9-PMP_Project HR Management_PMBOK_V4.pdf

7/30/2019 9-PMP_Project HR Management_PMBOK_V4.pdf

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PMP Examination Preparation Course

Topic: Project Human Resource Management

Version 4.0



©2009 Capgemini - All rights reserved 1

PMP Workshop | Financial Services All work described was performed by Capgemini or a Capgemini affiliate

Human Resource Management

OrganizationCharts

Interpersonal Skills

Human Resource plan

Performance assessments

Training

Networking

Hot Topics






Processes required to make effective use of the people involved with theproject

Develop Human Resource Plan – Process of identifying and documentingproject roles, responsibilities, and required skills and creating a staffingmanagement plan.

Acquire Project Team – Process of confirming human resource availabilityand obtaining team to complete project assignments.

Develop Project Team – Process of improving competencies, team interactionand overall team environment to enhance project performance.

Manage Project Team – Process of tracking team member performance,providing feedback, resolving issues and managing changes to optimize project

performance.






AcquireProject Team

Develop

Project Team Manage

Project Team

DevelopHumanResourcePlan

Closing

Process

Group

Monitoring &

Controlling

Process

Group

Executing

Process

Group

Planning

Process

Group

Initiating

Process

Group





Develop Human Resource Plan

The Process of identifying and documenting project roles, responsibilities,and required skills, reporting relationships, and creating a staffing

management plan.

Individuals and groups may be part of the organization performing the projector may be external to it

Internal groups are often associated with a specific functional department, suchas engineering, marketing, or accounting

Staffing Management Plan can include how and when the teammembers are acquired, release criteria, training needs, plans for

recognition and rewards and so on

Staffing Management Plan can include how and when the teammembers are acquired, release criteria, training needs, plans for

recognition and rewards and so on





Develop Human resource plan – Process diagram





Develop Human Resource Plan

Organization chartsand positiondescriptions

Networking

Organizational theory

Tools and Techniques

Human resource plan Activity resourcerequirements

Enterpriseenvironmental factors

Organizational processassets

OutputsInputs





Inputs – Develop Human Resource Plan

Activity Resource Requirements

Preliminary requirements regarding the

people and competencies are progressively

elaborated as part of human resourceplanning process.

Enterprise environmental factors

• Organizational culture and structure

• Existing Human Resources• Personnel Administration Policies

• Market Place conditions

.

Organizational Process Assets

Organizational standard processes andpolicies and standardized roledescriptions.

Templates for organizational charts andposition descriptions.

Historical information on organizationalstructures that have worked in previousprojects.





Tools & Techniques - Develop Human Resource Plan

Organization charts and position descriptions

Role and responsibility definitions or reporting relationship formats

• Hierarchical

• Matrix based

• Text oriented

Project Management Responsibilities from

• Risk register

• Communication Plan

• Quality Plan

PM

Hierarchical-type Org Chart

RAM

Matrix based Responsibi lity

Chart

RoleResponsibilities

Authority

Text Oriented Format

Whatever methods are used, the objective is to:

Ensure that each work package has an unambiguous owner

All team members have clear understanding of their roles & responsibilities.

Whatever methods are used, the objective is to:

Ensure that each work package has an unambiguous owner

All team members have clear understanding of their roles & responsibilities.





Tools & Techniques - Develop Human Resource Plan (contd..)

Networking

Formal and Informal Interactions with others in organization or industry tounderstand the political or interpersonal factors

• Pro-active correspondence

• Luncheon meetings

• Informal conversations

• Trade conferences

Organizational theory Describes the behaviour of people, teams and organizational units

Application of these proven principles shortens the HR Planning time andimprove the effectiveness of the plan

While concentrated networking for a project is a useful technique,networking regularly even without a project is also very useful

While concentrated networking for a project is a useful technique,networking regularly even without a project is also very useful





Outputs - Develop Human Resource Plan

Human Resource Plan• Roles and Responsibilities

− Define roles and responsibilities clearly using the following four elements

¾ Role¾ Authority¾ Responsibility¾ Competency

• Project Organization Charts

− Graphic display of project reporting relationships.

Staffing Management Plan− Describes

¾ Staff Acquisition – Internal ,External or contracted, Staff Locations, Costsassociated with the acquisition

¾ Resource Calendars - Resource On-boarding and Off-boarding criteria

and timelines –Resource Histogram¾ Staff release Plan¾ Training needs¾ Recognition and Rewards¾ Compliance strategies and safety related policies and procedures





Topic Review Questions

Q1. The Organizational, Interpersonal, Technical and so on interfacesare

a. Inputs to HR planning

b. Outputs of HR planning

c. Tools and Techniques of HR planning

d. Constraints to HR planning

Q2. Luncheon Meetings, Trade Conferences, Informal conversations and ____________ are various ways of networking

a. Personal correspondence

b. Passive correspondence

c. Active correspondence

d. Proactive correspondence





Acquire Project Team

Confirming Human Resource Availability and Obtaining human resourcesrequired to complete the project

• Effective negotiation to obtain required human resources

• Identifying risks on the availability of human resources and update of necessary plans

• Identifying alternative resources in case of constraints

The project management may or may not have control over teammembers selected for the project based on various factors such asorganizational structure, collective bargaining agreements ,external

environmental factors etc.

The project management may or may not have control over teammembers selected for the project based on various factors such asorganizational structure, collective bargaining agreements ,external

environmental factors etc.





Acquire project team – Process diagram





Acquire Project Team

Pre-assignment

Negotiation

Acquisition

Virtual teams


Project staff assignments

Resource calendars

Project managementplan updates

Project managementplan


Organizational processassets

OutputsInputs





Inputs - Acquire Project Team

Project management plan

Human resource plan

• Identifying, staffing, managing, controlling and release criteria

• Roles and Responsibilities

• Project organization charts

• Staffing management plan with resource histogram

− Identifies the time periods each project team member will be needed

− Requires use of project schedule information also to determine the above

A graphical representation of the time periods each project teammember will be needed is known as Resource Histogram

A graphical representation of the time periods each project teammember will be needed is known as Resource Histogram





Inputs - Acquire Project Team (contd..)

Enterprise Environmental factors

Resources

• Availability

• Competency Levels andExperience

• Interests

• Cost


Policies, Guidelines or Proceduresgoverning staff assignments

The interaction between supportfunctions such as the HR department,recruitment and Learning





Tools & Techniques - Acquire Project Team

Pre-assignment

Due to promises in the proposal

Defined in the project charter

Due to specific expertise needs of the project

Negotiation

With Functional Managers or other project management teams

To ensure receiving appropriate resources within required time frames

Acquisition

People outside the organization obtained by way of

• Subcontracting

• Hiring individual consultants

Organizational dynamics as well as the ability of project managementteam to influence others plays an important role in negotiations

Organizational dynamics as well as the ability of project managementteam to influence others plays an important role in negotiations





Tools & Techniques - Acquire Project Team (contd..)

Virtual Teams

Groups of people with a shared goal with no time spent meeting face to face

Increased importance for communications plan Time needs to be invested in

• Setting up expectations

• Developing protocols for conflict resolution

• Including people in decision-making

• Sharing credit for successes





Outputs - Acquire Project Team


Appropriate people assigned to work on the project as needed.

Other important documentation which includes

• Project team directory

• Memos to team members

• Organization charts and schedules etc., updated with names of the team members.

Resource Calendars Useful in creating the final schedule

Project management plan updates

Updates in staffing management plan are required to take care of many eventssuch as

• Retirements, promotions, illnesses, performance issues etc.,

• Non-availability of resources to fully meet the needs






Q1. The following is one of the Inputs of Acquiring Project Team

a. Pre-assignment

b. Organizational Process Assets

c. Project Staff Assignment

d. Resource calendars

Q2. Staffing Management Plan along with _____________ identifies thetime period each project team member is required

a. Resource Histogram

b. Effort estimates for the task

c. Project Schedule

d. Project cost information





Develop Project Team

Process of improving the competencies, team interaction and overallteam environment to enhance project performance.

Improving the skills of team members as well as improving the trust and

cohesiveness among team members in order to enhance projectperformance.

Improve feelings of trust and agreement among team members

Create dynamic and cohesive team culture to improve both individual andteam productivity, team cooperation and to allow cross-training andmentoring.

Team development efforts have greater benefit when conducted early,but should take place throughout the project life cycle.

Team development efforts have greater benefit when conducted early,but should take place throughout the project life cycle.





Develop Project Team

Interpersonal skills

Training Team-building

activities

Ground rules

Co-location Recognition and

Rewards


Team performanceassessments

Enterpriseenvironmental factorsupdates


Project managementplan

Resource calendars

OutputsInputs





Develop project team – Process diagram

9.3Develop project

team

4.2Develop project

management plan


Project Human Resource management

Human resourceplan

9.4

Manage projectteam

9.2Acquire project

team

Resourcecalendars

12.2Conduct

procurements

Project staff assignmentsResource calendars

Enterprise /Organization


updates





Inputs - Develop Project Team


Developing the team starts with the list of team members.


Identify training strategies needed to develop the team

On going team performance assessments

• Rewards and Recognitions

• Feedback

• Additional training

• Disciplinary actions

Resource calendars

Identifies the times that the team members can participate in team developmentactivities.





Tools & Techniques - Develop Project Team


Soft skills such as empathy, influence, creativity and group facilitation

Training

All activities for improvement of team member competencies and performance

Scheduled training as per the project plan

Unplanned training as a result of observation, conversation and project performanceappraisals

Team Building activi ties

Activities that enhance the cohesiveness amongst the team members.

Could be an informal 5 minute item or a well planned offsite experience

Five stages of development that teams may go through: Forming, Storming, Norming,Performing and Adjourning. (discussed later)





Tools & Techniques - Develop Project Team

Ground Rules

Clear expectations regarding acceptable behaviour by project team members

Responsibility lies with team members for enforcing the rules once they are established

Co-Location

Locating many or all of the team members at one location – either temporarily or for thefull project duration.

Rewards and Recognitions

Recognizing and rewarding the desirable behaviors

Plans to reward are developed during the Develop Human Resource Plan

Award decisions are made while managing the project team by using the performanceappraisals.

Only desirable behavior should be rewarded. Win-Lose rewards such as

Team member of the month can hurt cohesiveness. Rewarding win-win

behavior tends to increase the cohesiveness.

Only desirable behavior should be rewarded. Win-Lose rewards such as

Team member of the month can hurt cohesiveness. Rewarding win-win

behavior tends to increase the cohesiveness.





Tools & Techniques - Develop Project Team (contd..) - Stages of Team

Development

Forming

Initial stages of team development.Everybody is on their best behavior,but are mostly focused on themselves.

Storming

Different ideas come from the team onthe way they want to solve theproblems, the leadership andmanagement style they are amenable

to etc. The team members open out to each

other and usually confrontation occursat this stage.

Norming

Team members adjust their behaviorto each other.

Norming rules govern the workenvironment.

Performing

The team is in a mature stage and teammembers are interdependent. Idealstage for the team to be in.

Adjourning and Transforming

Team completes the task and breaksup.

Transformational management can

produce major changes in performancethrough synergy.





Tools & Techniques - Develop Project Team (additional reading)

Motivation: Theory X & Y

AmbitiousUn-ambitious

Accepts and seeks responsibilityShould be forced with a threat orpunishment

Effort in work is naturalDislikes work and will avoid if work

can be avoided

Theory Y Theory X





Physiological Needs

Self- Actuation

Needs

Self-Esteem Needs

Social Needs

Safety Needs


Motivation: Maslow’s Needs Hierarchy

Breathing,water, food,sex, sleep

Security of Body,employment,resources,

morality, family,health and

property

Friendship,

Family,Sexual

intimacy etc

Confidence,Achievement,

Respect of and by Others

Morality, Creativity,Spontaneity, Problem

Solving, lack of Prejudice,acceptance of facts






Motivation: Hertzberg's Motivation-Hygiene*

GrowthRelationship with peers

AdvancementSalary

ResponsibilityWorking conditions

WorkRelationship with boss

RecognitionSupervision

AchievementCompany policy

Leading to satisfaction

(MOTIVATION)

Leading to dissatisfaction

(HYGIENE)

*Satisfiers are called Motivators and the dis-satisfiers as hygiene factors





Outputs - Develop Project Team

Team Performance Assessments

Assessed based on project objectives like schedule, budget etc.

• Improvements in individual skills

• Improvements in team competencies and sentiments

• Reduced Staff Turnover Rate

• Increased team cohesiveness to improve overall project performance

Enterprise environmental factors updates Personnel administration records

Employee records

Team development has multiple stages. Understanding these andmotivation theories helps to plan for a better team development.

Team development has multiple stages. Understanding these andmotivation theories helps to plan for a better team development.






Q1. While the Rewards and Recognitions are planned during thedevelopment of HR plan they are given out using performanceassessments during

a. Develop human resource planb. Develop the Project Team

c. Acquire the Project Team

d. Manage the Project Team

Q2. Interpersonal skills, training, ground rules etc., are all

a. Tools and Techniques of Develop the Project Team

b. Inputs to Develop the Project Management Team

c. Outputs of Acquiring the project team

d. Outputs to Acquire the Project Team





Manage Project Team

Process of tracking team member performance, providing feedback,resolving issues and coordinating changes to enhance projectperformance.

Team management requires high degree of communication skillsincluding negotiations, conflict resolution. Additionally good

observation skills are very important.

Team management requires high degree of communication skillsincluding negotiations, conflict resolution. Additionally good

observation skills are very important.





Manage Project Team

Observation andconversation

Project performanceappraisals

Conflict management

Issue log



Enterprise Environmentalfactors updates

Organizational processassets updates

Change requests

Project management planupdates




Performance reports

Organizational process

assets

OutputsInputs

M j P di





Manage project team - Process diagram

I t M P j t T





Inputs - Manage Project Team

Project Staff Assignments

List of the project team members to be evaluated during this monitoring andcontrolling process


Human resource plan containing

• Roles and responsibilities• Project organization and

• Staffing management plan

Team Performance Assessment

Described previously

I t M P j t T ( td )





Inputs - Manage Project Team (contd..)

Performance Reports

Documentation of performance against the project management plan.

• Schedule Control

• Cost control• Quality control

• Scope verification

• Procurement Audits


Organizational processes, policies, guidelines and systems for rewarding theresources

• Certificates of appreciation

• Bonus Structures

• Corporate Apparel etc

Tools & Techniq es Manage Project Team





Tools & Techniques - Manage Project Team

Observation and Conversation Two key elements for the management to stay in touch with the work and attitudes of the

team members.

Indicators

• Progress towards deliverables

• Accomplishments of team members• Interpersonal issues

Project Performance Appraisals

Can be formal or informal. Depends on

• The length and complexity of the Appraisal

• Organizational policy

• Labour contract requirements

• The amount of regular and quality communication.

Some of the key objectives are

• Re-clarification of roles and responsibilities

• Structured feedback sessions and discovery of unknown/unresolved issues

• Development of individual training plans and establishment of specific goals.

Tools & Techniques Manage Project Team (contd )





Tools & Techniques - Manage Project Team (contd..)

Conflict Management Sources of conflict include scarce resources, scheduling priorities and personal

work styles.

Team ground rules, group norms, communication planning, role definition

reduce the amount of conflict.

Characteristics of conflict and conflict management process are:

• Conflict is natural

• Conflict is a team issue

• Openness resolves conflict

• Conflict resolution should focus on issues, not personalities

• Conflict resolution should focus on present, not the past.

Tools & Techniques Manage Project Team (contd )





Tools & Techniques - Manage Project Team (contd..)

Issue Log Should identify specific persons as responsible for resolving specific conflicts

by a target date.

Helps the team monitor the actions for closure.


Leadership Influencing

Team Building Decision Making

Motivation Political and Cultural awarenessCommunication Negotiation

Team ground rules, group norms, and solid project managementpractices – such as communication planning and role definition,


Team ground rules, group norms, and solid project managementpractices – such as communication planning and role definition,


Tools & Techniques Manage Project Team (additional reading)





Tools & Techniques - Manage Project Team (additional reading)

Confl ict management - Views

If disruptive conflict continues, increasinglyformal approaches need to be used includingpossible use of disciplinary actions

Conflict should be addressed early and usuallyin private using a direct collaborative approach

Resolved through identification of causesConflict can be resolved by involvement of upper management

Conflict is an inevitable consequence of

organizational interactions. When managedproperly, can lead to increased creativity andbetter decision-making.

Conflict is dysfunctional and is caused by

personality differences and leadership failures

NEWOLD







Conflict management - Modes

Forcing / competing (WIN-LOSE)

Collaborating (WIN)

Confronting / Problem solving (WIN-WIN)

Compromising (MIDDLE GROUND , LOSE-LOSE)

Avoiding / Withdrawal (DELAY)

Accommodating / smoothing (YIELD)

Outputs - Manage Project Team





Outputs Manage Project Team

Enterprise environmental factors updates

Inputs to Organizational Performanceappraisals

Personnel skill updates

Change requests

Items such as

• Staffing changes• Additional training disciplinary actions

• Rewards and Recognitions etc.

• Cross-training

• Additional role clarification• Added personal time in anticipation of

extra work

Organizational process assets

(updates)

Lessons Learned documentation

Templates and standard processes

Project management plan updates

Changes to staffing management plan,including new project team member

roles, additional training and rewarddecisions.







Q1. One of the inputs to “Manage the Project Team”process, PerformanceReports contain the following reports

Schedule, Cost, Quality Control and scope verification

Team performance appraisals

Procurement Audits

Project forecasts

Q2. Some of the tools and techniques for Managing the Project Team are

Observation, Conversation, Issue Log, Risk Register

Observation, Conservation, Issue Log, Interpersonal skills

Observation, Conversation, Issue Log, Conflict Management, Interpersonalskills

None of the above

Recap





Recap

OrganizationCharts

Interpersonal Skills

Human Resource plan

Performance assessments

Training

Networking

Review Questions Time





Review Questions Time

Review Questions



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Documents

9-PMP_Project HR Management_PMBOK_V4.pdf