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MRS NKIENDEM NOELLA

671622549
COURSE TITLE: Human Resource Project Management
LEVEL: Three
DEPARTMENT: Project Management
DURATION: One Semester
CREDIT VALUE: 3 Units

CHAPTER ONE: INTRODUCTION TO HUMAN RESOURCE PROJECT MANAGEMENT

A. Definition and Scope of HR Project Management

B. Differences between HR Management and HR Project Management
C. The Role of the Project Manager in HR Planning
D. Human Resource Project Life Cycle
E. Legal and Ethical Considerations in HR Projects

CHAPTER TWO: PROJECT HUMAN RESOURCE PLANNING

A. Identifying Project Roles and Responsibilities

B. Human Resource Planning Tools (RACI Matrix, Responsibility Charts)
C. Organizational Planning and Team Structure
D. Acquiring the Project Team
E. Estimating Human Resource Costs

CHAPTER THREE: TEAM DEVELOPMENT AND PERFORMANCE MANAGEMENT

A. Team Building Techniques and Stages of Team Development (Tuckman’s Model)

B. Leadership Styles and Motivation in Project Teams
C. Conflict Resolution Strategies in Project Environments
D. Performance Appraisal Techniques for Project Staff
E. Training and Capacity Building within Projects

CHAPTER FOUR: HUMAN RESOURCE CONTROL AND PROJECT CLOSURE

A. Monitoring Team Performance and Productivity
B. Managing Changes in Human Resource Requirements
C. Stakeholder Engagement and Communication
D. Project Staff Release and Final Evaluation
E. Documentation and HR Lessons Learned

CHAPTER ONE: INTRODUCTION TO HUMAN RESOURCE PROJECT MANAGEMENT

A. DEFINITION AND SCOPE OF HR PROJECT MANAGEMENT

Definition:
Human Resource Project Management refers to the structured approach of managing the human
capital required for successful project execution. It involves planning, acquiring, developing, and
coordinating a project team to ensure that project objectives are met within the constraints of
scope, time, cost, and quality. Unlike general human resource management, which functions
within the long-term operations of an organization, HR project management is tailored
specifically to the temporary nature of projects.

Scope of HR Project Management:

1. Human Resource Planning: Determining what kind of skills, how many people, and
what timing is needed to support the project.
2. Roles and Responsibilities Definition: Clearly specifying who does what within the
team.
3. Acquisition of Project Team Members: Identifying, recruiting, and onboarding
individuals with appropriate competencies.
4. Development of the Project Team: Enhancing team skills, facilitating collaboration, and
building trust among members.
5. Monitoring and Controlling Human Resources: Continuously evaluating team
performance, resolving interpersonal issues, and adjusting responsibilities as necessary.
6. Closure Activities: Formally releasing team members, recognizing their contributions,
and documenting HR-related lessons learned.

The goal is not only to have the right people in place but also to ensure they are motivated, well-
coordinated, and able to work in harmony towards project success.

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B. DIFFERENCES BETWEEN HR MANAGEMENT AND HR PROJECT MANAGEMENT

To understand Human Resource Project Management better, it’s important to contrast it with
traditional Human Resource Management:
1. Focus and Orientation:
Traditional HR management is centered on long-term employee development and the overall
functioning of an organization’s workforce. It deals with recruitment, performance appraisal,
promotions, employee welfare, and labor relations. In contrast, HR project management is task-
and outcome-oriented. It is solely focused on building and managing a project-specific team to
deliver a defined set of deliverables within a limited time frame.
2. Time Frame and Permanency:
HR management operates continuously throughout the life of an organization. HR project
management, however, is temporary and limited to the lifespan of a project. Once the project is
completed, the project team may be disbanded or reassigned.
3. Objectives and Deliverables:
The objective of HR management is organizational stability, workforce development, and
alignment with corporate goals. HR project management, on the other hand, aims at efficiently
allocating and managing people to ensure the timely and successful delivery of project outcomes.
4. Team Dynamics:
In HR management, teams are relatively stable and permanent. In HR project management,
teams are temporary, dynamic, and often composed of individuals from multiple departments or
even organizations (in joint projects). Team members may not have worked together before,
requiring stronger team-building strategies.
5. Processes and Tools:
While HR management uses systems like performance management systems, payroll systems,
and employee records, HR project management employs tools like project staffing plans, RACI
matrices (Responsible, Accountable, Consulted, Informed), and responsibility assignment charts.

C. THE ROLE OF THE PROJECT MANAGER IN HUMAN RESOURCE PLANNING

The project manager plays a central and strategic role in all human resource-related activities
within a project. His or her duties include:
1. Forecasting and Determining HR Needs:
The project manager must estimate how many team members are required, the type of expertise
needed, and the duration of their involvement in the project. This involves analyzing the work
breakdown structure (WBS) and matching tasks to the skills required.
2. Defining Roles and Responsibilities:
Clarity in task allocation helps avoid confusion and duplication of effort. The project manager
develops detailed job descriptions and aligns responsibilities with each team member’s strengths.
3. Participating in Recruitment and Selection:
While the HR department may handle the formal hiring process, the project manager provides
critical input on who is best suited for specific project roles. In internal projects, he may request
staff from various departments.
4. Creating a Cohesive Team:
The project manager must foster unity and collaboration. This includes organizing orientation
sessions, clarifying goals, setting performance expectations, and resolving initial
misunderstandings among team members.
5. Conflict Management and Team Motivation:
In a project environment, conflicts are inevitable due to time pressure, diverse personalities, and
overlapping responsibilities. The project manager must be adept at conflict resolution, emotional
intelligence, and maintaining team morale.
6. Monitoring Team Progress:
Through regular meetings, one-on-one sessions, and performance metrics, the project manager
ensures that the team stays on track. Adjustments are made where needed, including
reallocation of tasks or provision of additional support.
7. Final Evaluation and Recognition:
At the end of the project, the manager evaluates each team member’s performance,
acknowledges their efforts, and recommends top performers for future projects or organizational
recognition.

D. HUMAN RESOURCE PROJECT LIFE CYCLE

Human resources are needed at every phase of the project life cycle. Their engagement evolves
through different stages:
1. Initiation Phase:
At this stage, the project manager identifies the preliminary human resource requirements.
Discussions are held about the expertise needed, and preliminary contacts are made with HR or
departmental heads to source potential team members.
2. Planning Phase:
Human resource planning becomes formalized. This includes developing a Human Resource
Management Plan, outlining roles and responsibilities, defining reporting relationships, and
drafting communication protocols. Tools such as the RACI matrix may be created at this point.
3. Execution Phase:
The actual acquisition and onboarding of team members take place. The team is mobilized,
trained where necessary, and engaged in carrying out project activities. The project manager
facilitates collaboration and provides leadership and guidance.
4. Monitoring and Controlling Phase:
The performance of individual team members and the entire team is evaluated through KPIs (Key
Performance Indicators), project milestones, and feedback mechanisms. Underperformance is
addressed, and team dynamics are managed to keep morale high.
5. Closure Phase:
Once the project is completed, team members are released to their original roles or reassigned.
Exit interviews or feedback sessions may be conducted, achievements are recognized, and a final
HR report is produced documenting lessons learned.
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E. LEGAL AND ETHICAL CONSIDERATIONS IN HR PROJECT MANAGEMENT

Project managers must operate within the boundaries of national labor laws and professional
ethical standards. Ignoring these can result in legal liabilities, damaged reputations, or loss of
employee trust.
1. Equal Opportunity Employment:
Hiring decisions should not be based on gender, ethnicity, religion, or personal relationships. All
candidates should be evaluated fairly based on their merit and qualifications.
2. Contracts and Labor Compliance:
Every project employee should have a clear and legal agreement detailing roles, responsibilities,
duration of contract, compensation, and working conditions. Misclassification of employees or
unclear contracts can lead to legal disputes.
3. Confidentiality and Data Protection:
The personal information of team members must be kept secure and confidential. Any access to
sensitive project data should also be regulated.
4. Compensation and Fair Labor Practices:
Workers must be paid in accordance with the work done, and there must be no form of
exploitation. Overtime policies, bonuses, and other incentives should be clearly documented and
adhered to.
5. Workplace Safety and Health:
The work environment should comply with safety regulations. The project manager is responsible
for ensuring that safety training is provided and that emergency procedures are in place.
6. Ethical Leadership:
The project manager should lead by example—demonstrating honesty, fairness, accountability,
and respect for diversity. Nepotism, favoritism, or discrimination in team assignments must be
strictly avoided.

CHAPTER ONE SUMMARY

Human Resource Project Management is essential for ensuring that a project is staffed with
competent, motivated, and coordinated individuals. It differs from traditional HR management in
its temporary and outcome-focused nature. The project manager plays a key role in planning and
managing the human component of the project, ensuring that every phase of the project life
cycle is supported by the right talent. Legal and ethical considerations must guide every HR-
related action to ensure justice, transparency, and sustainability in project execution.

CHAPTER TWO: PROJECT HUMAN RESOURCE PLANNING

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A. IDENTIFYING PROJECT ROLES AND RESPONSIBILITIES

In project human resource planning, one of the first and most vital steps is the identification of
roles and responsibilities. This process ensures clarity, accountability, and alignment of team
members’ tasks with the project’s objectives.

1. Role Identification:
Each project requires a range of functions—from leadership and coordination to technical
execution and support. The project manager must identify all necessary roles such as project
coordinator, engineers, quality assurance officer, logistics personnel, financial officer, etc.

2. Responsibility Definition:
For each role, specific responsibilities must be defined. This includes the duties, reporting lines,
and performance expectations. For example, the project accountant may be responsible for
budget tracking, financial reporting, and cost control.

3. Role Alignment with WBS (Work Breakdown Structure):

Every task in the WBS must be matched with a responsible person or team. This creates a direct
link between activities and accountability, avoiding confusion and task duplication.

4. Clear Communication of Roles:

Once defined, roles and responsibilities must be formally documented and communicated to all
stakeholders. Clarity prevents conflicts and ensures that every team member knows what is
expected of them.

B. HUMAN RESOURCE PLANNING TOOLS

To structure human resource assignments and promote accountability, several tools are
commonly used:

1. RACI Matrix (Responsible, Accountable, Consulted, Informed):

The RACI matrix is a visual tool that defines roles in terms of:
• Responsible – the person who performs the task.
• Accountable – the person who is ultimately answerable for the task.
• Consulted – individuals who offer input or expertise.
• Informed – individuals who must be kept updated on progress.

This matrix helps in decision-making and reduces overlap in responsibilities.

2. Responsibility Assignment Charts (RAC):
A RAC chart matches project tasks with team members to ensure everyone is assigned to specific
components of the project. It allows for quick identification of who is in charge of what.

3. Staffing Management Plan:

This plan outlines how human resources will be acquired, managed, and eventually released. It
includes details such as staff acquisition timelines, skill requirements, training plans, and
reporting structures.

4. Organization Breakdown Structure (OBS):

The OBS is a hierarchical representation of departments or units within an organization, showing
which units are responsible for various parts of the project.

C. ORGANIZATIONAL PLANNING AND TEAM STRUCTURE

1. Organizational Planning:
Organizational planning in a project involves designing the framework that governs team
formation and coordination. It includes:
• Defining the reporting relationships.
• Establishing communication flow.
• Creating coordination protocols between departments or teams.

2. Team Structure Types:

Depending on the nature of the project and the organization, different team structures may be
adopted:
• Functional Structure: Team members report to a departmental head; coordination is
centralized.
• Projectized Structure: Teams are dedicated to the project; the project manager has full
authority.
• Matrix Structure: Combines functional and projectized structures; team members
report to both a project manager and a functional manager.

3. Team Roles:
Team roles must be clearly stated, including leadership positions, technical experts, coordinators,
and administrative staff. Understanding the hierarchy promotes discipline and facilitates conflict
resolution.

D. ACQUIRING THE PROJECT TEAM

Once roles and plans are in place, the next step is team acquisition:
1. Internal Acquisition:
Team members are selected from within the organization. This may require negotiations with
functional managers or departmental heads.

2. External Recruitment:
In some cases, required skills are not available internally. The project manager works with the HR
department to recruit from outside through job advertisements, employment agencies, or
freelance platforms.

3. Procurement of Human Resources:

For highly specialized or short-term needs, human resources may be procured through contracts,
consultants, or outsourcing arrangements. Legal and financial terms must be clearly outlined in
such cases.

4. Considerations in Team Selection:

• Skill and experience compatibility with project needs.
• Cultural fit within the existing team.
• Availability and willingness to commit.
• Cost implications of hiring or transferring.

5. Onboarding Process:
After selection, team members should be formally introduced to the project, given orientation,
and provided with necessary tools and documentation.

E. ESTIMATING HUMAN RESOURCE COSTS

Estimating the cost of human resources is crucial for budgeting and financial control in project
management.

1. Direct Costs:
These include salaries, wages, benefits, travel allowances, insurance, and taxes related to the
workforce.

2. Indirect Costs:
These refer to shared costs such as utilities, office supplies, training, and administrative
overheads associated with the team.

3. Time-Based Costing:
Human resource costs are often calculated based on hourly, daily, or monthly rates. These rates
vary depending on the seniority, skill level, and geographic location of the employee.
4. Resource Calendars:
These are used to determine the availability of human resources over time. They help estimate
how long each person will work on the project and, therefore, what their total cost will be.

5. Cost Estimation Techniques:

• Expert Judgment: Based on past experience or consultation with professionals.
• Analogous Estimating: Using historical data from similar projects.
• Parametric Estimating: Using a mathematical model, e.g., rate per hour × number of
hours.
• Bottom-Up Estimating: Estimating individual activities and summing them up.

6. Budget Approval:
The estimated costs must be submitted for approval by the project sponsor or financial controller
before hiring begins.

CHAPTER TWO SUMMARY

Project Human Resource Planning is a proactive and structured process that ensures the right
people are brought into the project, placed in appropriate roles, and managed effectively. It
involves identifying roles and responsibilities, using planning tools like RACI and staffing plans,
structuring the team, acquiring personnel, and estimating labor costs. Effective planning not only
reduces risk but also enhances team efficiency and project success.