PMP Preparation Training

Human Resource Management
Chapter 9

Human Resource Management
Processes required to make effective use of the people involved with the project Organizational Planning Staff Acquisition Team Development
Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 9-2

Managing People on the Project
• Select techniques that are appropriate for personal and organizational relationships that are temporary and new
• The nature and number of project stakeholders will often change as the project moves from phase to phase. Choose techniques that are appropriate to the current needs of the project • Team must be sufficiently aware of HR administrative requirements to ensure compliance
Source: pmbok guide 2000 © 2002 Robbins-Gioia, Inc. 9-3

3 Team Development 9.1 Organizational Planning 9.2 Staff Acquisition Source: pmbok guide 2000 © 2002 Robbins-Gioia. Inc. 9-4 .Human Resource Management Planning Executing 9.

Organizational Planning Planning. or accounting Source: pmbok guide 2000 © 2002 Robbins-Gioia. Inc. documenting. and assigning project roles. and reporting relationships • Individuals and groups may be part of the organization performing the project or may be external to it • Internal groups are often associated with a specific functional department. such as engineering. responsibilities. identifying. 9-5 . marketing.

Organizational Planning Tools & Techniques • • • • Templates HR practices Organizational theory Stakeholder analysis Inputs • Project interfaces • Staffing requirements • Constraints Outputs • Role and responsibility assignments • Staffing management plan • Organization-chart • Supporting detail © 2002 Robbins-Gioia. Inc. 9-6 Source: pmbok guide 2000 .

Inc.Organizational Planning Inputs Project interfaces – Organizational interfaces – Formal and informal reporting relationships among different organizational units – Technical interfaces – Formal and informal reporting relationships among technical disciplines – Interpersonal interfaces – Formal and informal reporting relationships among different individuals working on the project Source: pmbok guide 2000 © 2002 Robbins-Gioia. 9-7 .

) • Staffing requirements – Definition of the kinds of competencies required and in what time frame and from which kinds of individuals • Constraints – Factors that limit project team’s options – Organizational structure of the performing organization • Strong matrix • Weak matrix – Collective bargaining agreements with unions or other employee groups – Preferences of the project management team – Skills and capabilities of the staff Source: pmbok guide 2000 © 2002 Robbins-Gioia. Inc. 9-8 .Organizational Planning Inputs (cont.

guidelines.Organizational Planning Tools & Techniques • Templates – Role and responsibility definitions or reporting relationships from a similar project • HR practices – Variety of policies. be structured • Stakeholder analysis – Ensures their needs are met Source: pmbok guide 2000 © 2002 Robbins-Gioia. and procedures used as organizational-planning aid • Organizational theory – Body of literature describing how an organization can. Inc. and should. 9-9 .

Inc.Organizational Planning Outputs Assignments – Roles and responsibilities assigned to the appropriate stakeholder Source: pmbok guide 2000 © 2002 Robbins-Gioia. 9-10 .

) • Staffing Management Plan – Describes when and how human resources will be brought onto.Organizational Planning Outputs (cont. the project team • Organization Chart – Graphic display of project reporting relationships. and taken off of. 9-11 . Inc. OBE indicates which organizational unit is responsible for which work items • Supporting Detail: – Organizational impact – What alternatives are precluded by organizing in this manner? – Job descriptions – Written outline of characteristics involved in performing a given job – Training needs – To develop skills needed to perform job Source: pmbok guide 2000 © 2002 Robbins-Gioia.

9-12 .Organizational Planning Resource Histogram 300 275 250 225 200 175 150 Senior Designers Resource Usage 125 100 75 50 25 0 9 16 23 30 6 13 20 27 6 13 20 27 3 10 17 24 1 8 15 22 Jan Feb Mar Apr May Resource Usage Staff Hours Source: pmbok guide 2000 © 2002 Robbins-Gioia. Inc.

9-13 .Organizational Planning Reward Systems • Extrinsic (External) – Salary – Work conditions – Status • Intrinsic (Internal) – Achievement – Responsibility – Advancement • Rewards given timely and in public Source: pmbok guide 2000 © 2002 Robbins-Gioia. Inc.

9-14 .Staff Acquisition Getting the needed human resources assigned to and working on the project Source: pmbok guide 2000 © 2002 Robbins-Gioia. Inc.

Outputs • Project staff assigned • Project team directory 9-15 . Inc.Staff Acquisition Tools & Techniques • Negotiations • Pre-assignment • Procurement Inputs • Staffing management plan • Staffing-pool description • Recruitment practices Source: pmbok guide 2000 © 2002 Robbins-Gioia.

and procedures governing staff assignments Source: pmbok guide 2000 © 2002 Robbins-Gioia. 9-16 . Inc. guidelines.Staff Acquisition Inputs • Staffing management plan • Staffing-pool description – Characteristics of the potentially available staff – – – – – Previous experience Personal interests Personal characteristics Availability Competencies and proficiency • Recruitment practices – Policies.

Inc.Staff Acquisition Tools & Techniques • Negotiations – With FMs or other project management teams. to ensure receiving appropriate resources within required time frames • Pre-assignment – Staff have been assigned because they were promised in the proposal or were defined in the project charter • Procurement – People outside the organization obtained to perform project activities Source: pmbok guide 2000 © 2002 Robbins-Gioia. 9-17 .

Inc. or variably • Project team directory – Lists of all project team members and other key stakeholders Source: pmbok guide 2000 © 2002 Robbins-Gioia. 9-18 . part-time.Staff Acquisition Outputs • Project staff assigned – Appropriate people have been assigned to work on the project full-time.

9-19 .Team Development Enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a team Source: pmbok guide 2000 © 2002 Robbins-Gioia. Inc.

Inc.Team Development Tools & Techniques • • • • • Team-building activities General management skills Reward and recognition systems Collocation Training Inputs • • • • • Project staff Project plan Staffing management plan Performance reports External feedback Outputs • Performance improvements • Inputs to performance appraisals Source: pmbok guide 2000 © 2002 Robbins-Gioia. 9-20 .

9-21 . Inc.Team Development Inputs • Project staff • Project plan • Staffing management plan • Performance reports • External feedback – Team measure itself against the expectations of those outside the project Source: pmbok guide 2000 © 2002 Robbins-Gioia.

knowledge. and capabilities of the project team Source: pmbok guide 2000 © 2002 Robbins-Gioia. 9-22 . Inc.Team Development Tools & Techniques • Team-building activities – Include management and individual actions taken to improve team performance • General management skills • Reward and recognition systems – Formal management actions that promote or reinforce desired behavior • Collocation – Placing all or most of the team members in the same physical location • Training – Includes all activities designed to enhance the skills.

9-23 . Inc.Team Development Outputs • Performance improvements – Improvements in individual skills – Improvements in team behaviors – Improvements in either individual skills or team capabilities • Inputs to performance appraisals Source: pmbok guide 2000 © 2002 Robbins-Gioia.

Team Development Management Styles Autocratic • Strength – Mature. 9-24 . Inc. well defined projects – Quick decisions required • Weakness – Limits staff buy-in leading to low morale – Possible arbitrary decisions Source: pmbok guide 2000 © 2002 Robbins-Gioia.

Inc.Team Development Management Styles Laissez-Fair • Strength – Innovative projects – High morale of self-motivated staff • Weakness – Confusion about objectives of the project – Inability to make decisions Source: pmbok guide 2000 © 2002 Robbins-Gioia. 9-25 .

Team Development Maslow’s Hierarchy of Needs Higher Order Needs Self-Actualization – Need to grow and use abilities to the fullest and most creative extent Esteem . prestige. protection and stability Physiological – Need for biological maintenance (food. sense of competence Social – Need for love. sense of belonging Lower Order Needs Safety – Need for security. recognition. 9-26 . water etc. Inc.) Source: pmbok guide 2000 © 2002 Robbins-Gioia. affection.Need for respect.

9-27 . top-down – Managers: Control the people – Workers: Viewed as inherently self-centered. lazy • Theory Y – Workers: Viewed as willing and eager to accept responsibility – Managers: Create environment that aids workers in achieving goals Source: pmbok guide 2000 © 2002 Robbins-Gioia. Inc.Team Development McGregor’s Theory • Theory X – Traditional view of management.

boss’s attitude – Poor hygiene factors negatively impact motivation – Good hygiene factors increase motivation • Motivators – Positive motivation leads to achievement and selfactualization – Workers have a sense of personal growth and responsibility Source: pmbok guide 2000 © 2002 Robbins-Gioia.Team Development Hertzberg’s Motivation Theory • Hygiene – Pay. working conditions. Inc. 9-28 .

Team Development Communications Skills Tips • Written – Use active voice – KISS principle • Oral – – – – Anticipate reaction Say what you mean Make eye contact NEVER LIE Source: pmbok guide 2000 © 2002 Robbins-Gioia. 9-29 . Inc.

9-30 . Inc.Summary Review Questions Source: pmbok guide 2000 © 2002 Robbins-Gioia.

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