rates. team member interaction. and improved overall project performance Presenter: Md. PMP® 12 . Tohid Been Mannan.Develop Project Team Reference PMBOK 5E: Ch – 9 Page: 267 What? the process of improving competencies. and overall team environment to enhance project performance. also referred to as “tight matrix.Develop Project Team: Tools and Techniques Reference PMBOK 5E: Ch – 9 Page: 277 •Interpersonal skills •Training •Ground rules •Collocation.” •Recognizing and rewarding •Personnel assessment tools Presenter: Md. PMP® 13 . Tohid Been Mannan. PMP® 14 . Forming Storming Norming Performing Adjourning Presenter: Md. professionally facilitated experience designed to improve interpersonal relationships.Develop Project Team: Tools and Techniques Team Building Reference PMBOK 5E: Ch – 9 Page: 277 Team-building activities can vary from a 5-minute agenda item in a status review meeting to an off-site. Tohid Been Mannan. The evaluation of a team’s effectiveness may include indicators such as: • Improvements in skills • Improvements in competencies • Reduced staff turnover rate. and • Increased team cohesiveness Presenter: Md. and performance on budget.Develop Project Team: Outputs Team Performance Assessments Reference PMBOK 5E: Ch – 9 Page: 277 The performance of a successful team is measured in terms of technical success according to agreed-upon project objectives. Tohid Been Mannan. performance on project schedule. PMP® 15 . resolving issues. Tohid Been Mannan.Manage Project Team Reference PMBOK 5E: Ch – 9 Page: 279 What? the process of tracking team member performance. Why? It influences team behavior. and appraises team member performance. PMP® 16 . Presenter: Md. manages conflict. resolves issues. and managing team changes to optimize project performance. providing feedback. and personal work styles. PMP® 17 . Withdraw/Avoid: Retreat from Smooth/Accommodate: Emphasize areas of agreement Compromise/Reconcile: Some degree of satisfaction to all parties Force/Direct: Pursuing one’s viewpoint Collaborate/Problem Solve: Try to solve problem with all viewpoints Presenter: Md.Manage Project Team: Tools & Techniques Conflict Management Reference PMBOK 5E: Ch – 9 Page: 282 Conflict is inevitable in a project environment. Sources of conflict include scarce resources. scheduling priorities. Tohid Been Mannan. ○ Stimulate team creativity. Presenter: Md. •Key influencing skills include: Persuasion. Leadership is important through all phases of the project life cycle. ○ Follow a decision-making process. ○ Analyze available information. Active Listening. Successful projects require strong leadership skills.Manage Project Team: Tools & Techniques Interpersonal Skill Reference PMBOK 5E: Ch – 9 Page: 279 •Leadership. Awareness of Perspectives. ○ Study the environmental factors. Information Gather •Effective decision making ○ Focus on goals to be served. Tohid Been Mannan. and ○ Manage risk. PMP® 18 . ○ Develop personal qualities of the team members. PMP® 19 .Manage Project Team: Tools & Techniques Powers of a Project Manager Reference Rita 8E: Ch – 9 Page: 359 •Formal (Legitimate) – Based on power •Reward – because of performance of a team member •Penalty (Coercive) – ability to penalize team-members •Expert . Presenter: Md. Tohid Been Mannan.being the technical or project manager •Referent – comes from another person liking/respecting you. Tohid Been Mannan. & Fringe benefits Presenter: Md. parking).g. PMP® 20 .Manage Project Team: Tools & Techniques Other terms & theories Reference Rita 8E: Ch – 9 Page: 365 •Expectancy theory: Employees who believe their efforts will lead to effective performance & who expect to be rewarded for their accomplishments will remain productive as rewards meet their expectations •Arbitration & Perquisites/Perks (special rewards e. Freedom from harm Physiological Need for air. growth. Tohid Been Mannan. appreciation Social Love. Stability. learning Accomplishment. PMP® 21 . water. association Safety Security. clothing Presenter: Md. friends.Manage Project Team: Tools & Techniques Motivation Theory •McGregor’s Theory of X and Y X X o Reference Rita 8E: Ch – 9 Page: 365 o y •Maslow’s Hierarchy of needs Self Actualiz ation Esteem Self Fulfillment. affection. food. approval. housing. attention. respect. Tohid Been Mannan.Manage Project Team: Tools & Techniques Motivation Theory Reference Rita 8E: Ch – 9 Page: 365 •David McLellands’ theory of needs Primary Need Behavioral Style Achievement These people should be given projects that are challenging but are reachable They like recognition Affiliation These people work best when cooperating with others They seek approval rather than recognition Power People whose need for power is socially oriented. PMP® 22 . rather than personally oriented. are effective leaders and should be allowed to manage others. These people like to organize and influence others Presenter: Md. Tohid Been Mannan.Manage Project Team: Tools & Techniques Motivation Theory Reference Rita 8E: Ch – 9 Page: 365 •Herzberg’s Theory deals with hygiene Factors Examples of hygiene factors are: •Working conditions •Salary •Personal life •Relationships at work •Security •Status Presenter: Md. PMP® 23 . THANK YOU!!! Presenter: Md. Tohid Been Mannan. PMP® 24 .
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