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Human Resources
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Project Human Resource
Management
PMBOK- Project Management Body of Knowledge
Book that outlines a set of standard terminology and guidelines for project management
Published by the PMI (Project Management Institute) which is the world’s largest not for profit organisation for the project management profession
PMBOK currently in its 5th edition
PMP (Project Management Professional) certification recognised worldwide
Project Human Resource ManagementFour different human resource management processes:
1. Plan human resource management – The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management.
2. Acquire project team - The process of confirming human resource availability and obtaining the team necessary to complete project activities
3. Develop project team - The process of improving competencies, team member interaction, and overall team environment to enhance project performance
4. Manage project team - The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance
Plan Human Resource Management
Plan HR management – input 1:Project management plan
This refers 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
Needs and methods of communication among stakeholders
Plan HR management – input 2:Activity resource requirements
Activity resource planning refers to the decisions made in allocating human resource needs to the project
Plan HR management – input 3:Enterprise environmental factors
These factors include:
Existing human resources
Organizational culture and structure
Geographical dispersion of project team members
Marketplace conditions
Plan HR management – input 4:Organisational Process Assessments
These organisational assets include:
Organizational standard processes, policies, and role descriptions
Templates for organizational charts and position descriptions
Lessons learned on organizational structures that have worked in previous projects
Escalation procedures for handling issues within the team and within the performing organization
Plan Human Resource Management
Plan HR management – Tools & Techniques 1:Organisational charts and position descriptions
Various formats exist, most fall under one of three heading types: Hierarchical, matrixed, text-orientated
Purpose of these charts is to ensure each work package involved in the project has an unambiguous owner
Plan HR management – Tools & Techniques 2: Networking
Networking is the formal and informal interaction with others in an organization, industry, or professional environment
Plan HR management – Tools & Techniques 3: Organisational Theory
Organizational theory provides information regarding the way in which people, teams, and organizational units behave
It is important to recognize that different organizational structures have different individual response, individual performance, and personal relationship characteristics
Plan HR management – Tools & Techniques 4: Expert judgement
Expert judgment is used to:
List the preliminary requirements for the required skills;
Assess the roles required for the project
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
Identify and recommend programs for complying with applicable government and union contracts
Plan HR management – Tools & Techniques 5: Meetings
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
Plan HR management – Output 1: Human resource management plan
provides guidance on how project human resources should be defined, staffed, managed, and eventually released
roles and responsibilities: responsibility, authority, competency
Project organization charts: graphical display of project team members
and their reporting relationships
Staffing management plan: staff acquisition, resource calendars, staff release plan, training needs, recognition
Acquire Project Team
Acquire Project Team is the process of confirming human resource availability and obtaining the team necessary to complete project activities.
Acquire Project Team
It is important that the following factors are considered during the process of acquiring the project team:
The project manager should effectively negotiate and influence others.
Insufficient human resources or capabilities decrease the probability of success.
If the human resources are not available due to constraints the project manager may be required to assign alternative resources.
Acquire Project team: Inputs
Human resource Management Plan
The human resource management plan provides guidance on how project human resources should be identified, staffed, managed, and eventually released .
Enterprise Environmental Factors
Existing information on human resources;
Personnel administration policies;
Organizational structure; and
Colocation or multiple locations.
Organizational Process Assets
Organizational standard policies, processes, and procedures.
Acquire Project team: tools and techniques
Pre-assignment When project team members are selected in advance, they are
considered pre-assigned.
Negotiation For example, the project management team may need to negotiate
with: Functional managers, other project management teams and External organizations, vendors, suppliers, contractors, etc.
Acquisition This can involve hiring individual consultants or subcontracting work to
another organization.
Acquire Project team: tools and techniques
Virtual teams Virtual teams can be defined as groups of people with a shared
goal who fulfill their roles with little or no time spent meeting face to face.
Multi-criteria decision Analysis By use of a multi-criteria decision analysis tool, criteria are
developed and used to rate or score potential team members.
Availability, cost, Experience, Ability, Knowledge, Skills, Attitude, International factors.
Acquire Project team: outputs
Project Staff Assignments The project is staffed when appropriate people have been
assigned to the team.
Resource calendars Resource calendars document the time periods that each
project team member is available to work on the project.
Project Management Plan updates When gaps occur, the project management plan needs
to be updated to change the team structure, roles, or responsibilities.
Develop Project Team
The process of improving competencies, team member
interaction, and
overall team environment to enhance project performance.
It provides guidance on how project human resources should be
defined, staffed, managed, controlled, and eventually released
and identifies training strategies and plans for developing the
project team.
Input 1: Human resource Management Plan
Team development starts with a list of the project team members;
Project staff assignment documents identify the people who are
on the team.
Input 2: Project Staff Assignments
Input 3: Resource calendars Identifies times when the project team members can participate in
team development activities.
Interpersonal Skills
They are behavioural competencies that include proficiencies such as
communication skills, emotional intelligence, conflict resolution,
negotiation, influence, team building, and group facilitation.
Training
Activities designed to enhance the competencies of the project team
members. Examples of training methods include classroom, online,
computer-based training from another project team member,
mentoring, and coaching.
Develop Project Team – Tools and techniques
Team-Building Activities
Help individual team members work together effectively. Team-building strategies
are particularly valuable when team members operate from remote locations
without the benefit of face-to-face contact.
Ground Rules
Establish clear expectations regarding acceptable behaviour by project team
members.
Colocation
Involves placing the most active project team members in the same physical
location to enhance their ability to perform as a team.
Develop Project Team – Tools and techniques
Personnel Assessment 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.
Recognition and rewards
People are motivated if they feel they are valued in the organization and
this value is demonstrated by the rewards given to them.
Develop Project Team – Tools and techniques
The performance of a successful team is measured in terms of
technical success according to agreed-upon project objectives,
performance on project schedule and performance on budget.
Output 1: Team Performance Assessments
Output 2: Enterprise Environmental Factors updates
The enterprise environmental factors that may be updated as a
result of the Develop Project Team process include personnel
administration, employee training records, and skill assessments.
Manage Project Team
The process of tracking team member performance, providing feedback, resolving issues, managing changes
Project management team observes team behaviour, manages conflict, resolves issues, and appraises team member performance
Change requests can be submitted, HR plan is updated, issues resolved, input is provided for performance appraisals, and lessons learned are added to the organization’s database
Manage Project Team
Input 1: Human Resource Management Plan
This is an output of the “Plan Human Resource Management” process.
The important elements of the plan which are used in this process are Defines Roles and Responsibilities Project organization (who reports to whom, etc.) Staffing management plan (when team members are to
work on project)
Input 2: Project staff assignments
This is an output of the “ Aquire Project Team” process
Similarly to the previous input, they tell who is going to be on the project, and what their roles and responsibilities will be.
Input 3: Team Performance assessments
This is an output of the “Develop Project Team” process
They are the project management team’s assessments of the project team’s performance.
Based on which issues are resolved, communication is modified, conflict is addressed, and team interaction is improved
Input 4: Issue log
The issue log is a project document which is an important input for recording what issues exist, and for recording any resolutions to those issues
Documents who is responsible for resolving specific issues by a target date.
Input 5: Work performance reports
This is an output of the “ Direct and Manage Project Work” process
This information assists in determining recognition and awards for team members, and in planning future human resource needs on the project.
Helps with Schedule control, cost control, quality control, scope verification
Input 6: Organisational process assets
Organisation keeps a database of all the information and records of the previous executed projects and these information are stored in a central repository called Organisational Process Assets
Includes templates for certificates of appreciation, newsletters, websites, bonus structures and other incentives
TOOLS & TECHNIQUES 1:Observation and conversation
The project manager needs to monitor not just the work, but the attitudes of project team members as they make progress towards project deliverables.
two types of experts on a project:
subject matter experts, whom you consult when making a decision
work experts, whom you consult when asking how things are going
TOOLS & TECHNIQUES 2: Project performance appraisals
Project performance appraisals can be useful for... Clarification of roles and responsibilities Giving constructive feedback to team members Giving recognition for accomplishments by team
members Resolving interpersonal issues
TOOLS & TECHNIQUES 3: Conflict management
Team ground rules, group norms, solid PM practices like communication planning and role definition reduces the amount of conflict
There are five techniques for conflict management Withdraw/Avoid Smooth/Accommodate Compromise/Reconcile Force/Direct Collaborate/Problem Solve
TOOLS & TECHNIQUES 4:Interpersonal Skills
PM uses technical, human, and conceptual skills to analyze situations and interact appropriately with team members
Some of interpersonal skills needed by PM Leadership Influencing Effective decision making
Output 1: Change requests
Moving people, outsourcing, replacing team members
Staffing changes may affect the rest of the project management plan, and need to be processed through the “Perform Integrated Change” Control process.
Output 2: Project management plan updates
The project management plan, in particular the human resources management plan, may need to be updated as a result of the activities in this process, as well as some of the project documents relating to human resources management
Roles and responsibilities may be clarified and updated; any staffing changes will result in changes in the Staffing Management Plan.
Output 3:Enterprise environmental factors updates
Enterprise environmental factors refer to both internal and external factors that surround or influence a project’s success
Project performance appraisals may be inputs to organizational performance appraisals
Personnel skill updates
Output 3:Organizational process assets updates
Historical information and lessons learned documentation
Templates Organizational standard processes
QUESTIONS
The following are all tools and techniques of Manage Project Team EXCEPT:
A. Conflict management.B. Project performance appraisals.C. Conversation.D. Work performance reports.
Questions
The following are all tools and techniques of Manage Project Team EXCEPT:
A. Conflict management.B. Project performance appraisals.C. Conversation.D. Work performance reports.
Choices A, B, and C are all tools and techniques used with the Manage Project Team process. Work performance reports is an input to the process.
Questions
Which of the following are you likely to find in an issue log?
A. The name of the person responsible for resolving specific issues by a target dateB. Documents that may be audited by an industry regulatory authorityC. Documents that senior managers don't like to seeD. Performance metrics
Questions
Which of the following are you likely to find in an issue log?
A. The name of the person responsible for resolving specific issues by a target dateB. Documents that may be audited by an industry regulatory authorityC. Documents that senior managers don't like to seeD. Performance metrics
Choice A is the correct answer. Issues arise throughout the course of a project. A written log documents and helps monitor who is responsible for resolving specific issues by a target date.
Questions
During Manage Project Team, what are change requests used for?
A. To indicate budget overrunsB. To pander to stakeholdersC. To request staffing changesD. To request cross-training for team members
Questions
During Manage Project Team, what are change requests used for?
A. To indicate budget overrunsB. To pander to stakeholdersC. To request staffing changesD. To request cross-training for team members
Staffing changes can affect the rest of the project management plan and are submitted using change requests (C)
Questions
To acquire the project team, the project manager may need to:
(a)negotiate and influence others.
(b)submit a written demand to the HR department.
(c) bribe the project sponsor.
(d) none of the above.
Questions
To acquire the project team, the project manager may need to:
(a)negotiate and influence others.
(b)submit a written demand to the HR department.
(c) bribe the project sponsor.
(d) none of the above.
The project manager or project management team should effectively negotiate and influence others who are in a position to provide the required human resources for the project (A).
