PMP_Project Human Resources Management

PPROJECTROJECT HHUMANUMAN RRESOURCEESOURCE
MMANAGEMENTANAGEMENT
Hisham Haridy, PMP, PMI-RMPFebruary 2016

Part “1”Part “1”
February 2016

Plan Human
Resource
Management
Acquire
Project Team
Develop
Project Team
Manage
Project Team
“The processes involved in the planning, acquisition, development, and
management of the project team”
Human Resource Management
Human resource planning
determines project roles,
responsibilities, and
reporting relationships, and
creates the staffing
management plan. HR Plan.
The process of
obtaining the human
resources needed to
complete the project .
Project staff
assignments,
Resource calendars,
Project management
plan updates.
To improve competencies
(individual development)
and to enhance the
interaction of the team
members (team building
oriented trainings) Team
performance
assessments, Enterprise
environmental
factors updates.
Manage Project Team
involves tracking
performance, providing
feedback, resolving issues
and coordinating changes to
enhance project
performance. Enterprise
environmental factors
updates, Organizational
process assets updates,
Change requests, Project
management plan
Updates.
PROJECT HUMAN RESOURCE MANAGEMENT February 2016

Inputs
Tools and
Techniques
Outputs
Plan HR Management
“The process of identifying and documenting project roles, responsibilities, and
required skills, reporting relationships, and creating a staffing management plan.”
Inputs
Techniques
Outputs
1. Project management plan
2. Activity resource
requirements
3. Enterprise environmental
factors
4. Organizational process
assets
1. Organization charts and
position descriptions
2. Networking
3. Organizational theory
4. Expert judgment
5. Meetings
1. Human resource
management plan

INPUTSINPUTS
The information used for the development of the human resource management
plan includes;
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, and
Needs and methods of communication among stakeholders.

INPUTSINPUTS
2. Activity resource requirements
Human resource planning uses activity resource requirements to determine the
human resource needs for the project.
3. Enterprise environmental factors
Organizational culture and structure.
Existing human resources.
Personnel administration policies.
Marketplace conditions.
4. Organizational process assets
Organizational standard processes and policies and standardized role descriptions.
Templates for organizational charts and position descriptions.
Historical information on organizational structures that have worked in previous
projects.

TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
1. Organization charts and position descriptions
Hierarchical-type charts
Showing who reports to who
Work Breakdown Structure
Organizational Breakdown Structure
Resource Breakdown Structure
Project
Manager
Project
Chief Civil
Civil Engineer 1
Civil Engineer 2
Chief
Mechanical
Mechanical
Engineer 1
Mechanical
Engineer 2
Chief Electrical
Electrical
Engineer 1
Electrical
Engineer 2
Project
administrator

Matrix-based charts
Illustrates the connections between work that needs to be done and project team
members.
A structure that relates the project organizational breakdown structure to the work
breakdown structure to help ensure that each component of the project’s scope of
work is assigned to a responsible person.
Matrix charts are used to illustrate which roles on the project will be working with
which work packages and what their responsibilities will be.which work packages and what their responsibilities will be.
Shows level of
responsibility for
groups /or individuals
Graphically links the
work to be done to
those doing it.
RAM Chart Person
Activity Ann Ben Tom
Define A P
Design A P R
Develop A
Test R S
P= Participate A = Accountable R = Review S = Sign-off
RAM “Responsibility Assignment Matrix”:

RACI Chart Person
Activity Ann Ben Tom Dina Aly
RACI “Responsibility Accountable Consult Inform”:
Only one person is assigned accountability for a work package, but more than one
person may be responsible for performing the work on a work package.
Activity Ann Ben Tom Dina Aly
Define A R I I I
Design I A R C C
Develop I A R C C
Test A I I R I
R = Responsible A = Accountable C = Consult I = Inform

Text-oriented formats
Provide information such as responsibilities,
authority, competencies, and qualifications.
positions.
This tool is particularly useful in recruiting.

2. Networking
Networking is the process of communicating with others within your "network" of
contacts.
Informal interaction with others in an organization or industry to understand
political and interpersonal factors that will impact the effectiveness of various
staffing management options.
3. Organizational theory
Provides information regarding the ways that people, teams, and organizational
units behave.
Groups behave differently than individuals, and it is important to understand how
organizations and teams behave.

4. Expert Judgment
List the preliminary requirements for the required skills;
Assess the roles required for the project based on standardized role descriptions
within the organization;
Determine the preliminary effort level and number of resources needed to meet
project objectives;
Determine reporting relationships needed based on the organizational culture;Determine reporting relationships needed based on the organizational culture;
Provide guidelines on lead time required for staffing, based on lessons learned
and market conditions;
Identify risks associated with staff acquisition, retention, and release plans; and
Identify and recommend programs for complying with applicable government and
union contracts.

5. Meetings
When planning human resource management of the project, the project management
team will hold planning meetings.
These meetings leverage a combination of other tools and techniques to allow for all
project management team members to reach consensus on the human resource
management plan.

OUTPUTSOUTPUTS
1. Human resource plan
A part of the project management plan.
Provides guidance on how project human resources should be defined, staffed,
managed, controlled, and eventually released. HR Plan include;
Roles and responsibilities:
Role:
The label describing the portion of a project for which a person is accountable.
Examples; Civil Engineer
Role clarity concerning authority, responsibilities, and boundaries should be
documented.
Authority:
The right to apply project resources, make decisions, and sign approvals.
Examples; quality acceptance, and how to respond to project variances.
Team members operate BEST when their individual levels of authority match their
individual responsibilities.

OUTPUTSOUTPUTS
Responsibility:
The work that a project team member is expected to perform in order to complete
the project’s activities.
Competency:
The skill and capacity required to complete project activities.
Lack of required competencies lead to bad performance (Problem!).
Proactive responses such as training, hiring, schedule changes, or scope changes areProactive responses such as training, hiring, schedule changes, or scope changes are
initiated in case of mismatch.
Project organization charts
A project organization chart is a graphic display of project team members and their
reporting relationships.
It can be formal or informal, highly detailed or broadly framed, based on the needs of
the project.

OUTPUTSOUTPUTS
Staffing management plan
Describes when and how human resource requirements will be met.
The staffing management plan can be formal or informal, highly detailed or broadly
framed, depending upon the needs of the project.
The plan is updated continually during the project to direct ongoing team member
acquisition and development actions.
Information in the staffing management plan varies by application area and project
size, but items to consider include:size, but items to consider include:
Staff acquisition.
Resource calendars.
Staff release plan.
Training needs.
Recognition and rewards.
Compliance.
Safety.

Inputs
Tools and
Techniques
Outputs
Acquire Project Team
“The process of confirming human resource availability and obtaining the team
necessary to complete project assignments”
1. Human resource
management plan
factors
assets
1. Pre-assignment
2. Negotiation
3. Acquisition
4. Virtual teams
5. Multi-criteria decision
analysis
1. Project staff assignments
2. Resource calendars
updates

INPUTSINPUTS
1. Human resource management plan
Roles and responsibilities defining the positions, skills, and competencies.
Project organization charts indicating the number of people needed.
Staffing management plan delineating the time periods each project team member will
be needed and other information important to acquiring the project team.
2. Enterprise environmental factors
Existing information for human resources including who is available, their competencyExisting 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 that affect outsourcing.
Organizational structure.
Location or multiple locations.
Organization standard policies, processes, and procedures

1. Pre-assignment
It is normal on project for the roles to be defined first.
Later, resources are assigned to perform those roles
and fulfill the responsibilities; however, occasionally
specific resources will be pre-assigned to fill a role.
This may occur before the staffing management plan
has been developed and even before the project
2. Negotiation
Negotiating is an important skill for project
managers to cultivate.
Project managers often have to negotiate for
resources, both inside and outside the
organization.
formally begins.

3. Acquisition
The tool of acquisition, as used here, can be a bit misleading, since the overall
process is "Acquire Project Team."
The tool of acquisition refers to looking outside the organization for resources
when they cannot be provided by your organization.

4. Virtual teams
Virtual teams have become much more popular over recent years.
A virtual team is a group of individuals who may or may not see each other in
person.
Instead, they typically use communication tools to meet online, share information, and
collaborate on deliverables.

4. Multi-criteria decision analysis
A set of criteria to help evaluate potential team members
Example; availability, cost, experience, location, a required skill set, knowledge,
training, as well as any other factors that address the needs of the project.
Criteria can be weighted by importance, and potential team members are scored based
on how well they meet the selected criteria.

OUTPUTSOUTPUTS
The project is staffed when appropriate people have been assigned through the
previously described methods.
Each defined role should have a resource assigned to it.
These assignments may happen several times throughout the process as resources
are needed.
Staff assignments contain a list of all team members for the project.
As resources are assigned to the project, the time they are assigned to work on
activities should be documented.
Each resource's resource s forecasted time on the project should be documented.
1. Project management plan updates
The human resources plan.

Develop Project Team
“The process of improving the competencies, team interaction, and the
overall team environment to enhance project performance”
Inputs
Tools and
Techniques
OutputsInputs
Techniques
Outputs
1. Human resource
management plan
1. Interpersonal skills
2. Training
3. Team-building activities
4. Ground rules
5. Colocation
6. Recognition and rewards
7. Personal assessment tools
1. Team performance
assessments
factors updates

INPUTSINPUTS
The human resource plan which identifies training strategies and plans for
developing the project team.
Items such as rewards, feedback, additional training, and disciplinary actions can
be added to the plan as a result of ongoing team performance assessments and
other forms of project team management.other forms of project team management.
Team development starts with a list of the project team members. Project staff
assignment documents identify the people who are on the team.
Resource calendars identify times when the project team members can
participate in team development activities.

Soft skills which are particularly important to team development.
Leading
Communicating
Negotiating
Motivating
Problem solving
Influencing the organization
2. Training2. Training
If a team member does not have the skills needed to carry out their
responsibilities, then training may be a good option.
Training can be formal or informal.
Examples of training methods include classroom, online, computer-based, on-the-
job training from another project team member, mentoring, and coaching.
Scheduled training takes place as stated in the human resource plan.
Unplanned training takes place as a result of observation, conversation, and
project performance appraisals conducted during the controlling process of
managing the project team.

3. Team-building activities
Any activity that enhances or develops the cohesiveness of the team.
Focusing on building bonds and relationships among team members.
Although team-building may be treated as a special event, it can occur while
performing regular project responsibilities, and becomes more important as the
project progresses.
Team-building cannot be forced. It should be modeled by the project manager,Team-building cannot be forced. It should be modeled by the project manager,
who should work to include all members of the team and produce a shared goal.
One theory states that there are five stages of development that teams may go
through:
i. Forming
ii. Storming.
iii. Norming.
iv. Performing.
v. Adjourning.

4. Ground rules
A list of acceptable and unacceptable behaviors
adopted by a project team to improve working
relationships, effectiveness, and communication.
Formal or informal rules.
A link between performance & reward.
Authority appropriate for responsibility.
System specific to needs of project.
For example, everyone on the project shares
responsibility for protecting the security of project
data.

5. Colocation or (War Room)
Most active team members are placed in one physical location.
To enhance team members’ ability to perform as a team
To encourage interaction
Colocation can be temporary or for the entire project duration.
When not viable, alternative is frequent face-to-face meetings.
6. Recognition and rewards6. Recognition and rewards
The project manager appraises performance and gives out team-member-
appropriate recognition and rewards, which were planned.
7. Personal assessment tools
These tools help project managers assess the team preferences, aspirations, how
they process and organize information, how they tend to make decisions, and
how they prefer to interact with people.
Various tools are available such as attitudinal surveys, specific assessments,
structured interviews, ability tests, and focus groups.

OUTPUTSOUTPUTS
1. Team performance assessments
The evaluation of a team’s effectiveness may include indicators such as:
Improvements in skills that allow individuals to perform assignments more
effectively,
Improvements in competencies that help the team perform better as a team,
Reduced staff turnover rate, and
Increased team cohesiveness where team members share information and
experiences openly and help each other to improve the overall project
performance.
As a result of conducting an evaluation of the team’s overall performance, the
project management team can identify the specific training, coaching, mentoring,
assistance, or changes required to improve the team’s performance.
2. Enterprise environmental factors updates
Personnel administration, including updates for employee training records.
Skill assessments.

Inputs
Tools and
Techniques
Outputs
Manage Project Team
“The process of tracking team member performance, providing feedback, resolving
issues, and managing changes to optimize project performance”
Inputs
Techniques
Outputs
1. Human Resource
management plan
3. Team performance
assessments
4. Issue log
5. Work performance reports
assets
1. Observation and
conversation
2. Project performance
appraisals
3. Conflict management
1. Change requests
Updates
3. Project documents updates
factors updates
assets updates

INPUTSINPUTS
The human resource plan includes:
Roles and responsibilities.
Project organization.
The staffing management plan.
2. Project staff assignments2. Project staff assignments
Provides documentation which includes the list of project team members.
3. Team performance assessments
The project management team makes ongoing formal or informal assessments of
the project team’s performance.
By continually assessing the project team’s performance, actions can be taken to
resolve issues, modify communication, address conflict, and improve team
interaction.

INPUTSINPUTS
4. Issue log
A point or matter in question or in dispute, or not settled and is under discussion or
over which there are opposing views or disagreements.
Anything that threatens project progress.
It could be specific, such as a technical concern, or general, such as a personality
conflict among team members.
A place to record issues that require resolution.A place to record issues that require resolution.
Along with each issue, the person or people responsible for resolving the issue should
be documented, as well as due dates for the desired resolution.

INPUTSINPUTS
5. Work performance reports
Provide documentation about the current project status compared to project
forecasts.
Performance areas that can help with project team management include results
from schedule control, cost control, quality control, and scope verification.
The information from performance reports and related forecasts assists in
determining future human resource requirements, recognition and rewards, and
updates to the staffing management plan.
Certificates of appreciation,
Newsletters,
Websites,
Bonus structures,
Corporate apparel, and
Other organizational perquisites.

1. Observation and conversation
A project manager watches what is happening and specifically talks to people to
understand how things are going.
2. Project performance appraisals
Evaluation of employees' performance by those who supervise them is a
common business practice around the world.
This evaluation should include the employees work on projects.
The project manager can adjust the project to handle changes in performance
based on these appraisals.
A new and sophisticated way to complete performance appraisals is to include
the input of coworkers and subordinates, as well as supervisors. This may result
in a clearer picture of actual performance and is called a 360-degree review.

Conflict is the result of group problem solving.
Where two or more people need to make decisions, there eventually is
disagreement.
Conflict is natural and inevitable.
Conflicts can, for example, easily develop out of a situation where members of a
group have a misunderstanding of each other’s role and responsibilities
3. Conflict Management
Project Managers need to realize that conflicts during the life of a project are
inevitable.
Recognizing this fact, developing good procedures or techniques, and planning for
conflict resolution can help resolve conflicts as they arise.
A project management plan can identify
potential conflicts, develop resolution
methods, and document the methods for the
project team to use throughout the project.

Source of conflicts
Research has shown that the greatest source of conflict is between project
managers and functional managers.
Most of these are the result of disagreements over schedules, priorities, and
resources.
This runs contrary to commonly held beliefs that most project conflicts are a result
of personality differences. Cause of conflicts:
of personality differences. Cause of conflicts:
1. Project Schedule
2. Project Priorities
3. Resources
4. Technical opinions
5. Administrative procedures
6. Costs
7. Personality.

Conflict Management Strategies
1. Confronting / Problem-Solving
Sometimes referred to as “confronting”, although the term confronting may have a
negative connotation to it, this method is generally viewed as the best method for
conflict resolution. It “confronts” the source of conflict and looks to solve the conflict
so it will not be an issue for the project.
The conflicting parties meet face-to-face and try to work through their disagreements.
The conflicting parties meet face-to-face and try to work through their disagreements.
These approaches focus more on solving the problem and less on being combative.
This method should be used:
• To attack a common enemy
• When there is enough time
• When there is trust
• When you have confidence in other party’s ability
• When you and the conflicting party can both get at
least what you wanted

2. Compromising / Reconciling
To compromise is to negotiate or bargain for a solution that gives both parties some
degree of satisfaction.
Some would call this a “give and take” or “win-win situation”.
Others might call it a “lose-lose” position, since neither party will get everything
they want or need.
Compromise should be used:
• When both parties need to be winners
• When you can’t win
• When others are as strong as you are
• When you are not sure you are right
• To avoid giving the impression of “fighting”
• When you don’t have time

3. Forcing / Direct
Forcing is exactly as the name implies.
It is when one party tries to impose the solution on the other party.
The result is usually viewed as a “win-lose” situation, where one party wins at the
expense of the other.
Typically, this method does not address the underlying source of conflict and can
reduce team morale.
reduce team morale.
It is NOT viewed as a good method for long term solutions and relationship building.
Forcing should be used when:
• When you are right
• When a quick decision must be made
• To gain power
• When it’s understood that a game is being played
• When a do-or-die situation exists
• When you are stronger (never start a battle you can’t win)

4. Collaborating / Problem-Solving
Incorporating multiple viewpoints and insights from differing perspectives; leads to
consensus and commitment.
5. Smoothing / Accommodating
When using the smoothing, or accommodating, technique, the Project Manager will
emphasize the areas of agreement or turn attention to what is going well and
deemphasizing the areas of disagreement or conflict.
Smoothing tends to downplay the conflict instead of resolving it.
An example of smoothing would be to tell someone, “We have agreed on three of
the five points and there is not reason why we cannot agree on the last two
points.”

6. Withdrawing / Avoiding
Withdrawal is often regarded as a temporary solution at best.
Some argue that this is not a conflict resolution at all.
A project manager that uses this method is merely hoping that the problem will go
away by itself over time.
Because of the avoidance or temporary nature of this method, the conflict can come
up again and again throughout the project life.
up again and again throughout the project life.
Avoiding should be used:
• When you can’t win
• To gain time
• To preserve neutrality or reputation
• When you think the problem will go away
• When you win by delay

Steps to Prevent Conflict
1. Assume the other person has a different value relating style than yours
2. Beware of the orientation of the other person
3. Avoid overdoing personal strengths
4. Think collaboratively
4. Think collaboratively
5. Respect other’s value relating style

Project managers use a combination of technical, human, and conceptual skills to
analyze situations and interact appropriately with team members.
Using appropriate interpersonal skills aids project managers in capitalizing on the
strengths of all team members.
Some of the interpersonal skills the project managers use most often are briefly
covered below.
Leadership.
Influencing.
Effective decision making

OUTPUTSOUTPUTS
1. Change requests
When staffing issues disrupt the project management plan, such as causing the
schedule to be extended or the budget to be exceeded, a change request can be
processed through the Perform Integrated Change Control process.
Staffing changes can include moving people to different assignments, outsourcing
some of the work, and replacing team members who leave.
2. Project management plan Updates
The human resource management plan.
3. Project documents updates
Issue log
Roles description
Project staff assignments.

OUTPUTSOUTPUTS
4. Enterprise environmental factors updates
Input to organizational performance appraisals, and
Personnel skill updates.
5. Organizational process assets updates
Historical information and lessons learned documentation,
Templates, and
Organizational standard processes.Organizational standard processes.

Part “2”Part “2”February 2016

The project manager must be able to lead, motivate and persuade people to act in
the best interest of the project and must be able to build a team and lead
members to give their best effort to the project.
Effective project managers acquire a balance of technical, interpersonal, and
conceptual skills that help them analyze situations and interact appropriately
Leadership
INTERPERSONAL SKILLSINTERPERSONAL SKILLS
Team building
Motivation
Communication
Influencing
Decision making
Political and cultural awareness
Negotiation

Leadership
PMI's philosophy the project manager is rarely given complete and unquestioned
authority on a project.
Leadership involves focusing the efforts of a group of people toward a common
goal and enabling them to work as a team.
INTERPERSONAL SKILLSINTERPERSONAL SKILLS -- LEADERSHIPLEADERSHIP
Leadership is the ability to get things done through others.
Respect and trust, rather than fear and submission, are the key elements of
effective leadership.
Effective leadership is critical during the beginning phases of a project when the
emphasis is on communicating the vision and motivating and inspiring project
participants to achieve high performance.

Leadership Style
Autocratic: Making decision without input.
Directing: Telling people what to do.
Coaching: Giving needed instructions.
Facilitating: Coordinating input of others.
Supporting: Giving assistance along the way.
Consultative: Inviting Ideas from others.
Consultative-Autocratic : In this style, the manager solicits input from team
members, but retains decision-making authority for him- or herself.
Delegating: Give the team sufficient authority.
Consensus: Decision made based on agreement.

Bureaucratic :. This style focuses on following procedures exactly.
Charismatic: Charismatic managers energize and encourage their team in
performing project work.
Democratic or Participative: This style involves encouraging team participation
in the decision making process.
Laissez-faire: “allow to act” “Leave alone” with highly skilled team.
Influencing: This style emphasizes teamwork, team building, and team decision
making.
Analytical: This style depends on the manager's own technical knowledge and
ability.
Driver: A driver manager is constantly giving directions.

Team building
The process of helping a group of individuals, bound by a common sense of
purpose, to work interdependently with each other, the leader, external
stakeholders, and the organization.
INTERPERSONAL SKILLSINTERPERSONAL SKILLS –– TEAM BUILDINGTEAM BUILDING
The result of good leadership and good team building is teamwork.
Team building activities consist of tasks (establish goals, define, and negotiate roles
and procedures) and processes (interpersonal behavior with emphasis on
communication, conflict management, motivation, and leadership).

Outcomes of team building include mutual trust, high quality of information
exchange, better decision making, and effective project control.
One theory states that there are FIVE stages of development that teams may go
through:
i. Forming “The team meets and learns about the project and what their formal
roles and responsibilities are. “
ii. Storming. “The team begins to address the project work, technical decisions,
and the project management approach.”
iii. Norming. “Team members begin to work together and adjust work habits and
behaviors that support the team.”
iv. Performing. “Teams that reach the performing stage function as a well-
organized unit.”
v. Adjourning. “The team completes the work and moves on from the project.”

INTERPERSONAL SKILLSINTERPERSONAL SKILLS -- MOTIVATIONMOTIVATION
Motivation
Project teams are comprised of team members with diverse backgrounds,
expectations, and individual objectives.
Motivating in a project environment involves creating an environment to meet
project objectives while offering maximum self-satisfaction related to what peopleproject objectives while offering maximum self-satisfaction related to what people
value most.
These values may include job satisfaction, challenging work, a sense of
accomplishment, achievement and growth, sufficient financial compensation, and
other rewards and recognition the individual considers necessary and important.

Motivation Theory
Theory “X” Theory “Y”
People inherently dislike work.
People must be coerced or controlled to do
work to achieve objectives.
People prefer to be directed basic human
needs are arranged in a hierarchy.
People view work as being as natural as play
and rest .
People will exercise self-direction and control
towards achieving objectives they are
committed to.
People learn to accept and seek responsibility.
1. Theory of X and Y (Douglas McGregor’s)
People learn to accept and seek responsibility.

2. Maslow’s Hierarchy of Needs
Theory (Abraham Maslow)
The basic human needs are arranged
in a hierarchy.
The lower needs must be satisfied
The lower needs must be satisfied
before the higher needs can be
addressed.
According to this concept, people are
always in some sort of a ‘‘needs’’
state.

3. Hygiene Theory (Frederick Herzberg’s).
Hygiene factors: A series of hygiene factors create dissatisfaction if individuals
perceive them as inadequate or inequitable, yet individuals will not be
significantly motivated if these factors are viewed as adequate or good.
Hygiene factors include factors such as salary, job security and working
Hygiene factors include factors such as salary, job security and working
conditions.
Motivators: They are intrinsic factors such as sense of achievement,
recognition, responsibility, and personal growth.
The hygiene factors determine dissatisfaction, and motivators determine
satisfaction.

4. Theory of Needs - Acquired Needs Theory (David McClelland’s) .
Needs for achievement: The person who have a high achievement need likes to
take personal responsibility.
Needs for affiliation: The person who have a high need for affiliation needs
harmonious relationships with people and needs to be accepted by other people.
harmonious relationships with people and needs to be accepted by other people.
(People-oriented rather than task-oriented).
Needs for power: The person who have a need for
power wants to direct and command other people.
Most managers have a high need for power.

5. Expectancy Theory (Victor Vroom)
Expectancy theory focuses on people’s ideas about their jobs and their surroundings.
It focuses on the idea that people will do a certain thing in order to receive some
sort of positive outcome.
Personal Goal

6. Halo Theory
Halo Theory is the process (in project management) of assuming that someone
would make a good Project Manager because that person is good in his or her
technical field.
The theory could also be used to imply that if someone was not good in his or her
The theory could also be used to imply that if someone was not good in his or her
technical field, that person wouldn't be good at project management.
This theory often becomes reality when someone is promoted to a Project Manager
from a technical or hands-on position and hasn't had the opportunity to receive any
project management training.

Learning Curve
The concept of learning curve theory is ; If people do a job repeatedly, each time
they double the number of times they repeat the job, the time to do the work is
reduced by a constant percentage.

INTERPERSONAL SKILLSINTERPERSONAL SKILLS -- COMMUNICATIONCOMMUNICATION
Communication
Communication has been identified as one of the single biggest reasons for project success
or failure.
Openness in communication is a gateway to teamwork and high performance.
It improves relationships among project team members and creates mutual trust.
To communicate effectively, the project manager should be aware of the communication
styles of other parties, cultural issues, relationships, personalities, and overall context
of the situation.
Awareness of these factors leads to mutual understanding and thus to effective
communication.
Project managers should identify various communication channels, understand what information
they need to provide, what information they need to receive, and which interpersonal skills will
help them communicate effectively with various project stakeholders.
Listening is an important part of communication.

Influencing
Influencing is a strategy of sharing power and relying on interpersonal skills to get
others to cooperate towards common goals.
Using the following guidelines can influence team members:
Lead by example, and follow through with commitments
INTERPERSONAL SKILLSINTERPERSONAL SKILLS -- INFLUENCINGINFLUENCING
Clarify how a decision will be made
Use a flexible interpersonal style, adjust the style to the audience
Apply your power skillfully and cautiously. Think of long-term collaboration.

Decision Making
There are four basic decision styles normally used by project managers:
i. Command
ii. Consultation
iii. Consensus
iv. Coin flip (random)
There are four major factors that affect the decision style:
INTERPERSONAL SKILLSINTERPERSONAL SKILLS -- DECISION MAKINGDECISION MAKING
There are four major factors that affect the decision style:
i. Time constraints.
ii. Trust.
iii. Quality.
iv. Acceptance.
Project managers may make decisions individually, or they may involve the project
team in the decision-making process.

Project managers and project teams sometimes use a decision-making model or
process such as the six-phase model shown below.
1. Problem Definition
2. Problem Solution Generation
3. Ideas to Action
INTERPERSONAL SKILLSINTERPERSONAL SKILLS -- DECISION MAKINGDECISION MAKING
4. Solution Action Planning —Involve key participants to gain acceptance and
commitment to making the solution work.
5. Solution Evaluation Planning —Post-implementation analysis, evaluation,
and lessons learned.
6. Evaluation of the Outcome and Process —Evaluate how well the problem
was solved or project goals were achieved (extension of previous phase).

Political and Cultural Awareness
Organizational politics are inevitable in project environments due to the diversity in norms,
backgrounds and expectations of the people involved with a project.
The skillful use of politics and power helps the project manager to be successful.
By understanding and capitalizing on cultural differences, the project management team is
more likely to create an environment of mutual trust and a win/win atmosphere.
INTERPERSONAL SKILLSINTERPERSONAL SKILLS
An effective way to manage this cultural diversity is through
getting to know the various team members and the use of
good communication planning as part of the overall project
plan.
Culture can impact the speed of working, the decision-making
process, and the impulse to act without appropriate planning.
This may lead to conflict and stress in some organizations

Negotiation
Negotiation is a strategy of conferring with parties of shared or opposed interests
with a view to compromise or reach an agreement.
Negotiator: May be seller, employee or boss, spouse or friend.
Objectives of Negotiation:
To shape the perceptions of the other side.
INTERPERSONAL SKILLSINTERPERSONAL SKILLS -- NEGOTIATIONNEGOTIATION
To get the best final offer from the other side.
Type of negotiation
Win- win.
Win- lose.
Lose- lose.
Lose - win

INTERPERSONAL SKILLSINTERPERSONAL SKILLS -- NEGOTIATIONNEGOTIATION
Negotiation Tactics
1. Authority limits
2. Last and final offer
3. Nibbles
4. Humble and helpless
5. Dead line
6. Surprise
7. Missing Man
8. Faire and reasonable
9. Strategic Delays
10.Arbitration

Project managers, especially those in matrix and functional organizations, are often
tasked with responsibility for the project without much formal authority in the
organization.
Understanding the forms of power can help the project manager maximize his
ability to influence and manage the team:
1. Reward Power
Form of PowerForm of Power
1. Reward Power
2. Expert Power
3. Legitimate
4. Referent
5. Punishment
Best Forms of Power: PMI considers reward and expert the most effective forms of
power and punishment the least effective.

Refreshments
Q1: The management theory that states that all people can direct their own efforts is:
A. Theory Y.
B. Herzberg's theory.
C. Maslow's hierarchy.
D. Theory X.
Q2: Which of the following leadership traits is MOST important for a project manager?
A. Communication
B. Team building
C. Technical expertise
D. Project control

Refreshments
Q3:A project is in the middle of the executing processes when a stakeholder suggests a
major new change. This change will cause the third major overhaul of the project. At
the same time, the project manager discovers that a major work package was not
completed because a team member's boss moved him to another project that had a
higher priority. Which of the following is the BEST person for the project manger to
address these issues with?
A. The team
B. Senior management
C. The customer
D. The sponsor

Refreshments
Q4: Conflict resolution techniques that may be used on a project include confronting,
smoothing, forcing, and:
A. Withdrawing.
B. Directing.
C. Organizing.
D. Controlling.

Refreshments
Q5: There have been many work packages completed successfully on the project and
the sponsor has made some recommendations for improvements. The project is on
schedule to meet an aggressive deadline when the successor activity to a critical path
activity suffers a major setback. The activity has 14 days of float and is being completed
by four people. There are two other team members with the skill set to assist the
troubled activity, if needed.
The project manager receives a call that three other team members are attempting to
be removed from the project because they do not feel the project can be successful.
When the project manager pursues this, she discovers that those team members have
issues that have not been addressed.issues that have not been addressed.
Which of the following is the BEST thing to do to improve the project?
A. Have the team members immediately assist the troubled activity.
B. Investigate why the project schedule is aggressive.
C. See who can replace the three team members.
D. Create an issue log.

THANK YOU

PMP_Project Human Resources Management

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