Project human resource management includes organizing, managing, and leading the project team. Specific roles and responsibilities are assigned to team members, and involving the team in planning and decision making is beneficial. The key processes are: 1. Plan human resource management, which involves identifying roles, required skills, reporting relationships, and creating a staffing management plan. 2. Acquire the project team by confirming availability and obtaining the necessary team members. 3. Develop the project team by improving competencies, interactions, and the overall team environment to enhance performance. This includes training, team building, and addressing issues. 4. Manage the project team by tracking performance, providing feedback, resolving issues, and managing changes to

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Project Human Resource Management
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2. • Project human resources management includes the processes that organize, manage and lead
the project team
• Specific roles and responsibilities are assigned to the project team, the involvement of all team
members in planning and decision making is beneficial
• Is a process of (a) identifying and documenting roles and responsibilities, required skills,
reporting relationship and (b) creating the staffing management plan
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9.1 Plan Human Resource Management
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3. Project Human Resource Management Processes
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Start
Project /
Enter
Phase
Initiating Planning Executing Closing
End
Project /
Exit Phase
Monitoring and Control Process
Process Groups
Initiating Planning Executing Monitoring &
Control
Closing
Plan Human
Resource
Management
Acquire Project
Team
Develop Project
Team
Manage Project
Team
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4. Organizational charts and position descriptions
• All team member have a clear understanding of their roles and responsibility
• Various formats exist to document team member roles and responsibilities
Types of Formats:
 Hierarchical e.g. Organizational Breakdown Structure (OBS)
 Matrix e.g. ResponsibilityAssignment Matrix (RAM) e.g. RACI
(Responsible,Accountable, Consult and Inform)
 Text -oriented
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5. Plan Human Resource Management - Tools and Techniques
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Role Definition
Responsible Conducts the actual work/owns the problem. There should be at least one R (otherwise the work is not
performed) and there can be multiple R’s (this is called team working)
Accountable Approves the completed work and is held fully accountable for it. There should be one and only one A
Consulted Has the information and/or capability to complete the work. Two-way communication (typically between R
and C) – Optional
Informed Is to be informed of progress and results. One-way communication (typically from R to I) - Optional
Example of RACI Chart
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6. OrganizationalTheories
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• Motivation is one of the most important factor to generate a team spirit and enhance the
efficiency of individual as well as of team
• It is also important to understand that team members do not get De-motivated
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7. Maslow’sTheory of Hierarchical Needs
Maslow’s message is that people do not work for security or money.They work to contribute and to
use their skills. He created a pyramid to show how people are motivated and said that one cannot
ascend to the next level unless lower level needs are fulfilled
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Physiological
Safety
Social
Esteem
Self
Actualization
Need for food, Housing, Clothing etc
Security, Stability, and Freedom
Love, Affection, Approval, Friend, Association
Accomplishment, Respect, Attention, Appreciation
Self fulfillment, Growth, Learning
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8. x
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McGregor’sTheory X andTheoryY
McGregor believes that managers view employees based on a group of assumptions & based on these
assumptions, tend to mold their behavior toward employees -
Theory X (Negative approach) – Managers who accepts this theory believe that people need
to be watched every minute, people are incapable, avoid responsibility and avoid work
whenever possible
TheoryY (Positive approach) - Managers who accepts 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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9. Hertzberg’sTwo FactorTheory
Poor hygiene factors may destroy motivation but improving them under most circumstances will
not improve motivation
Hygiene factors only are not sufficient to motivate people but motivator factors are also required
Herzberg’s two-factor
principles
Influence by
Hygiene
Factors
Improving motivator factors
increases job satisfaction
Influence by
Motivator
Factors
•Working condition
•Coworker relations
•Policies & rules
•Supervisor quality
Improving the hygiene factors
decreases job dissatisfaction
•Achievements
•Recognition
•Responsibility
•Work itself
•Personal growth
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10. • Role
• Authority
• Responsibility
• Competency
• Project Organizational Chart
• Staffing Management Plan
 StaffAcquisition
 Resource Calendar
 Staff Release Plan
 Training needs
 Recognition and Rewards
 Compliance, Safety
Human Resource Management Plan
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0
10
20
30
40
50
60
Resource Histogram
Week 11
Week 10
Week 9
Week 8
Week 7
Week 6
Week 5
Week 4
Week 3
Week 2
Week 1
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11. 9.2 Acquire Project Team
The process of confirming human resource availability and obtaining the team
necessary to complete project activities
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9.2 Acquire ProjectTeam
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12. • Are groups of people with a shared goal who fulfill their roles with little or no time spent
meeting face to face
Communication technology used for interaction:
• E-mail, audio conferencing, web-based meetings and video conferencing
Virtual team model makes it possible to:
• Form teams of people from the same company who live in widespread geographical areas
• Special expertise can work from remote areas
• Team members can work from homes
• Team members who work different shifts or hours
• People with mobility limitations or disabilities
• Move forward with projects that would have been ignored due to travel expenses
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VirtualTeams
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13. 13
VirtualTeams
Important mode of interaction:
• Communication planning
Additional time would be required:
• to set clear expectations
• facilitate communications
• develop protocols for resolving conflict
• include people in decision making
• understand cultural differences
• share credit in successes
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14. Multi Criteria Decision Analysis:
14
• To acquire the project team, use of a multi-criteria decision analysis tool may be used
• Selection criteria are developed and used to rate or score potential team members (please refer
next slide)
• Criteria’s are then weighted according to the relative importance of the needs within the team
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15. Multi Criteria Decision Analysis:
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Examples of selection criteria used to score team members –
1. Availability: Check for the team members availability to work on the project within the time
period needed
2. Cost:Verify if the cost of adding the team members is within the budget
3. Experience:Verify that the team member has relevant experience to contribute to the success of
the project
4. Ability:Verify that the team member has the required competency needed to work on the project
5. Knowledge: Consider if the team member has relevant knowledge of the customer, similar
implemented projects and nuances of the project environment
6. Skills: Ensure that the team members has the relevant skills to use a project tool, implementation
or training
7. Attitude: Determine if the team member has the ability to work in a team
8. International factors:Consider team member location, time zone and communication capabilities
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16. The process of improving the competencies, team interactions, and the overall team environment to
enhance project performance
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9.3 Develop ProjectTeam
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17. 17
Objectives of developing a project team:
• Improving knowledge and skills of team members to increase their ability to complete project
deliverables, while lowering costs, reducing schedule delays and improving quality
• Improving feelings of trust and agreement among team members to raise morale, lower conflict and
increase team work
• Creating a dynamic, cohesive, and collaborative team culture to
 improve individual and team productivity, team spirit and cooperation
 allow cross training and mentoring between team members to share knowledge and expertise
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18. 18
Interpersonal Skills
• Sometimes known as‘soft skills’
• Skills such as emotional intelligence, conflict resolution, negotiation, influence, team building and
group facilitation are valuable assets when developing a project team
Team Building Activities
• Encouraging various formal, informal communication and activities based on the individual’s
roles builds trust and establishes good working relationships
• In virtual teams this is a very important activity
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19. 19
• This phase is where the team meets and learns about the project and what their
formal roles and responsibilities are.Team members tend to be independent and
not as open in this phase.
Forming
• During this phase, the team begins to address the project work, technical
decisions, and the project management approach. If team members are not
collaborative and open to differing ideas and perspectives the environment can
become destructive.
Storming
• In the norming phase, team members begin to work together and adjust work
habits and behaviors that support the team.The team begins to trust each other.Norming
• Teams that reach the performing stage function as a well-organized unit.They are
interdependent and work through issues smoothly and effectively.Performing
• In the adjourning phase, the team completes the work and moves on from the
project.Adjourning
Tuckman’s Ladder ofTeam Development Model
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20. 20
Ground Rules
• Establishing clear expectations regarding acceptable behavior by project team members
• Early commitment to clear guidelines decrease misunderstandings and increase productivity
Co-Location
• Placing many or all of the most active team members in the same physical location to enhance
their ability to perform as a team
• Can be temporary such as at strategic important times during the project or for the entire
project
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21. 21
Team Performance Assessments
• The performance of a successful team is measured in terms of technical success according to -
 agreed-upon project objectives (including quality levels)
 performance on project schedule (finished on time)
 performance on budget (finished within financial constraints)
The evaluation of a team’s effectiveness may include indicators -
• Improvements in skills to perform assignments more effectively
• Improvements in competencies to perform better as a team
• Reduced staff turnover rate
• Increased team cohesiveness to improve the overall project performance
Develop ProjectTeam - Output
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22. The process of tracking team member performance, providing feedback, resolving
issues and managing team changes to optimize project performance
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9.4 Manage ProjectTeam
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23. 23
Conflict Management
Positive Approach
• Timely address & proper methodology, generally collaborative and in private
• Result : Better inter relationship & improved efficiency
Disciplinary Approach
• Formal procedures may need to apply with strict actions
• Cause : Conflict continues to disturb project work in spite of all formal positive approach
Common Sources
• Resources, Scheduling priorities, Individual working styles, etc.
Proactive actions
• Following Standard Project Management practices
• Planning for clear roles and responsibilities
• Communication practices
• Ground rules etc.
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24. 24
Conflict Management – Conflict ResolvingTechniques
Withdrawal/Avoid (Lose-Lose)
• Postponing the issue to be better prepared or to be resolved by others
• Retreating or withdrawing from an actual or potential disagreements
• No direct solution directly possible
Smooth/Accommodate (Lose-Lose)
• Conceding one’s position to the needs of others to maintain harmony and relationship
• De-emphasizing or avoiding areas of difference and emphasizing on areas of agreement
• Partial solution & buy time
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25. 25
Compromising/Reconcile (Lose-Lose)
• Both sides going back a step
• Bargaining or searching for solutions that bring some degree of satisfaction to the parties in
order to temporarily or partially resolve the conflict
Forcing/Direct (Win-Lose)
• Using formal power
• Exerting one’s point at the potential expense of another
Collaborate/Problem Solve/Confronting (Win-Win)
• Incorporate multiple viewpoints and insights from differing perspectives
• Requires a cooperative attitude and open dialogue that typically leads to consensus and
commitment
Conflict Management – Conflict ResolvingTechniques
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26. 26
Arbitration
• Both the party agree to a neutral third party and communicate their opinion
• The decision of arbitrator is binding to both the party
• Normally this method is used to avoid placing conflicts to the Court of Law
Conflict Management – Conflict ResolvingTechniques
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27. 27
Types of Power
Legitimate Power
• Formal Power or Positional Power
• Power comes from being formally in charge of the project and the people
Reward power
• Your ability to give award a bonus or another kind of reward in order to motivate team members
Expert power
• You are the subject matter expert
• The team respects you for your expertise in a specific-area and gives you credibility because of that
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28. 28
Referent power
• Means that people admire you, are loyal to you and want to do what you do because you are part of
the cool crowd
• You are standing in for someone who has more position or power in the company
• Can also come when you ally with a powerful person
Punishment/Coercive power
• You correct a team member for poor behavior
• Should be done on a one-to-one and in private
Types of Power
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29. Leadership Styles
Autocratic /
Directing
PM makes decision without soliciting information
from team
Bureaucratic /
Persuading /
Consultative
Input is solicited from selected team members, but PM
still sole decision maker
Democratic /
Participative /
Consensus
Consults team for open discussion and information
gathering; uses help from team to come up with a
decision
Laissez – Faire /
Delegating
Team has ultimate authority on final decision, Hands-
off Attitude
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