project human resources management

Project Human Resource Management

Prepared by Presented by: Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®

Project Human Resource Management

With this section, you will be able to:

Describe how to create and use a staffing plan

Design a responsibility matrix

List the four stages of the Tuckman team

development

Describe various motivational theories

Describe leadership styles and the most

appropriate to use

Sequentially list the seven main sources of

project conflicts.


The following is a list of the responsibilities project managers •

Negotiate with resource managers for the optimal available resources.

Confirm availability of resources assigned.

Create a project team directory.

Create project job descriptions for team members and other stakeholders.

Make sure all roles and responsibilities on the project are clearly assigned.

Understand the team members' needs for training related to their work on the project, and make

sure they get the training.

Create a formal plan covering such topics as how the team will be involved in the project and what

roles they will perform-a human resource management plan.

Insert reports of team members' performance into their official company employment record.

Send out letters of commendation to team members and their bosses.

Make sure team members' needs are taken care of.

Create recognition and reward systems-described in the Human Resource Management Plan

section of this chapter.


Project Human Resource Management describes the processes that enable the project manager to

organize and lead the project team. A subset of the project team is the project management team,

which is responsible for leadership activities in each of the five major process groups.

Part of the role of the project manager in managing the project team is to influence the team when

human resource factors may impact the project, and to ensure professional and ethical behavior at all

times when conducting project activities.



Plan Human Resource Management is 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 that it establishes project roles and responsibilities, project organization charts, and the staffing management

plan including the timetable for staff acquisition and release

9.1.1 Plan Human Resource Management: Inputs

9.1.1.1 Project Management Plan

The project management plan is used to develop the human resource management plan.

The information used for the development of the human resource management plan includes, but is not limited to:

The project life cycle and the processes that will be applied to each phase,

How work will be executed to accomplish the project objectives,

A change management plan that documents how changes will be monitored and controlled,

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.


9.1.1.2 Activity Resource Requirements

Used 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.

9.1.2 Plan Human Resource Management: Tools and Techniques

9.1.2.1 Organization Charts and Position Descriptions


The objective is to define roles and responsibilities of

each member in the project team

This can be by documenting the required roles in

different forms like:

Hierarchical, matrix and Text oriented

a hierarchical format may be used to represent high-level roles, while

a text-based format may be better suited to document the detailed responsibilities.



Hierarchical-type charts.

The traditional organization chart structure can be used to show positions and relationships in a graphical, top-

down format.

OBS:

Organization Breakdown structure ,it’s arranged according to an organization existing departments ,units ,or team

with the project activities

RBS

IT is a chart that shows the various resources necessary for a given project. A resource breakdown structure

tends to contain tangible resources, such as personnel, machinery, and raw materials required to accomplish

project activities .


http://www.wisegeek.com/what-are-personnel.htm

B-Matrix –Based Chart:

A responsibility assignment matrix RAM is used to

illustrate connections between work package and

project team members

RACI :

A type of responsibility assignment matrix that

defines role assignments more clearly than the

previous type where


Tools : Networking


Interaction of individuals with

each other in organization,

industry ..etc

Interactions like meeting, events,

informal conversation ,formal

corresponding

The way of interaction impact the

effectiveness of working

performance

Interaction could be formal or

informal

9.1.2.3 Organizational Theory

Organizational theory provides information regarding the way in which people, teams, and organizational

units behave.

Effective use of common themes identified in organizational theory can shorten the amount of time,

cost, and effort needed to create the Plan Human Resource Management process outputs and improve

planning efficiency.


Output : Human Resources Plan

It provides guidance on all information on how human resources should be defined, staffed, managed

,controlled .It can include the following


Some of the components of the human resource management plan are:

Roles and responsibilities (WE ALREADY DISSCUSED IT BEFORE )

Project organization charts (WE ALREADY DISSCUSED IT BEFORE )

Staffing management plan

1-Roles and responsibilities

The roles and responsibilities grid is

a critical tool for the project manager.

It can identify activities , documents,

and other deliverables along with the

person accountable for those activities,

documents or deliverables.


3- Staffing management plan

For a small project requiring few resources and a quick turnaround, the staffing management plan may

simply be a single page that lists who's going to work on the project.

For large complex projects requiring large teams numbering into hundreds of people, staffing management

plan is required to track the following:

All needed resources for the project

When the resources for the project are needed, available, and their anticipated duration on the

project

Any gaps such as needed skill sets or levels of expertise required for the project

When resources roll off the project

Any potential training needs

The Staffing Management Plan contains:

The Resource Histogram: Shows what resources will be needed and at what times in the project

Staffing Release Plan: Establishes method and timing for releasing resources

The Resource histogram is used to visually chart where resources are needed on the project and the

hours needed from each resource on a daily/weekly/monthly basis.


Training Needs (if expecting team members will not have required skills)

Compliance with HR rules and governmental regulations

Safety policies and procedures

Recognition & reward systems :

• Say (Thank You)

• Member of the month prize / performance prize

• Recommend him/her for raises

• Parties, events, and celebrations

• Training courses (paid)

Prepared by Presented by:

Engr. Mohamed Eid , PMP® Engr. Tarek Khairy , PMP®

NOTE

Human resources can be divided into administrative and behavioral management topics.

Most of the answers to human resource questions should come from your everyday

knowledge and work experience. Though you will see a lot of different topics described

in this chapter, these concepts do not amount to a lot of questions on the exam. To study,

read this chapter two or three times and simply make a list of the gaps in your knowledge

as you read. After a couple of passes through this chapter, you will likely remember the

information well enough for the high-level questions on the exam.


2nd PROCESS

Acquire Project Team

Prepared by Presented by: Engr. Mohamed Eid , PMP® Engr. Mohamed Abdulhaq , PMP®


Confirmation of Human resource availability and obtaining

the team necessary to complete project assignments.

How acquire team is during execution process

group??

A-Remember that we are talking on Mega projects

B-This is mean that a part of project team can be acquire

when it’s necessary in the time required ,like next year,

after two years according to project schedule

C-Project Team does not mean people who plan, but it

includes contractos,sub contractors ,suppliers..etc

D- Finaly Actual people who will be doing some of the

work may not be selected shortly before the work begin

Acquire Project Team = Acquire Final project Team


Acquire Project Team is 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.

Acquisition:

Resources from outside can be acquired to complete certain work package

Example: Sub Contractors ,Consultant, Technical Expert….etc.

Pre-assignment:

When project team members are selected in advance they are considered pre-assigned

If the project is dependent upon the expertise of particular persons ,or if some staff assignments

are defined within the project charter

Multi-Criteria Decision Analysis

the multi-criteria decision analysis is used to help rate or score potential team members. The criteria are

weighted based on the relative importance of the criteria. Typical selection criteria include but are not

limited to the following:

• Availability • Cost

• Experience • Ability

• Knowledge • Skills

• Attitude • International factors



Negotiation:

Negotiation one of the important factors that can be used by the PM

or the project team member to acquire team from functional managers

or another working project

Know the needs of the project and its priority within the organization.

Be able to express how the resource's manager will benefit from assisting

the project manager.

Understand that the resource's manager has his or her own work to do and that the

individual may not gain benefits from supporting the project.

Do not ask for the best resources if the project does not need them.

Be able to prove, by using project management tools such as the network diagram and project

schedule, why the project requires the stated quantity and quality of resources.

Use the negotiation as an opportunity to discover what the resource's manager will need from the

project manager in order to manage his or her own resources.

Work with the resource's manager to deal with situations as they arise.

Build a relationship so the project manager can call on the expertise of the resource's manager later in the

project if necessary.



Types of Teams

Dedicated Most of the team members work full-time and exclusively on the project

Dedicated teams are most common in projectized organizations.

Part-time Team members and the project manager spend a portion of their time working on the project.

Part-time teams are most often seen in functional and matrix organizations.

Partnership In cases where several organizations undertake a project, the teams are likely to

consist of people from each of the participating organizations, plus the project manager from the

organization taking the lead on the project. Such teams may offer advantages such as cost savings,

but they can also be difficult to manage.

Virtual



Virtual Teams:

Team members with little or no time spent meeting face to face.

Advantages:

1. Use special expertise even if the expert is not in the same area

2. Incorporate employees who work from home

3. Include people with mobility limitations or disabilities

4. Work in projects that would have been ignored due to travel expenses

Disadvantage:

1. Possibility for misunderstanding

2. Difficulties of sharing knowledge and experience between members

3. Cost of applying communication technology



Halo Effect

The "halo effect" is something to be aware of when dealing with team

members. There can be a tendency to rate team members high or low on all factors

due to the impression of a high or low rating on some specific factor. This can mean,

"You are a great programmer. Therefore, we will make you a project manager and

expect you to be great at that as well

Output:

1-Project Staff Assignments:

The project is staffed when appropriate people have been assigned using mentioned techniques.

Document this assignment in Project Team Directory

Send memos to team members

Insert name in organization chart

2-Resources Calendar :

Document the time periods that each project team can work on the project



.



The Process of improving the

competencies, team interaction,

and overall team environment to

enhance project performance:

A-Encourage Team working

B-Establish and maintain trust

between all project team

C-Motivate project team

D-Provide training for project

team if need it

E-Place team member in same

location ( Co-location )

Interpersonal Skills: (Soft Skills)

Interpersonal skills are the life skills we use every day to communicate and interact with other people, individually

and in groups . Interpersonal skills include not only how we communicate with others, but also our confidence and

our ability to listen and understand. Problem solving, decision making and personal stress management are also

considered interpersonal skills

Ex: Communication skills, emotional intelligence, conflict resolution, negotiation, influence, creativity, and team

building. Encourage team, communicate honestly, establish and maintain trust.



Training:

It includes all activities to enhance the competencies of the project team members ,

it can be formal or informal

Team-Building Activities can play a major role in team development. Such activities help form the project team

into a cohesive group working for the best interests of the project, to enhance project performance.

Make sure you know:

• It is the project manager's job to guide, manage, and improve the interactions of team members.

• The project manager should improve trust and cohesiveness among the team members.

• The project manager should incorporate team-building activities into all project activities.

• Team building requires a concerted effort and continued attention throughout the life of the project.

• WBS creation is a team-building tool.

• Team building should start early in the life of the project.



• Forming People are brought together as a team.

• Storming There are disagreements as people learn to work together.

• Norming In the norming phase, team members begin to work together and adjust their work habits and

behaviors to support the team. The team learns to trust each other..

• Performing Teams that reach the performing stage function as a well-organized unit. They are

interdependent and work through issues smoothly and effectively.

• Adjourning The project ends, and the team is disbanded.



Co-Location:

Placing the active team members in the same location (war room) to enhance their ability to perform as a team.

War room is a central location for project coordination usually with WBS, networks, schedule, … etc. posted on

the wall

Ground Rules (Tight Matrix):

What behavior is acceptable and what is not acceptable for example:

• How should team member resolve conflicts with others

• Who is authorized to give direction to contractors

• Acceptable behavior during meetings

Setting ground rules can help eliminate conflicts or problems with the team during

the project because everyone knows what is expected of them. And if team

members have input into creating the ground rules, they're more likely to follow

them. Ground rules are especially important when the team is managed virtually.



Recognition and Rewards

the project manager appraises performance and gives out recognition and

rewards that are appropriate for each team member, as defined in

the human resource management plan.

increase the performance of project team, specially when the reward given

to an individual satisfies a need which is valued by that individual

Team Performance Assessment

The project manager completes formal and informal team performance assessments as part of developing the

project team.

These assessments are meant to evaluate and enhance the effectiveness of the team as a whole. They

may include an analysis of how much team members' skills have improved; how well the team is

performing, interacting, and dealing with conflict .



Team Performance Assessments:

The evaluation of a team’s effectiveness may include indicators such as:

1. Improvement in skills

2. Improvement in competencies

3. Increased team cohesiveness

4. Reduce staff turnover rate

Note: Team performance assessment is done by project manager or by project management team for all team ,

not for individuals.



Exam Tip:

Team performance assessments evaluate the entire team for the project as a whole. It is the primary

output of the Develop Project Team process.

Project performance appraisals are an evaluation of an individual's performance on the project, and is a

tool and technique of the Manage Project Team process



Issue Log:

A written log documents and helps monitor who is responsible for resolving specific issue by target date



Observation and conversation:

They are used to stay in touch with the work and attitudes of the project team members

Project Performance Appraisals:

Evaluation of employees’ performance by their supervision.

360-Degree Review is one of the ways to complete appraisal by including the input of coworkers, subordinates,

and supervisors.



PMP_GATEWAY

Prepared by Engr. Mohamed Eid , PMP®

Our thinking

•Conflict :It’s not always a bad thing ,it

gives opportunities for improvement

•Conflict can be beneficial as it can shows

defect in certain process

•Conflict is resolved through

openess,identifying the causes, problem

solving by the people involved and their

immediate manager

•The presence of conflict is due to:

Nature of the project to fulfill many

requirements of different stakeholders

Limited power of project manager

Necessity of obtaining resources from

functional managers



Conflict Management

Example:

Forcing: Do it in this way

Smoothing: Let's calm down and get the job done,

I'm sure we can get to agreement about equipment need it



Compromising: Let us do a little of what both u suggest



Withdrawal / Avoid : Let's deal with this issue next week

Confronting: I suggest to make more examination for this equipment's to decide correctly if we will use it

or not.



Causes of Conflict

Schedule , Project Priority, Resources, Technical opinions, Administrative overhead, Cost, Personality



NOTE:

Conflict forces a search for alternative solutions

Conflict is a team issue

Conflict resolution focuses on issues, not

personalities

Openness resolves conflict

Conflict resolution focuses on the present, not the past

Sometimes you should use withdraw or forcing as per

situation

The best approach is collaborating/problem solving , The worst approach is forcing

Compromise, smoothing and withdrawing can lead to ‘lose-lose’ situations



For the project manager, there is a brief listing of interpersonal skills that not only contribute to conflict

resolution scenarios but that help drive to the strengths of the project team members.

Key skills are:

• Leadership - imparting vision and inspiring the team to achieve high performance

• Influencing - particularly important in a matrix environment in which the project manager may

have little direct authority over the team members. In this case, the ability to influence

stakeholders becomes a key component in project success. Effective skills in this area include:

Interactive listening skills

Clear articulation of points of view and the ability to be persuasive

Seeing all sides of the issue from your stakeholders perspectives

Being a trusted resource - not taking sides when addressing stakeholder issues

• Effective decision-making - Strong negotiation skills to influence the organization for the

success of the project



Past View vs Current view about conflict after study PMP



Interpersonal Skills

A. Powers of project manager:

Formal (Legitimate) This power is based on your position. Example: "You need to listen to me

when I tell you to do this work, because I have been put in charge!“

Reward This power stems from giving rewards. Example: "I understand that you want to

participate in the acceptance testing of this project. Because of your performance, I will assign you

as part of that team:‘

Penalty : This power comes from the ability to penalize team members. Example: "If

this does not get done on time, I will remove you from the group .

Expert This power comes from being project management expert.

Referent This power comes from another person liking you, respecting you, or wanting to be like

you. It is the power of charisma and fame

NOTE: The best forms of power are EXPERT and REWARD. Penalty is the worst form. FORMAL, REWARD, and PENALTY are

powers derived from your position in the company. EXPERT power is earned on your own.



B. Management and Leadership Styles:

At the beginning of project use directing styles.

At the project execution use coaching, facilitating, and supporting.

Directing: Telling others what to do.

Facilitating: Coordinating the inputs of others.

Coaching: Helping other achieve their goal.

Supporting: Providing assistance along the way.

Autocratic: Manager has power to do what he want.

Consultative: Manager obtains others’ opinions & act as servant for team

Consultative- Autocratic: Manager takes input from team members but retains decision-making authority for

him self.

Consensus: Making decisions base on group agreement.



Delegation: Establish goals then give team authority to complete the work.

Bureaucratic : Following procedures exactly. Appropriate for critical work.

Charismatic: Energize and encourage team in performing.

Democratic (Participative): Team own the decision made by group.

Laissez-Faire: Leave alone/Allow to act. Manager is not directly involved in team work but consult as

necessary.

Analytical: Manager asks questions to get facts.

Driver: Constantly giving directions. His attitude drives team to win.

Influencing: This style emphasizes team work, teambuilding, and team working. These managers work with

their teams to influence project implementation. Influence skills include: persuasive – listening – mutual trust –

consideration of various perspectives.





NOTES

Expectancy Theory: Employees who expect to be rewarded for their

accomplishments remains productive as rewards meet their expectations.

Perquisites (Perks): Some employees receive special rewards such as

assigned parking space or executive dining.

Fringe Benefits : Standard benefits formally given to all employees such as

educational benefits, insurance, and profit sharing

B- Maslow’s theory hierarchy of need:

To ascend next level you should fulfill levels below.

Starting from the pyramid base :

1. Physiological: Air, water, ... etc.

2. Safety: Security, Stability, ... etc.

3. Social: Like, love, friends, ... etc.

4. Esteem: Attention, respect, ... etc.

5. Self Actualization: Learning, growth, … etc.



C- David McClelland's Theory of Needs:

Also Called Acquired Needs Theory

People need achievement

People need Affiliation

People need Power

D- Herzberg’s Theory:

1. Hygiene Factors: Work condition, salary, security, personal life, relationship at work.

2. Motivating Agents: Responsibility, self-actualization, recognition, professional growth.

Poor hygiene factors may destroy motivation but improving them will not improve motivation



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