DAY 6

HR
MANAGEMENT

Presented By
Ibrahim Mashaal . PMP

WWW.TADAFOQ.COM
Instructor in Brief

Ibrahim SH Mashaal (PMP),

Projects Manager & Agile Coach
With over 6 years’ experience in managing many teams, scheduling varying
sizes of complex software projects in multinational companies, and 11 years’
experience in Software Development field with sufficient domain knowledge.

Business Analysis |  E-Learning |  ERP  Consulting | Agile & TFS

Consulting
Mail: ibrahim.mashaal@tadafoq.com
Tel: (002)0100 7037 120 
Course Rules and Agreements

 No Recording.
 This Is Exam Preparation training not PMP detailed diploma
 We focusing on Project Management (as middle management) topics so some practices
may differs from Senior Managers, Functional and Operations Managers point of view.
 We committed to PMI terminologies and definitions as we can regardless there is any
alternatives carry same meaning.
 Keep Questions after topic finished or raise it on Questions Board to be answered on
time.
 Always we have only one communication channels and no side talking without
permissions.
 In Management there is no true and false it’s always depends and there is many
alternative ways but in Exam think as PMI think.
Course Schedule

Day Day Day Day

1 PMP Exam
2 Scope
3 Time
4
overview Management Management Cost
Management

PM
Framework

Day Day Day Day

5 Risk
6 Quality
7 Communication
8 Integration
Management Management Management Management

Procurement HR Stakeholder
Revision
Management Management Management
HR Management Processes

9.1 Plan Human Resource

Management
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
HR Management Glossary
1. Part-time, Full Time, Over time 12. Responsibility assignment matrix (RAM)

2. Roles and responsibilities 13. RACI Model (responsible, accountable, consult, and inform)
14. Job description and role-responsibility-authority forms
3. Acquire Project Team
15. Multi-Criteria Decision Analysis
4. Influencing the project team.
16. Performance Appraisals
5. Reporting relationships
17. Observation and Conversation
6. Project organization charts,
18. Motivational Theories
7. Resource calendar  Maslow's hierarchy of Needs
 Herzberg's Hygiene Theory
8. Networking  Expectancy Theory
9. Organizational theory  Achievement Theory
 Leadership Theories
10. Recognition and rewards programs  Theory X and Y
11. Skills matrix  Theory Z
9.1 Plan Human Resource Management
9.2 Acquire Project Team
 9.3 Develop Project Team

Team Building : The Tuckman Model- Forming – Storming – Norming – Performing - Adjourning

Team performance assessments evaluate the entire team for the project as a whole. It is the primary
output of the Develop Project Team process.
Project performance appraisals are an evaluation of an individual's performance on the project, and is a
tool and technique of the Manage Project Team process
Motivational Theories - Maslow's hierarchy of Needs
Motivational Theories - Herzberg's Hygiene Theory

• These motivators are intrinsic to the job itself, Hygiene Factors are not
sufficient to motivate people
• term "hygiene" means that they are considered maintenance factors that are
necessary to avoid dissatisfaction but the presence of these factors does not
provide motivation or satisfaction
• Hygiene Factors Examples like
• Work Conditions
• Salary
• Personal Life
• Relationships at work
• Security
• What motivate people sis work itself include such things as
• Responsibilities
• Self- Actualization
• Personal-Growth
• Recognition
Motivational Theories – Cont.

• McGregor’s beloved that all workers fit into one of two groups
• Theory X
• Managers who accept this theory believe that people need to be watched all the
time, the avoid responsibility and avoid work whenever possible.
• Theory Y
• Managers who accept this theory believe that people are willing to work without
super vision and want to achieve. Self Directed

Expectancy Theory : is the belief that increased effort will lead to a specific outcome
Vroom stated that for a person to be motivated, performance and motivation must be linked.
He created three variables (shown above) called Valence, Expectancy and Instrumentality to
account for this link.

Theory Z (Ouchi) :: focused on increasing employee loyalty to the company by providing a job for
life with a strong focus on the well-being of the employee, both on and off the job.
Motivational Theories – David McClelland's Theory of Acquired Needs

• This theory states the people most be motivated by one of three needs , person fall in
one category should be managed differently from other fall in another category

Primary Behavior style

need
Achievement Seek for challenge and like
recognition
Affiliation Work well with others and
seek for approvals
Power Influence others and seek
for authority
Motivational Theories – Situational Leadership – called situational continuum

What this means is the manager of a team will apply more influence and direction to
managing inexperienced employees. As the team members grow in skill and
capability, the manager moves from a directing approach (telling the employee exactly
what to do) to a delegating approach (the employee knows the job, does the job, needs
very little guidance, and will engage the manager when needed).
Multi-Criteria Decision Analysis
Selection criteria are often used as a part of acquiring the project team,
score team members are shown as follows
• Availability
• Cost
• Experience
• Ability
• Knowledge
• Skills
• Attitude
• International factors
9.4 Manage Project Team
 Conflict Management

 Withdraw/Avoid. Retreating from an actual or potential conflict situation;

postponing the issue to be better prepared or to be resolved by others.
 Smooth/Accommodate. Emphasizing areas of agreement rather than areas of
difference; conceding one’s position to the needs of others to maintain harmony
and relationships.
 Compromise/Reconcile. Searching for solutions that bring some degree of
satisfaction to all parties in order to temporarily or partially resolve the conflict.
 Force/Direct. Pushing one’s viewpoint at the expense of others; offering only win-
lose solutions, usually enforced through a power position to resolve an emergency.
 Collaborate/Problem Solve. Incorporating multiple viewpoints and insights from
differing perspectives requires a cooperative attitude and open dialogue that
typically leads to consensus and commitment.
LET’S TAKE BREAK
Presented By
See you After break, and Nice to see you today Ibrahim Mashaal . PMP

WWW.TADAFOQ.COM
 Q

The hierarchy of needs is a motivational theory developed by

a. Herzberg
b. McGregor
c. Maslow
d. McClelland

Answer C
 Q
The PM has been called by two of your project stakeholders to help resolve
an issue. He sets up a brief meeting with the two stakeholders to listen to their concerns
about a particular aspect of the current project. After hearing their concerns, his
comment to both stakeholders is this: "I think you both made some good points here.
Jerry, I think if we take part of your solution and combine it with some of bill’s ideas, I
think we can bring this to a successful conclusion." What type of conflict resolution
technique was being employed by the project manager?

a. Smoothing b. Confronting
c. Withdrawing d. Collaborating
:
Answer d
 Q

Theory Z is a leadership theory created by:

a. W Edwards Deming
b. Bruce Tuckman
c. William Ouchi
d. Ken Blanchard

Answer C
 Q
Q: A line manager in your organization is particularly difficult when dealing
with project team members. He is suspicious of their work habits and feels that he must
constantly micromanage their activities to ensure that the job gets done. This type of
manager is known as: a. Theory X manager
b. Theory Y manager
c. Expectation theory manager24
d. Achievement theory manager

Answer D
 Q
The Human resource plan is an output of the Develop Human Resource Plan process.
Which of the following will most likely be created in support of this activity?

a. WBS Dictionary
b. Stakeholder Register
c. Risk Breakdown structure
d. Responsibility assignment matrix (RAM)

Answer D
 Q
At the last progress meeting, several stakeholders and team members got into an intense disagreement
on how certain components in the current project should be constructed. One stakeholder wanted one of the
components constructed using a specific technology (the stakeholder used to be a former IT resource). The technical
team strongly disagreed - the technical team lead stated that while the stakeholders could describe what they
wanted, it was up to the technical the team to determine how they were going to best deliver it. The argument
dragged on. After an hour, the stakeholders and the team members were no further along. Before you could speak, a
senior VP who was also at the meeting stepped in and said the following, "This bantering is getting old. Either you
figure out how to solve this problem or I will make a decision for you.” The type of conflict resolution approach being
used here is: a. Confronting b. Collaboration
c. Forcing d. Compromising

Answer C
 Q
14. What motivational theory proposes that factors which act as dissatisfiers
on a job will de-motivate the employee and become an obstacle to
achievement?
a. Hygiene theory
b. Expectancy theory
c. Theory Z
d. Situational continuum

Answer A
THANK YOU
Presented By
Hope this course Help you to the way you manage successful projects Ibrahim Mashaal . PMP

WWW.TADAFOQ.COM