06 Human Resources

Project Human Resources Management
Eng. Amanda Salah , PMP ,PMOC .
www.pmhouse.org
www.pmhouse.org January 2013
PMP - HR January 2013
PART ONE
Introduction
Terms
Concepts
Theories
D2
www.pmhouse.org -2
 Project Human Resources Management: the processes that
organize, manage and lead the project team.
 Project Team: people who have assigned roles and

responsibilities for completing the project
 NOTE: early involvement of team members in planning and

decision-making adds expertise and enhances commitments of
team members.
PMI
www.pmhouse.org
Self-Actualization – Need to grow and use
abilities to the fullest and most creative extent
Higher Order Needs
Esteem - Need for respect, prestige, recognition,
sense of competence
Social – Need for love, affection, sense of
belonging
Lower Order Needs Safety – Need for security, protection and
stability
Physiological – Need for biological
maintenance (food, water etc.)
www.pmhouse.org
• A theory of psychology
Self- by Abraham Maslow,
actualization 1943
(achievement) • Studies exemplary
figures such as Einstein
and Roosevelt.
Esteem • Physiological needs (L1)
(belonging need)
• Growth needs (L2-5)
Social • See higher needs only
Love and Belonging when lower are satisfied.
(Friendship , Family ) • Seeking to satisfy
Safety needs growth needs drives
(Personal , Financial ,Health personal growth
and well-being, Safety net
against accidents) • Self Actualization: FROM
WITHIN – Self potential
Physiological Needs
(food ,water, air , sleep..etc)
D2-5
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• Human motivation
theory by Douglas
McGregor, 1960 - used
in HR.
• Management assumed
employees are lazy
and hate work.
• Employees will avoid
work
• Employees are only
after $$
• Managers blame &
punish
• Manager’s job is to
structure and energize
employees.
D2-6
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• Assumes opposite
of theory X.
• Employees enjoy
their physical and
mental work.
• Employees MIGHT
BE ambitious & self
motivated
• Managers assume
that if given the right
conditions, people
will DO WELL, which
is THE MOTIVE.
D2-7
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• A Japanese
management style
motivational theory
• Based on the work of
W. Edwards Deming
• Proposed by Dr. William
Ouchi
• Focus on stable
employment (job for life)
• Focus on increasing
loyalty by caring about
their well being in/out of
job.
• Tries to keep
employees’ morale and
satisfaction high.
D2-8
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• Should be given projects
 It call also David
Need for that are challenging but are McClelland’s
Achievement reachable Theory who was
• They like recognition
an American
psychologist.
Noted for his work
• Work best when cooperating on achievement
Need for with others motivation
Affiliation • They seek approval rather
than recognition
• Need for power is socially

Need for oriented, rather than
personally oriented
Power • They like to organize and
influence others
D2-9
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•Motivation-Hygiene
theory - AKA, the two-
factor theory by Frederick
Herzberg (psychologist).
 AT WORK ..
•There are factors that
cause satisfaction
•And there are OTHER
factors that cause
dissatisfaction (hygiene).
•Poor hygiene factors
may destroy motivation
•Hygiene is originally
medical and has to do
with cleanness: necessary
but does not improve
things
D2-10
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• People will be
highly productive
&motivated if :
1. People believe it
is likely their efforts
will lead to
successful results.
2. Those people
also believe they
will be rewarded for
their success
D2-11
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• POWER IS the potential ability to
influence behavior to get people
to do things they would not
otherwise do
• WHY DO THAT in the first place?

Well, you (PMP) will deal with all
sort of people; insiders,
outsiders, managers,
subordinates, peers, etc.
• Succeeding in influencing those

stakeholders has a STRONG
bearing on project’s success or
failure.
www.pmhouse.org
 Formal (legitimate/positional)
◦ Based on a person's formal position in the company.
 Reward (legitimate/positional)
◦ Refers to positive consequences or outcomes that a person can
offer.
 Coercive/Penalty (legitimate/positional)
◦ Refers to negative consequences that a person can inflict on
others. (firing, docking, reprimand, etc.)
 Referent (personal)
◦ Refers to earned power when people admire a person and want to
follow that person as a role model. Also called Charisma.
 Expert (personal)
◦ Refers to earned power that a person acquires based on his/her
technical knowledge, skill, or expertise on some topic or issue
www.pmhouse.org
 Bureaucratic or admin. power(personal)
◦ Gaining good will and favors owed by navigating the
administrative red tape of organizations for your team
 Interpersonal or charisma power : (personal)
◦ Influence derived from interpersonal skills that encourages
others to cooperate with you because they want to
 PMI ( recommends max. use of reward and expert power and
minimal use of coercive power.
www.pmhouse.org
 Managing: producing results expected
by stakeholders or management team in
general.
 Leadership is about:
◦ Developing a vision & strategy
◦ Establishing direction
◦ Aligning people
◦ Motivating and inspiring
 Need to be demonstrated on all levels of
the project: overall, technical, team.
 Management is efficiency in climbing

the ladder of success; leadership
determines whether the ladder is
leaning against the right wall.
~ Stephen R. Covey
www.pmhouse.org
 Directing: telling people what to do
 Coaching: giving needed instructions
 Facilitating: coordinating input of others
 Supporting: giving assistance along the way
 Autocratic: Making decisions without input
 Consultative: Inviting ideas from others
 Consensus: decision made based on
agreement
 Team Building: helping the group to work
interdependently & achieve good teamwork
 Decision Making: defining a problem,
generating a solutions.
 Political Awareness: dealing with diversity
in background, expectations and power.
 NOTE: leadership MIX changes along
different phases of project life.
 NOTE: autocratic is not always bad. PM
does not have to consult others for input all
the time.
www.pmhouse.org
 Conflicts provide an
opportunity for the
project to improve.
◦ A conflict in
unavoidable to
happen due to
interaction
◦ Can be beneficial
◦ Solved by identifying
causes and problem
solving by involved
people + their
immediate manager.
 PM must be
proactive, look for
problems & solve
them before they
impact project.
www.pmhouse.org
So conflicts are caused by hard-headed ... People?
D2
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 Causes of Conflicts  Minimizing Conflicts
• Schedules • Informing the team of
• Where we’re heading
• Project Priorities • Goals and objectives
• Resources • Key decisions
• Technical Opinions • Changes
• Admin Procedures • Clearly assigned tasks with
no overlaps or ambiguities
• Cost • Making work assignments
• Personality interesting and challenging
www.pmhouse.org
 RULE OF THUMB :Conflicts are BEST resolved by those involved in
the conflict!
 PM should try to solve the problem if s/he has the authority
 If not, PM may call in senior management.
 Exception is with ethics and breaking the law, PM must fly over the
head of the person in conflict.
 TIP! In situational questions, always ask yourself:
◦ Who has direct authority over the situation?
◦ What is going to be in customer’s direct interest?
www.pmhouse.org
 Withdrawal
 Retreating from actual or potential disagreements and conflict
situations.
 A temporary tactic: does not resolve the conflict, only delays it.
 Used when angry behavior threatens both the agreement& when the
issue is not vital to you and you don’t wish to risk damaging the
relationship
 Smoothing
 Keeps the atmosphere friendly.
 A temporary tactic: does not resolve the conflict, only delays it.
 Should be used in conjunction with another method.
 Compromising
 Considers various issues and searches for solutions which bring some
degree of satisfaction to the conflicting parties.
 This method is considered to be a lose-lose. Both parties must give up
something that is important to them; however, this method usually
provides some acceptable form of resolution.
www.pmhouse.org
 Forcing
 Pushing one viewpoint at the expense of another party.
 This method provides resolution but is considered to be a win-lose.
 Problem Solving (Confrontation)
 Directly addresses disagreements.
 Conflict is treated as a problem. The problem is defined; information is
collected; alternatives are identified and analyzed, and the most
appropriate alternative is selected.
 Theoretically considered the BEST because both parties can be satisfied if
they work together to solve the problem.
 Both parties must want to solve the problem and be willing to work
together.
 This method is considered to be a win-win.
Collaboration: incorporating multiple viewpoints &searching for consensus
www.pmhouse.org
PART TWO
 Plan HR Management
 Acquire Project Team
 Develop Project Team
 Manage Project Team
D2-23
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Process Group
Initiating Planning Executing Monitoring & Controlling Closing
Monitor & Control Project
Develop project Develop project Direct & Manage Project Work Close Project or
Integration charter management plan Work Perform Integrated Change Phase
Control
Plan Scope Management
Validate Scope
Collect Requirements
Scope
Define Scope Control Scope
Create WBS
Plan Schedule Manag.
Define Activities
Sequence Activities
Time Control Schedule
Estimate Activity Resource
Estimate Activity Duration
Develop Schedule
Knowledge Area
Plan Cost management

Cost Estimate Costs Control Costs
Determine Budget
Quality Plan Quality management Perform quality assurance Perform quality control
Acquire Project Team
HR Plan HR Management Develop project team
Manage project team
Plan Communications
Comm. Management
Manage Communications Control Communications
Plan Risk Management
Identify Risks
Perform Qualitative Risk
Risk Analysis Control Risks
Perform Quantitative Risk
Analysis
Plan Risk Responses
Close
Procurement Plan Procurement Manag. Conduct Procurements Control Procurements
Procurements
Identify Plan Stakeholder Manage Stakeholder Control Stakeholder
Cont
Stakeholder
rol
Stakeholders Management Engagement Engagement

2 24 8 11 2
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Planning Acquiring Developing Managing
Acquiring
Managing
Plannin
g
D2
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9.1. Develop Human Resource Plan
The process of identifying and documenting project roles,
responsibilities, required skills, reporting relationships, and creating
a staffing management plan.
D2-26
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9.1. Plan Human Resource
Management
INPUTS OUTPUTS
• Project Management • Human Resource
Plan Management Plan
• Activity Resource
Requirements
• Enterprise
Environmental Factors
(EEF) T&T
• Organizational Process
Assets (OPA) • Organization Charts &
Positions’ Descriptions
• Networking
• Organizational Theory
• Expert judgment
• Meetings
D2-27
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D2
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www.pmhouse.org
40
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EXCERCISE
For your project with your group develop RACI Chart
10 MIN. 
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9.2. Acquire Project Team
The process of confirming human resource availability and
obtaining the team necessary to complete project activities.
D2-33
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9.2-Acquire Project Team
INPUTS OUTPUTS
• Human Resource • Project Staff
Management Plan Assignments
• EEF • Resource Calendars
• OPA • Project Management
Plan Update
T&T
• Pre-assignment
• Negotiation
• Acquisition
• Virtual Teams
• Multi-criteria decision
analysis
D2-34
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D2
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 Process of Improving
 Competencies
 Team interactions
 Team environment
 in order to enhance
project performance.
 Project manager
should have/acquire
the skills to
 Identify, build,
maintain, motivate,
lead, inspire project
teams to achieve high
team performance &
meet project
objectives.
D2-36
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9.3-Develop Project Team
INPUTS OUTPUTS
• Human Resource • Team performance
Management Plan Assessment
• Project Staff Assignment • EEF updates
• Resource Calendars
T&T
• Interpersonal skills
• Training
• Team Building Activities
• Ground Rules
• Collocation
• Recognition & Rewards
• Personnel assessment
tools
D2-37
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D2
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Adjourning
Forming Storming Norming Performing
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Process of
Tracking team
members’
performance
Resolving issues
Managing
changes
in order to optimize
project performance
D2-40
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9.4. Manage Project Team
INPUTS OUTPUTS
• Human Resource • Change Requests
Management Plan • Project Management
• Project Staff Assignment Plan updates
• Team Performance • Project documents
Assessments updates
• Work Performance • Enterprise
Reports environmental factors
T&T
• Organizational Process updates
• Observation &
assets • Organizational process
Conversation
• Project Performance assets updates
Appraisals
• Conflict Management
• Interpersonal skills
D2-41
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D2
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Process Group
Initiating Planning Executing Monitoring & Controlling Closing
Monitor & Control Project
Develop project Develop project Direct & Manage Project Work Close Project or
Integration charter management plan Work Perform Integrated Change Phase
Control
Plan Scope Management
Validate Scope
Collect Requirements
Scope
Define Scope Control Scope
Create WBS
Plan Schedule Manag.
Define Activities
Sequence Activities
Time Control Schedule
Estimate Activity Resource
Estimate Activity Duration
Develop Schedule
Knowledge Area
Plan Cost management

Cost Estimate Costs Control Costs
Determine Budget
Quality Plan Quality management Perform quality assurance Perform quality control
Acquire Project Team
HR Plan HR Management Develop project team
Manage project team
Plan Communications
Comm. Management
Manage Communications Control Communications
Plan Risk Management
Identify Risks
Perform Qualitative Risk
Risk Analysis Control Risks
Perform Quantitative Risk
Analysis
Plan Risk Responses
Close
Procurement Plan Procurement Manag. Conduct Procurements Control Procurements
Procurements
Identify Plan Stakeholder Manage Stakeholder Control Stakeholder
Cont
Stakeholder
rol
Stakeholders Management Engagement Engagement

2 24 8 11 2
www.pmhouse.org
D2
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www.pmhouse.org 44
A. Formal.
B. Reward.
C. Penalty.
D. Expert.
www.pmhouse.org
A. Physiological satisfaction.
B. Attainment of survival.
C. Need for association.
D.Esteem.
www.pmhouse.org
A. Forcing.
B. Smoothing.
C. Compromise.
D. Problem solving.
www.pmhouse.org
A. Personality.
B. Resources.
C. Cost.
D. Management.
www.pmhouse.org
A. Problem solving.
B. Forcing.
C. Withdrawal.
D. Compromising.
www.pmhouse.org
A. Time.
B. Activity.
C. Interrelationships.
D. The person in charge of each activity.
www.pmhouse.org
A. Conditional reinforcement.
B. Maslow’s hierarchy.
C. McGregor’s.
D. Expectancy.
www.pmhouse.org
A. Withdrawing.
B. Directing.
C. Organizing.
D. Controlling
www.pmhouse.org
A. Theory Y.
B. Herzberg’s theory.
C. Maslow’s hierarchy.
D. Theory X.
www.pmhouse.org
A. Communication.
B. Team building.
C. Technical expertise.
D. Project control.
www.pmhouse.org
D2
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06 Human Resources

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Project Human Resources Management

Eng. Amanda Salah , PMP ,PMOC .

 Project Team: people who have assigned roles and

 NOTE: early involvement of team members in planning and

• Need for power is socially

• WHY DO THAT in the first place?

• Succeeding in influencing those

 Management is efficiency in climbing

Plan Cost management

Stakeholders Management Engagement Engagement

Forming Storming Norming Performing

Plan Cost management

Stakeholders Management Engagement Engagement

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