Project Human Resource Management - PMBOK 5

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Project Human Resource Management

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Project Human Resource Management

Processes that organize, manage and lead the project team. Project team is comprised of the

people with assigned roles and responsibilities for completing the project.




Human Resource Management Processes

Process Process Group

Plan Human Resource Management

Planning

Acquire Project Team Executing

Develop Project Team Executing

Manage Project Team Executing





Identifying and documenting project roles, responsibilities and required skills,

reporting relationships and creating a staffing management plan.




Inputs Tools and Techniques Outputs

□ Project Management Plan □ Activity Resource Requirement

Enterprise Environmental Factors

Organizational Process Assets

Organization charts and position descriptions

Networking

Organizational theory

Expert Judgment

Meetings

□ Human Resource Plan





Plan Human Resource Management- Inputs

Project Management Plan provides useful information such as , how work will be executed to accomplish the project objectives, A change management plan that documents how changes will be monitored and controlled, how integrity of the project baselines will be maintained . Need and method of communication among stakeholders. Activity Resource Requirements provides information on the preliminary resource requirement of the project. These requirements are progressively elaborated during the Human resource planning phase. Enterprise Environmental Factors that can influence this process include Organization culture and structure , Existing human resources, Personnel administration policies and marketplace condition. Organizational Process Assets that can influence this process include Organizational standard processes and policies and standardized role descriptions, Templates for organizational charts and position descriptions, and Historical information on organizational structures that have worked in previous projects.




Plan Human Resource Management -Tools and Techniques

The objective of Organization charts and position descriptions is to ensure that each work package has an unambiguous owner and all the team members have clear understanding of their roles and responsibilities. Three formats that are most common for creating this document are hierarchical, matrix, and text-oriented

Fig Reference PMBOK 4th Edition




Plan Human Resource Management -Tools and Techniques

Sample RACI Chart

Fig Sample RACI Chart-Reference PMBOK 4th Edition




Plan Human Resource Management-Tools and Techniques

Networking is the process of communicating with others (within Organization, industry or professional environment). It includes luncheon meetings, informal conversations including meetings and events, trade conferences, and symposia. Networking within the organization helps project manager in understanding the political and organizational force that will influence the project.

Organizational theory -Different organizational structures have different individual response, individual performance, and personal relationship characteristics. Organizational theory provides information regarding the way in which people, teams, and organizational units behave. This information helps in effective planning and in reducing the amount of time, cost and effort needed to create the plan



Connoisseur Solutions Plan Human Resource Management - Outputs

Human Resource Plan has three components roles and responsibility, organization charts and the staffing management plan.

□ Roles and responsibility details role, authority, responsibility and competency for the resource requirement of the project.

□ 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.

□ Staffing Management Plan details how and when the project will be staffed, released, training needs of resources, recognition & rewards, compliance and resource calendar. It also includes policies and procedures that protect team members from safety hazards.




Acquire Project Team

Confirming human resource availability and obtaining the team necessary to complete project assignments




Acquire Project Team


Human resource management plan

Enterprise environmental factors

Organizational process assets

Pre-assignment

Negotiation

Acquisition

Virtual Teams

Multi- criteria decision analysis

Project Staff Assignments

Resource Calendars

Project Management Plan Updates




Acquire Project Team - Inputs

Human Resource Management Plan provides information on how project human resource should be identified, staffed, managed, controlled and eventually released. It also contains details on skills required , roles and responsibilities for a particular position and the competency level that a project demands.

Enterprise Environmental Factors that can influence this process are existing information for human resources including who are available, competency levels, prior experience personnel administration policies, processes and procedures

Organizational Process Assets that can influence the Acquire Project Team process include, but are not limited to, organization standard policies, processes, and procedures.




Acquire Project Team– Tools and Techniques

Pre-assignment refers to assigning the project team members in advance, this is needed when specific skilled resources are required or the resources are defined in the project charter

Negotiation with functional managers and other project managers is required if project manager needs specific skills for the project

Acquisition is needed when specific skills are not available in the organization. This can involve hiring individual consultants or subcontracting work to another organization

Virtual teams can be defined as groups of people with a common goal who fulfill their roles with little or no time spent meeting face to face. Communication is important in such teams, the availability of electronic communication such as e-mail, audio conferencing, web-based meetings and video conferencing has made such teams feasible.




Acquire Project Team– Tools and Techniques

Multi – Criteria Decision Analysis, Selection criteria are often used as a part of acquiring the project team . By use of a multi- criteria decision analysis tool, criteria are developed and used to rate or score potential team members. The criteria are weighted according to the relative importance of the needs within the team. Some examples of selection criteria that can be used to score team members are:

Availability . Identify whether the team member is available to work on the project within time period needed. If there are any concerns for availability during project timeline.

Cost. Verify if the cost of adding the team member is within the prescribed budget.

Experience, Verify that the team member has the relevant experience that will contribute to the project success.

Ability, Verify that the team member has the competencies needed by the project.

Knowledge and Skills. The team member has relevant knowledge of the customer, similar implemented projects, nuances of the project environment and relevant skills to use a project tool.

Attitude that includes his ability to gel with other members of the team.

International factors such as location of the team member, time zone and communication capabilities




Acquire Project Team – Outputs

Project Staff Assignments includes assignment of resource to each role defined initially. The documentation of these assignments can include a project team directory, memos to team members, and names inserted into other parts of the project management plan, such as project organization charts and schedules. Resource Calendars documents the time periods that each project team member can work on the project. This should be created keeping in mind each person’s schedule conflicts, involvement in other projects and his/her holiday Project Management Plan Updates Elements of the project management plan that may be updated include, but are not limited to the human resources plan.




Develop Project Team

Process of improving competencies, team interaction, and the overall team

environment to enhance project performance.




Develop Project Team



Project staff assignments

Resource Calendars

□ Interpersonal Skills

□ Trainings

□ Team building activities

□ Ground rules

□ Co-location

□ Recognition and rewards

□ Personnel assessment tools

Team Performance assessments

Enterprise Environmental Factors updates




Develop Project Team - Inputs

Human Resource Management Plan provides guidance on how project human resource should be defined , staffed , managed , controlled , and eventually released. It 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 form of project team management.

Project staff Assignments details the assignments or activities to be performed by the Project team

Resource Calendars identify the times when the project team members can participate in team development activities.




Develop Project Team – Tools and Techniques

Interpersonal Skills also referred to as soft skills are very critical for team development. It include skills such as empathy, influence, creativity, and group facilitation, these are valuable assets when managing the project team.

Trainings help in enhancing the competencies of the project team members. Training can be formal or informal. Training can be formal or informal ; classroom based ,on line, instructor-led or on the job training.

Team building activities are critical to improve interpersonal relationships,

resolving team issues and to keep the team motivated so that team members work

together effectively . They are critical for the team members who operate virtually from remote locations . Project managers should obtain top management support, obtain commitment of team members, introduce appropriate rewards and recognition, create a team identity, manage conflicts effectively, promote trust and open communication among team members, and, above all, provide good team leadership to build effective teams.




Develop Project Team– Tools and Techniques

Traditionally, a team goes through five stages of development.

Forming: a group of people come together to accomplish a shared purpose.

Storming: Disagreement about mission, vision, and approaches combined with the

fact that team members are getting to know each other can cause strained

relationships and conflict.

Norming: The team has consciously or unconsciously formed working relationships

that are enabling progress on the team’s objectives.

Performing: Relationships, team processes, and the team’s effectiveness in working

on its objectives are synching to bring about a successfully functioning team.

Adjourning : In the adjourning phase, the team completes the work and moves on

from the project.




Develop Project Team – Tools and Techniques

Histogram is a statistical tool used in the analysis and determination of possible solutions to quality control problem. It depicts how often the problem happens or its frequency Ground Rules define the acceptable behavior by the project team members. This allows team members to discover values that are important to one another Co-Location involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team. E.g. create a war room where all the team members work, or co-locate the project team at the customer’s site. Recognition and Rewards helps in keeping the team motivated and to boost their spirits. People are motivated if they feel they are valued in the organization and this value is demonstrated by the rewards given to them.




Abraham Maslow’s Hierarchy of Needs (1954)

(In order of priority)

Self Actualization

Esteem

Social

Safety

Physiological Air, water, food, house, clothing

Security, stability, freedom from threat and physical harm

Love, affection, approval, friends, association

Accomplishment, Respect, Attention, Appreciation

Self fulfillment, growth, learning

Recognition and Rewards – Theories of Motivation





The average worker is inherently lazy and needs supervisions

The average worker dislikes work and avoids work whenever possible

To induce adequate effort, the supervisor must threaten punishment and exercise careful supervision

The average worker avoids increased responsibility and seeks to be directed

McGregor’s Theory X

Theory X relies on Strict Rules, Performance incentives, Rewards, Threats to job security





Workers are willing to do the job without continuous supervision

The average worker wants to be active and finds the physical and mental effort on the job satisfying

Greatest results come from willing participation which will tend to produce self-direction towards goals without coercion and

control

The average worker seeks opportunity for personal improvement and self respect

Theory Y relies on worker participation in decisions, cordial manager-worker relationships, worker designed job methodology, worker individualism

McGregor’s Theory Y





William Ouchi’s Theory Z

According to Theory Z, people who don’t fit either Theory X or Theory Y are really a combination of the two.





Herzberg’s Motivation – Hygiene Theory As per this theory presence of hygiene factors doesn’t motivate someone , however their absence de-motivates. Motivation factors will motivate but they will not work without the hygiene factors in place.

I. Motivating factors

I. Achievements

II. Recognitions

III. Work Itself

IV. Responsibility

V. Advancement

VI. Possibility for growth

Hygiene Factors are Company Policy, Paycheck, status, Relationship with co-workers





Expectancy Theorem of Motivation by Victor Vroom

1. You need to give people an expectation of a reward in order to motivate them

2. The rewards or awards should be achievable, if they are impossible to achieve, they will de-motivate them

3. People are motivated by achievements

4. People “expect” to be rewarded for achievements





McLelland’s Achievement Theory

1. People need achievement, power and affiliation to be motivated.

2. Achievement is when someone performs well and is recognized for it

3. Power means he or she has a lot of control or influence in the company

4. Affiliation , a strong sense from being a part of a working team and having good relationships with coworkers





Ouchi’s Theory

1. Formulated from Quality movement and Quality circles

2. Both Management and Workers need to be involved, and they should trust each other





The Oldham-Hackman job characteristics model

I. Skill Variety – the number of job skills that the job holder has the opportunity to exercise

II. Task Identity – the degree to which your work and its result are identifiable as belonging to you

III. Task Significance – the degree to which your job has an influence on others

IV. Autonomy – the discretion you have about the way that you do the job

V. Feedback – the information that you get back about the result of your work




Forms of Power

Below are the five Kinds of Power that can help the project managers maximize his ability to influence and manage the team

Formal – positional, granted by organizational/upper mgmt

Expert – power earned through a recognized level of knowledge or skill in a

specific area

Reward – the power to give a positive consequences, like promotions, salary rise

etc.

Penalty – the power to provide negative consequences, like suspension,

termination, reprimands

Referent – power gained when team members admire, and willingly follow an

individual as a role model




Revising Key Terms : Forms of Power at Work

Exercise : Forms of Power at Work

1. A functional manager assigns a tester to work on the project manager’s

team. This is an example of _________ power

2. The programmers always listen to the team lead because he’s really a

good software architect. This is an example of _________ power




Revising Key Terms : Forms of Power at Work

Answers to Exercise : Forms of Power at Work

1. A functional manager assigns a tester to work on the project manager’s

team. This is an example of Legitimate power

2. The programmers always listen to the team lead because he’s really a

good software architect. This is an example of Expert power




Leadership Style

Following are the leadership style that managers can use to interact with organizational

members

Autocratic – traditional figure of a boss who makes binding decisions regardless of what subordinates think or desire

Laissez-Fare – Other extreme of autocratic, the staff can pursue anything they wish, enhances free thinking

Democratic – participative, decisions made jointly by management and staff




Develop Project Team– Outputs

Team Performance assessments gives insight to project manager on areas that need improvement.

Enterprise Environmental Factors Updates The Enterprise environmental factors

that may be updated as a result of the Develop Project Team process include, but are

not limited to, personnel administration, including updates for employee training

records and skill assessments.




Manage Project Team

Tracking team member performance, providing feedback, resolving issues and managing changes to optimize project performance.




Manage Project Team



Project staff assignments

Team Performance Assessments

Issue log

Work performance reports

Organizational process assets

□ Observation and Conversation

□ Project performance appraisals

□ Conflict management

□ Interpersonal skills

Change Requests

Project management plan updates

Project document updates

Enterprise Environmental Factors updates

Organizational process assets updates




Manage Project Team - Inputs

Human Resource Management Plan contains the human resource plan which includes roles and responsibilities, project organization and staffing management plan

Project staff assignments provide a list of team members assigned to the project that needs to be evaluated under the appraisal process

Team Performance Assessment is done on continuous basis formally or informally by the project management team. This helps in issues and conflict resolution

Issue Log, Issues arise in the course of managing the project team. An issue log can be used t document and monitor who is responsible for resolving specific issues by a target date.

Work Performance Reports provide information on project performance vis-à-vis project management plan. It aids in determining the future resource requirements, recognition and rewards and updates to the staffing management plan.

Organizational process assets that can influence this process include certificates of appreciation, newsletters, website, bonus structure, corporate apparel and organizational perquisites




Manage Project Team – Tools and Techniques

Observation and Conversation are used to stay in touch with the team member’s

work and attitudes. The project management team monitors progress toward project

deliverables, accomplishments that are a source of pride for team members, and

interpersonal issues.

Project performance appraisals helps in clarification of roles and responsibilities,

constructive feedback to team members, discovery of unknown or unresolved issues,

development of individual training plans, and the establishment of specific goals for

future time periods.





Interpersonal skills use a combination of technical, human and conceptual

skills to analyze situations and interact appropriately with team members. E.g.

Leadership, Influence and effective decision making

Conflict Management results in greater productivity and positive

working relationships. When managed properly, differences of opinion can lead to

increased creativity and better decision making. Below are the source of conflicts on

the Project

More than 50% conflicts on the projects are due to disagreement over

schedules, priorities and resources)

1. Schedules

2. Project Priorities

3. Human Resources

4. Technical Opinions

5. Procedures

6. Cost

7. Personality





Conflict Resolution Methods

Confronting/Problem Solving. Treating conflict as a problem to be solved by examining alternatives; requires a give-and-take attitude and open dialogue.

Withdrawing/Avoiding. Retreating from an actual or potential conflict situation.

Smoothing/Accommodating. Emphasizing areas of agreement rather than areas of difference.

Compromising. Searching for solutions that bring some degree of satisfaction to all parties.

Forcing. Pushing one’s viewpoint at the expense of others; offers only win-lose solutions.

Collaborating. Incorporating multiple viewpoints and insights from differing perspectives; leads to consensus and commitment.




Manage Project Team – Outputs

Change Requests due to change in staffing. The change request should be processed and approved through integrated change control process. Staffing changes may include moving people to different assignments , outsourcing some of the work, and replacing the team member who leave.

Project Management Plan Updates may include changes in the human resource management plan

Project Documents Updates that may be updated include

Issue Log

Role description

Project staff assignment

Enterprise Environmental Factors updates include input to organizational performance appraisals and personnel skill updates

Organizational process assets updates include Historical information and lessons learned documentation Templates, and Organizational standard processes.




Manage Project Team – Outputs

Enterprise Environmental Factors updates include input to organizational performance appraisals and personnel skill updates

Organizational process assets updates include Historical information and lessons learned documentation Templates, and Organizational standard processes.

Change Requests due to change in staffing. The change request should be processed and approved through integrated change control process

Project management plan updates include updates to staffing management plan




Revising Key Terms : Conflict Management

Exercise 2: Resolving Conflict

Figure out the conflict resolution technique that is being used in the cases

below:

1. I don’t really have time to deal with this right now. Just figure it out and

get back to me.

2. Hold on a second. Let’s sit down and figure out what the real problem is.




Revising Key Terms : Conflict Management

Exercise 2: Resolving Conflict

Figure out the conflict resolution technique that is being used in the cases

below:

1. I don’t really have time to deal with this right now. Just figure it out and

get back to me - Withdrawal

2. Hold on a second. Let’s sit down and figure out what the real problem is –

Problem Solving / Confronting




Halo Effect

Extending the impression of a particular outstanding trait to influence the total

judgment of a person E.g. : Assuming that a person who is good in technology will be

a good project manager




Revising Key Terms : Complete the following

Exercise 3: HR Management

1. The main output of the Acquire Project Team process is

___________ assignments

2. The _________ effect causes people with technical expertise

to be put in the position for which they are unqualified




Revising Key Terms : Complete the following

Exercise 3: HR Management

1. The main output of the Acquire Project Team process is

Project Resources assignments

2. The Halo effect causes people with technical expertise to be

put in the position for which they are unqualified




QUIZ !



Education

Project Human Resource Management - PMBOK 5