PMP Exam Preparation Course: 08 Project Human Resource Management

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B. M. Shahrier Majumder, PMP
PMP® Exam Preparation

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
3

Human Resource Management
Project Human Resource Management includes the processes that
organize and manage the project team.
4

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.
5

Develop Human Resource Plan | Data Flow
Diagram
6
6

Develop Human Resource Plan
Inputs Tools & Techniques Outputs
Activity resource
requirement
Enterprise environmental
factors
Organizational process
assets
Organization charts and
position descriptions
Networking
Organizational theory
Human resource plan
7

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
8

Develop Human Resource Plan > Tools and
Techniques
• Organization Charts and position description
9
9

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
10

Acquire Project Team | Data Flow Diagram
11
11

Acquire Project Team
Project management plan
factors
assets
Pre-assignment
Negotiation
Acquisition
Virtual teams
Project staff assignments
Resource calendars
updates
12

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
• Resources hiring procedure, templates etc.
• Policies for using staff in the project
13

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
14

Develop Project Team
Resource calendars
Interpersonal skills
Training
Team building activities
Ground rules
Co-location
Recognition and reward
Team performance
assessment
factors updates
15

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
16

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.
17

Develop Project Team > Tools and Techniques
• Collocation
Teams 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 Recognition
Here performance is appraised and rewards and recognitions,
planned in human resource planning are giving out.
18

Manage Project Team | Data Flow Diagram
19
19

Manage Project Team
Team performance
assessment
Performance reports
assets
Observation and
conversation
Project performance
appraisals
Conflict management
Issue log
Interpersonal skill
factor updates
assets updates
Change requests
updates
20

Manage Project Team > Inputs
– Certificate of appreciation
– Newsletters
– Websites
– Bonus structure
– Corporate apparel
– Other organizational prerequisite
21

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
22

Manage Project Team > Tools and Techniques
• Conflict Management Techniques
– Withdrawing/avoiding
– Smoothing/accommodating
– Compromising
– Forcing
– Collaborating
– Confronting/Problem solving
23

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
24

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.
25

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.
26

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.
27

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
28

Questions
29
• [mail.shahrier@gmail.com]
• http://bd.linkedin.com/in/shahrier

PMP Exam Preparation Course: 08 Project Human Resource Management

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PMP Exam Preparation Course: 08 Project Human Resource Management