Post on 16-Apr-2017
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B. M. Shahrier Majumder, PMPPMP® Exam Preparation
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Learning Objectives
Upon completion of this topic you will learn about
– The processes, activities and documentation items for Project Human Resource Management
– Elements (and deliverables) for Project Human Resource Management
– Tools and techniques of the key activities of the Project Human Resource Management
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Human Resource Management
Project Human Resource Management includes the processes that
organize and manage the project team.
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Key Activities of HR Management
• Develop Human Resource Plan: The process of identifying and documenting project roles, responsibilities and required skills, reporting relationships, and creating staff management plan.
• Acquire Project Team: The process of confirming human resource availability and obtaining the team necessary to complete project assignment.
• Develop Project Team: The process of improving competencies, team interaction and overall team environment to enhance project performance.
• Manage Project Team: The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.
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Develop Human Resource Plan | Data Flow Diagram
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Develop Human Resource Plan
Inputs Tools & Techniques Outputs
Activity resource requirementEnterprise environmental factorsOrganizational process assets
Organization charts and position descriptionsNetworkingOrganizational theory
Human resource plan
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Develop Human Resource Plan > Inputs
• Enterprise Environmental Factors• Organization culture and structure• Existing human resources• Personnel administration policies• Market place condition
• Organizational Process Assets• Organizational standard process and policies and standardize
role description• Templates for organizational charts and position descriptions• Historical information on organizational structures that have
worked in previous project
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Develop Human Resource Plan > Tools and Techniques
• Organization Charts and position description
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Develop Human Resource Plan > Outputs
• Human Resource Plan
• Roles and responsibilities
• Project organization chart
• Staffing management plan
• The training needs of the resources
• Recognition and reward systems
• How you will comply with any laws, human resource policies
etc.
• How resource will be protected from safety hazards
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Acquire Project Team | Data Flow Diagram
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Acquire Project Team
Inputs Tools & Techniques Outputs
Project management planEnterprise environmental factorsOrganizational process assets
Pre-assignmentNegotiationAcquisitionVirtual teams
Project staff assignmentsResource calendarsProject management plan updates
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Acquire Project Team > Inputs
• Enterprise Environmental Factors• Existing information for human resources including who is
available, their competency levels, their prior experience, their interest in working on the project and their cost rate
• Personnel administration policies such as those affect outsourcing
• Organizational structure• Location or multiple locations
• Organizational Process Assets• Resources hiring procedure, templates etc.• Policies for using staff in the project
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Acquire Project Team > Tools and Techniques
• Pre-assignment– Specific people being promised as part of a competitive proposal– Project dependent on the expertise of a few people– Staff assignments are defined within the project charter
• Negotiation– With functional managers to ensure that competent staff are assigned to the project– With other project management teams to appropriately assign scarce or specialized
resources
• Acquisition– When the performing organization lacks in-house staff needed to complete the
project– Services are acquired from outside
• Virtual Teams– Defined as groups of people with a shared goal, who fulfill their roles with little or no
time meeting face to face– Communications Planning is extremely important
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Develop Project Team
Inputs Tools & Techniques Outputs
Project staff assignmentsProject management planResource calendars
Interpersonal skillsTrainingTeam building activitiesGround rulesCo-locationRecognition and reward
Team performance assessmentEnterprise environmental factors updates
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Develop Project Team > Tools and Techniques
• Team Building– Forming, Storming, Norming, Performing, Adjourning– It is the job of project manager to guide, manage and improve the
interaction of team members– Project manager should improve the trust and cohesiveness
among the team– Project manager should incorporate team building activities into
all project activities– Team building requires a concerted effort and continued attention
throughout the lifecycle of the project– The WBS creation is a team building tool– Team building should start early in the life of the project
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Develop Project Team >> Tools and Techniques
• Training– Assessing your team’s skills and abilities– Meeting project needs– Can be a reward
• Ground Rules– Establishing clear expectations on what is acceptable behavior by
team members. – How should a team member resolve a conflict with another team
member– Is it allowable for a people to interrupt each other in a meeting– Is it allowable for a people to join a meeting late? What are the
consequences?– May people take other phone calls during the meeting etc.
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Develop Project Team > Tools and Techniques
• CollocationTeams that never meet face to face will have more conflict, decrease productivity and other impacts that effect the project schedule and cost. Grate project managers make an attempt to get the team physically together at least once during planning as a team building effort. If the team is located in the same city, the project manager might try to arrange for the entire team to have offices together in one place or one room. This is called collocation and has the opposite effect of virtual teams.
• Reward and RecognitionHere performance is appraised and rewards and recognitions, planned in human resource planning are giving out.
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Manage Project Team | Data Flow Diagram
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Manage Project Team
Inputs Tools & Techniques Outputs
Project staff assignmentsProject management planTeam performance assessmentPerformance reportsOrganizational process assets
Observation and conversationProject performance appraisalsConflict managementIssue logInterpersonal skill
Enterprise environmental factor updatesOrganizational process assets updatesChange requestsProject management plan updates
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Manage Project Team > Inputs
• Organizational Process Assets– Certificate of appreciation– Newsletters– Websites– Bonus structure– Corporate apparel– Other organizational prerequisite
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Manage Project Team > Tools and Techniques
• Observation and conversation– The project manager watches what is going on and also specially
talks to people to understand, how things are going. Note that, this does not say, looks at the status reports.
• Project Performance Appraisal– Depends on organizational policy– Help re-clarify roles and responsibilities– Giving positive feedback on project performance– Development of training plans
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Manage Project Team > Tools and Techniques
• Conflict Management Techniques– Withdrawing/avoiding– Smoothing/accommodating– Compromising– Forcing – Collaborating– Confronting/Problem solving
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Leadership Style
• Directing: Telling others what to do• Facilitating: Coordinating the input of others• Coaching: Instructing others• Supporting: Providing assistance along the way • Autocratic: Making decision without input• Consultative: Inviting ideas from others• Consensus: Problem solving in a group with decision-making based
on group agreement
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Expectancy theory
It proposes that people are motivated by their conscious expectations of what will happen if they do certain things, and are more productive when they believe their expectations will be realized.
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McGregor’s Theory X and Theory Y
• Theory X: Managers who accept this theory believe that people need to be watched every minute. People are incapable, avoid responsibility, and avoid work whenever possible.
• Theory Y: Managers who accept this theory believe that people are willing to work without supervision, and want to achieve. People can direct their own efforts.
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Maslow’s Hierarchy of Needs
• Maslow’s message is that people do to work for money or security. They work to contribute and to use their skills. He calls this “self actualization”. He created a pyramid to show how people are motivated and said that one cannot ascend to the next level until the levels below are fulfilled.
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Herzberg’s Theory
• This theory deals with hygienic factors and motivating agents
• Poor hygienic factors may destroy motivation, but improving them, under most circumstances, will not improve motivation.– Working condition– Salary – Personal life– Relationship at work– Security– Status
• Motivating Agents:– Responsibility– Self Actualization– Professional growth – Recognition
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Questions
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