WHAT IS QUALITY?

The International Organization for Standardization (ISO)

defines quality as “the degree to which a set of inherent
characteristics fulfills requirements” (ISO9000:2000)

Other experts define quality based

on:
• Conformance to requirements: the project’s processes and products
meet written specifications
• Fitness for use: a product can be used as it was intended
2
PDCA MODEL

1. Plan
4. Act Identify the
Implement the improvement and make
plan a plan

3. Check 2. Do
Is the plan Test the
working? plan
THE THREE QUALITY MANAGEMENT PROCESSES
PROCE PROCESS
PROCESS NAME DESCRIPTION
SS # GROUP
Identify quality requirements and/or
standards for the project and its deliverables,
Plan Quality
1 Planning and document how the project will
Management
demonstrate compliance with quality
requirements and/ or standards.
translate the quality management plan into
executable quality activities that incorporate
2 Manage Quality Execution
the organization’s quality policies into the
project.
Monitorin
Monitor and record the results of executing
g
the quality management activities to assess
&
3 Control Quality performance and ensure the project outputs
Controllin
are complete, correct, and meet customer
g
expectations.
ABOUT PROJECT QUALITY MANAGEMENT

What is Quality?
Quality, in project management, is about fulfilling requirements.
Quality is about satisfying stated and implied needs.
Quality is a conformance to project requirements.
Every project has an anticipated level of quality for the project deliverables.
Project quality management is the process of ensuring that the project fulfills
its obligations to satisfy the project needs.
Project quality management also is concerned with both the management of
the project and the product of the project.
It’s easy to focus on the product (the thing or service the project creates), but
project managers must also provide quality for the project management
activities.
ABOUT PROJECT QUALITY MANAGEMENT

What is Quality?

Aspects of the downside of focusing too much on the product include the
following:
 Overworking the project team to complete the project: This may result in
unacceptable work, a decline in team morale, and the slow, steady destruction
of the project team’s willingness to work.
 Hurrying to complete the project work by speeding through quality
inspections: This can result in unacceptable deliverables.
ABOUT PROJECT QUALITY MANAGEMENT
Quality VS. Grade
Quality and grade are not the same
Quality is the sum of the characteristics of a product that allow it to meet
the demands or expectations of the project. Quality is all about fulfilling
requirements.
Grade, according to the PMBOK Guide, “is a category or rank given to
entities having the same functional use but different technical
characteristics.” For example, there are different grades of paint, different
grades of metal, and even different grades of travel.
ABOUT PROJECT QUALITY MANAGEMENT

Quality Control vs. Quality Assurance

The Quality Management Plan identifies the methods used to ensure the quality
of the products meet the quality specifications.  It does this in two ways:

Quality Control measures a portion of the outputs to determine conformance to

specifications.

Quality Assurance measures the processes used to attain the quality standards.

ABOUT PROJECT QUALITY MANAGEMENT
Implementing Quality Project Management
Quality management and project management have similar characteristics:
 Customer satisfaction: The project must satisfy the customer requirements by
delivering what it promised to satisfy the needs of the customer. The PMBOK
Guide states it as “conformance to requirements” and “fitness for use.”
 Prevention: Quality is planned into a project, not inspected in. It is always
more cost-effective to prevent mistakes than to correct them.
 Attribute sampling: When you measure the results of a work, the results
either will conform to quality or will not. In addition, variable sampling will
measure the degree of conformity for the result of project work.
ABOUT PROJECT QUALITY MANAGEMENT
Implementing Quality Project Management
Tolerances: There’s usually a window of tolerance when it comes to
measurements of work results (for example, five defects per 100 units). Control
limits define the boundaries of tolerance and acceptability for work results.
Management responsibility The project team must work toward the quality
goal, but management must provide the needed resources to deliver on the
quality promises.
Plan-do-check-act Dr. W. Edwards Deming, arguably the world’s leader in
quality management theory thanks to his management methods implemented in
Japan after World War II, set the bar with his “plan-do-check-act” approach to
quality management. This approach is similar to the project management
processes that every project passes through.
ABOUT PROJECT QUALITY MANAGEMENT
Implementing Quality Project Management
Kaizen technology Kaizen is a quality management philosophy of applying
continuous small improvements to reduce costs and to ensure consistency of
project performance.
Quality improvement programs One of the goals of any organization is to
improve quality, reduce errors, and effectively become more efficient and more
productive. Two quality improvements the PMBOK Guide mentions directly
are Total Quality Management and Lean Six Sigma. Both programs aim to
reduce waste, eliminate non-value-added efforts, and help the organization
become more efficient and achieve quality goals.
ABOUT PROJECT QUALITY MANAGEMENT
Implementing Quality Project Management
Kaizen technology Kaizen is a quality management philosophy of applying
continuous small improvements to reduce costs and to ensure consistency of
project performance.
Quality improvement programs One of the goals of any organization is to
improve quality, reduce errors, and effectively become more efficient and more
productive. Two quality improvements the PMBOK Guide mentions directly
are Total Quality Management and Lean Six Sigma. Both programs aim to
reduce waste, eliminate non-value-added efforts, and help the organization
become more efficient and achieve quality goals.
ABOUT PROJECT QUALITY MANAGEMENT
Levels of Quality Management
There are five levels of quality management:
Let the customer find the defects: This is the most expensive, and often the
most embarrassing, approach to quality management. Warranty claims, rework,
loss of income, and damage to reputation are all attributes of letting the
customer find the defects.
 Quality control inspections: Inspect the work and correct the defects before
the customer finds the defects. This approach can still be expensive and time-
consuming, as rework must be done to correct the defects before the customer
sees the work results.
Quality assurance programs: Aim to perfect the processes, not just the
errors that are a result of a poor work process.
ABOUT PROJECT QUALITY MANAGEMENT
Levels of Quality Management
Build quality into work: Do the work correctly the first time by
implementing quality planning and designing quality into the project.
 Quality culture: Build a culture of quality in the organization, where
everyone aims to achieve quality in all processes and work results
ABOUT PROJECT QUALITY MANAGEMENT
Preparing For Quality
Project Manager must know the quality expectations before quality planning,
specifically, what are the quality standards of the performing organization and
which quality standards are applicable to the project?
The project manager must consider the costs of achieving the expected level
of quality in contrast to the costs of nonconformance. The costs of quality
include training, safety measures, and action to prevent poor quality.
The costs of nonconformance can far outweigh the costs of quality with
possible loss of customers, rework needed, lost time, lost materials, and danger
to workers.
ABOUT PROJECT QUALITY MANAGEMENT
Determining the Quality Policy
Top management should define the quality policy; this is part of the
organizational process assets.
The quality policy of the organization may follow a formal approach, such as
ISO 9000, Six Sigma, or Total Quality Management, or it may have its own
direction and approach to satisfying the demand for quality.
 If the performing organization doesn’t have a quality policy? Or what if two
different entities are working together on a project and they use differing
quality policies? In these circumstances, the project management team should
create the quality policy for the project.
 (1 ) PLAN QUALITY MANAGEMENT
OVERVIEW
Plan Quality Management is the process of identifying quality requirements
and/or standards for the project and its deliverables, and documenting how the
project will demonstrate compliance with quality requirements and/or
standards.
The key benefit of this process is that it provides guidance and direction on
how quality will be managed and verified throughout the project.
Quality planning should be performed in parallel with the other planning
processes. For example, changes proposed in the deliverables in order to meet
identified quality standards may require cost or schedule adjustments and a
detailed risk analysis of the impact to plans.
 (1 ) PLAN QUALITY MANAGEMENT
INPUTS
Project management plan: Specifically, the requirements management
plan, risk management plan, stakeholder engagement plan, and the scope
baseline.
Project documents Assumption log, requirements documentation,
requirements traceability matrix, the risk register, and the stakeholder
register.
Enterprise environmental factors the geographic makeup of the project;
the organizational structure; marketplace conditions; working conditions of
the project; and any cultural perceptions that could affect achieving quality.
Organizational process assets Organizational process assets leveraged here
may also include templates, check sheets, and historical information.
 (1 ) PLAN QUALITY MANAGEMENT
TOOLS & TECHNIQUES
Benchmarking: Benchmarking involves comparing actual or planned project
practices or the project’s quality standards to those of comparable projects to
identify best practices, generate ideas for improvement, and provide a basis for
measuring performance.
Brainstorming: Brainstorming can be used to gather data creatively from a
group of team members or subject matter experts to develop the quality
management plan that best fits the upcoming project.
Interviews: Project and product quality needs and expectations, implicit and
explicit, formal and informal, can be identified by interviewing experienced
project participants, stakeholders, and subject matter experts.
 (1 ) PLAN QUALITY MANAGEMENT
TOOLS & TECHNIQUES
Data Analysis techniques that can be used for this process include but are not
limited to:
Cost / Benefit Analysis: A cost-benefit analysis is a financial analysis tool
used to estimate the strengths and weaknesses of alternatives in order to
determine the best alternative in terms of benefits provided. A cost benefit
analysis will help the project manager determine if the planned quality
activities are cost effective. The primary benefits of meeting quality
requirements include less rework, higher productivity, lower costs,
increased stakeholder satisfaction, and increased profitability.
 (1 ) PLAN QUALITY MANAGEMENT
TOOLS & TECHNIQUES
Cost of Quality: The cost of quality considers the expense of all the activities
within a project that are undertaken to ensure its quality. The cost of quality is
divided into three major categories:
Prevention costs: Defines the costs of preventing poor quality in the
project. Examples of this cost include training, safety measures, and acquiring
the right tools and equipment to do the project work.
Appraisal costs: The cost of measuring, testing, auditing, and evaluating the
project’s product to confirm that quality has been achieved in the work results.
Failure costs: This approach is the cost of completing the project work
without quality. Internal failure costs are the rework and scrap caused by poor
quality. External failure costs include loss of sales, loss of customers,
downtime, and damage to the organization’s reputation.
 (1 ) PLAN QUALITY MANAGEMENT
TOOLS & TECHNIQUES
The optimal cost quality is
about balancing the prevention
and appraisal costs against the
failure costs. For example, a
manufacturer could slow down
a piece of equipment to ensure
that every widget created is
perfect, but the cost of doing so
is greater than running the
equipment at a faster pace and
losing a few widgets due to poor
quality.
I
8.1 – PLAN QUALITY: OUTPUTS
.1 Quality Management Plan
• Subsidiary of the Project Management Plan
• Describes how the Project Management team will implement the performing organization’s
quality policy
• Addresses Quality Control, Quality Assurance, and Continuous Process Improvement for
the project
• Includes efforts at the front end of the project, through independent peer review, to ensure
that the earlier decisions on concepts, designs, and tests are correct
• Documents the resources needed to carry out the quality plan, responsibilities of the project
team in implementing quality, and all processes and procedures used therein
• Quality actions assigned to each activity listed in the WBS are documented

PROJECT QUALITY MANAGEMENT 39

8.1 – PLAN QUALITY: OUTPUTS
.2 Quality Metrics
 An operational definition that describes in very specific terms a project or product attribute,
and how the quality control process measures it
 It is an actual value
 The tolerance defines the allowable variations on the metrics
 Used in QA and QC processes

.3 Quality Checklists
 Structured tool, usually component-specific, used to verify that a set of required steps has
been performed
 Many organizations have standardized checklists available to ensure consistency in
frequently performed tasks
 Checklists are also available from commercial service providers, or from professional
associations for certain application areas

PROJECT QUALITY MANAGEMENT 40

 8.1 – PLAN QUALITY: OUTPUTS
.4 Process Improvement Plan
 Details the steps for analyzing processes to identify activities which enhance
their value
• Process Boundaries describe the purpose of processes, their start and end,
inputs and outputs, data required, and the owner and stakeholders
• Process Configuration is a graphic depiction of processes, with interfaces
identified, to facilitate analysis
• Process metrics, along with control limits, allow analysis of process
efficiency
• Targets for improved performance guides the process improvement
activities
.5 Project Document Updates
• Stakeholder Register
• Responsibility Assignment Matrix

PROJECT QUALITY MANAGEMENT 41

 (1 ) PLAN QUALITY MANAGEMENT
TOOLS & TECHNIQUES
Decision Making: A decision-making technique that can be used for this
process includes but is not limited to Multicriteria decision analysis.
Multicriteria decision analysis tools (e.g., prioritization matrix) can be used to
identify the key issues and suitable alternatives to be prioritized as a set of
decisions for implementation.

Data representation techniques that can be used for this process include but are
not limited to:

Flowcharts Flowcharts are also referred to as process maps because they

display the sequence of steps and the branching possibilities that exist for a
process that transforms one or more inputs into one or more outputs.
 (1 ) PLAN QUALITY MANAGEMENT
TOOLS & TECHNIQUES
Logical data model. Logical data models are a visual representation of an
organization’s data, described in business language and independent of any
specific technology. The logical data model can be used to identify where data
integrity or other quality issues can arise.
Matrix diagrams. Matrix diagrams help find the strength of relationships
among different factors, causes, and objectives that exist between the rows and
columns that form the matrix. Depending on how many factors may be
compared, the project manager can use different shapes of matrix diagrams; for
example, L, T, Y, X, C, and roof–shaped. In this process they facilitate
identifying the key quality metrics that are important for the success of the
project.
Mind Mapping:
 (1 ) PLAN QUALITY MANAGEMENT
TOOLS & TECHNIQUES
Testing & Inspection: Quality control is inspection-driven, but you’ll need a
plan for how you’ll inspect the work. This is an example of an appraisal cost,
because the inspection activities will take time, may require materials or tools
to test, and may have other cost factors depending on the industry in which the
project is being undertaken. For example, consider the testing costs in
manufacturing versus construction or IT projects.
 (1 ) PLAN QUALITY MANAGEMENT
OUTPUTS
The Quality Management Plan is a component of the project management
plan that describes how applicable policies, procedures, and guidelines will be
implemented to achieve the quality objectives. It describes the activities and
resources necessary for the project management team to achieve the quality
objectives set for the project. The quality management plan may include but is
not limited to the following components:
Quality standards that will be used by the project; Quality objectives of the
project; Quality roles and responsibilities; Project deliverables and processes subject
to quality review; Quality control and quality management activities planned for the
project; Quality tools that will be used for the project; and Major procedures
relevant for the project, such as dealing with nonconformance, corrective actions
procedures, and continuous improvement procedures.
 (1 ) PLAN QUALITY MANAGEMENT
OUTPUTS
A QUALITY METRICS specifically describes a project or product attribute
and how the Control Quality process will verify compliance to it. Some
examples of quality metrics include percentage of tasks completed on time,
cost performance measured by CPI, failure rate, number of defects identified
per day, total downtime per month, errors found per line of code, customer
satisfaction scores, and percentage of requirements covered by the test plan as a
measure of test coverage.
 (2 ) MANAGE QUALITY
OVERVIEW
Manage Quality is the process of translating the quality management plan into
executable quality activities that incorporate the organization’s quality policies
into the project.
The key benefits of this process are that it increases the probability of meeting
the quality objectives as well as identifying ineffective processes and causes of
poor quality.
Manage Quality uses the data and results from the control quality process to
reflect the overall quality status of the project to the stakeholders.
This process is performed throughout the project.
8.3 Control Quality
Control Quality is the process of monitoring and recording results of executing the quality activities
to assess performance and recommend necessary changes. The key benefits of this process include:
1. Identifying the causes of poor process or product quality and recommending and/or taking
action to eliminate them; and
2. Validating that project deliverables and work meet the requirements specified by key
stakeholders necessary for final acceptance.
 QUESTION NO 1
1. Which of the following best describes appraisal costs?

A. Costs associated with satisfying customer requirements by

creating a product without defects
B. Costs expended to examine the product or process and make
certain the requirements are being met
C. Costs when things don’t go according to plan
D. Costs that occur externally, when the customer determines that
the requirements have not been met
 ANSWER NO 1
1. B. Costs expended to examine the product or process and make certain the
requirements are being met
Appraisal costs are associated with the cost of quality and are the costs
expended to examine the product or process and make certain the
requirements are being met. Inspection and testing are examples of
appraisal costs.
 QUESTION NO 2
2. Which quality theorist is responsible for the theory that promotes doing it
right the first time?
A. Philip Crosby
B. Joseph Juran
C. W. Edwards Deming
D. Walter Shewhart
 ANSWER NO 2
2. A. Philip Crosby is the quality theorist behind the Zero Defects practice,
which promotes doing it right the first time.
 QUESTION NO 3
3. Which quality theorist is known as the grandfather of Total Quality
Management (TQM)?
A. Philip Crosby
B. Joseph Juran
C. W. Edwards Deming
D. Walter Shewhart
 ANSWER NO 3
3. D. Walter Shewhart is considered to be the grandfather of TQM; he
developed statistical tools to examine when a corrective action must be
applied to a process.
 QUESTION NO 4
4. You are the project manager for Xylophone Phonics, which produces
children’s software programs that teach basic reading and math skills. You
are performing the Plan Quality Management process and are considering
the trade-offs between cost and quality. You know that it is cheaper and
more efficient to prevent defects in the first place than to spend time and
money fixing them later. Which of the following does this describe?

A. Cost-benefit analysis
B. Make-or-buy decisions
C. Cost of quality
D. Nonconformance costs
 ANSWER NO 4
4. A. This describes the cost-benefit analysis tool and technique of the Plan
Quality Management process.
 QUESTION NO 5
5. Your project is dependent on a precise manufacturing process. You have
hired trained auditors to evaluate the process and identify ineffective
activities. The auditors bring a few ineffective activities to your attention,
and as a result, you take a corrective action. All of the following are true
regarding this situation except for which one?

A. This is a quality improvement that came about as a result of the quality

audit.
B. Quality improvements are implemented by submitting change requests.
C. Quality improvements are implemented by taking corrective actions.
D. Quality audits have the same purpose as the Control Quality process.
 ANSWER NO 5
5. D. Quality audits have the same purpose as the Control Quality process.
Quality improvements come about as a result of quality audits, which are a
tool and technique of the Manage Quality process. Quality improvements
are implemented by submitting change requests and/or taking corrective
action.
 QUESTION NO 6
6. Corrective actions are taken as a result of which of the following?

A. Comparing and monitoring project performance against the

baseline
B. When deviations are discovered while coordinating and
integrating the various elements of the project
C. To reduce the probability of negative consequences
D. To correct product defects discovered during the quality
processes
 ANSWER NO 6
6. A. Comparing and monitoring project performance against the baseline.
Corrective actions are taken as a result of comparing and monitoring
project performance against the baseline. The baseline is the project
management plan. Deviations that are discovered during the course of the
project may or may not require corrective actions. Preventive actions are
taken to reduce the probability of negative consequences, and defect repairs
are submitted to correct product defects.
 QUESTION NO 7
7. You are in the process of translating the quality management plan into
executable quality activities that account for existing quality policies. What
can you use to help you organize information in a series of steps that lead
to a defect?

A. Flowcharts
B. Histograms
C. Matrix diagrams
D. Affinity diagrams
 ANSWER NO 7
7. A. Flowcharts, a tool and technique of the Manage Quality process, show a
series of steps that lead to a defect. Flowcharts are part of data
representation.
 QUESTION NO 8
8. You are a project manager working within a project management office
(PMO). You facilitate a session to identify the cause of a defect by white
boarding all of the process steps with the team. One team member
expresses frustration during the meeting, stating that this is not his job and
that the quality team should be having this conversation alone. Managing
quality, as well as participating in quality assurance activities, is whose
responsibility?

A. Quality team
B. Project manager
C. Project team
D. Everyone
 ANSWER NO 8
8. D. Everyone
According to the PMBOK® Guide, quality is everyone’s activities,
including the project manager, project team, project sponsor, and
organization’s management.
 QUESTION NO 9
9. Which of the following shows quality management issues escalated by the
team, as well as recommendations for process, project, and product
improvements?

A. Quality management plan

B. Quality control measurements
C. Test and evaluation documents
D. Quality reports
 ANSWER NO 9
9. D. Quality Reports
Quality reports, an output of the Manage Quality process, typically include
quality management issues escalated; recommendations for process,
project, and product improvements; corrective actions recommendations;
and summary of quality control findings.
 QUESTION NO 10
10. Your project is well into the Executing phase. You are working with inputs
such as quality metrics, risk report, and quality control measurements, and
tools and techniques such as quality audits and process analysis. The other
tool and technique of this process includes all of the following tools except
which one?

A. Cost of quality
B. Alternatives analysis
C. Document analysis
D. Root cause analysis
 ANSWER NO 10
10. A. Cost of Quality
This question refers to the data analysis tools and techniques in the Manage
Quality process.
 QUESTION NO 11
11. You are using the data representation tool and technique of the Manage
Quality process with one of the product deliverables to organize potential
causes of defects into groups. Which tool and technique does this describe?

A. Interrelationship digraphs
B. Matrix diagrams
C. Affinity diagrams
D. Process decision program charts
 ANSWER NO 11
11. C. Affinity Diagram
This question describes the affinity diagram, which is a data representation
tool and technique. Affinity diagrams pinpoint which areas should get the
most focus by grouping related potential causes of defects.
 QUESTION NO 12
12. Which of the following best describes the purpose of corrective action
taken during the Executing process activities of the project?

A. An intentional activity that ensures the future performance of the

project work is aligned with the project management plan
B. An intentional activity to modify a nonconforming product or
product component
C. An unintentional activity that ensures that the work of the project
is aligned with the project management plan
D. An intentional activity intended to bring the work of the project
back into alignment with the project management plan
 ANSWER NO 12
12. D. An intentional activity intended to bring the work of the project back
into alignment with the project management plan
According to the PMBOK® Guide, corrective action is an intentional
activity that realigns the performance of the project work with the project
management plan; in other words, it’s work that brings the project back in
line with the plan.
 CHAPTER 9

PROJECT
RESOURCE MANAGEMENT
Getting the Team Together
The Importance of Human
Resource
Management
Many corporate executives have
said, “People are our most
important asset”

People determine the success and

failure of organizations and projects

75
 Project Manager
Managing and leading the project team includes
 Influencing the project team: being aware of and influencing those human
resource factors that may impact the project including team environment,
geographical locations of members, stakeholder communications,
internal and external politics, cultural issues, organizational uniqueness,
and other factor that may alter the project performance
 Professional and Ethical Behavior: the project management team should
be aware of, subscribe to, and ensure that all team members follow ethical
behavior

76
M A N A G I N G T H E P RO J ECT RE S O U RC ES I S H O W TH E
P RO J E CT MA N A G E R S P EN D S MO ST O F TH EI R T I M E.   TH E
P RO J E CT T E A M I S O N E O F TH E M O S T I M P O RTA N T
CO MP O N EN TS OF PR O J E CT S U CCE S S – H AV I N G
CO N F I D E N CE T H AT Y O U R T EA M I S G O I N G TO G E T T H E J O B
D O N E R I G H T, O N T I M E, A N D U N D E R BU D G E T, I S
V I RT U A L LY P RI CE LES S .  
Trends and  Emerging Practices in Project Schedule Management
The following emerging trends and practices have been introduced in project resource
management
Resource Management methods
Lean, JIT, Kaizen, TPM, TOC etc.
Emotional intelligence
Personal EI (inbound – Self-awareness, self-management, and outbound – Relationship
management)
Team EI (emotionally competent team )
Self-organizing teams
Agile world
Virtual teams and distributed teams
THE SIX RESOURCE MANAGEMENT PROCESSES
PROCE PROCESS
PROCESS NAME DESCRIPTION
SS # GROUP
Plan Resource Define how to estimate, acquire, manage, and
1 utilize physical and team resources.
Management
Planning Estimate team resources and the type and
Estimate Activity quantities of material, equipment, and supplies
2
Resources necessary to perform project work.
Obtain team members, facilities, equipment,
3 Acquire Resources materials, supplies, and other resources
necessary to complete project work.
Improve competencies, team member
Executing interaction, and the overall team environment to
4 Develop Team enhance project performance.

Track team member performance, providing

5 Manage Team feedback, resolving issues, and managing team
changes to optimize project performance.
THE SIX RESOURCE MANAGEMENT PROCESSES
PROCE PROCESS
PROCESS NAME DESCRIPTION
SS # GROUP

Monitorin ensure that the physical resources assigned and

allocated to the project are available as planned,
g&
6 Control Resources as well as monitoring the planned versus actual
Controllin use of resources, and perform corrective action
g as necessary.
ORGANIZATIONAL CHART

81
Responsibility Assignment
Matrix
(RAM)

82
RAM SHOWING
STAKEHOLDER ROLES

83
RACI CHART

R = responsibility, only one R per

task A = accountability
C = consultation
I = informed

84
DEVELOPING THE PROJECT
TEAM
The main goal of team
development is to help people
work together more effectively
to improve project performance

It takes teamwork to
successfully
complete most projects
88
TRAINING
Training can help people
understand themselves, each other,
and how to work better in teams

Team building activities include:

• Physical challenges
• Psychological preference indicator tools

89
Tuckman Model of
Team
Development
• Team Meets and learn about
Forming the project

• Team begins to address the

Storming project
work
• Team begins to work together
Norming and adjust work habits and
behaviors

Performing • Functions as the well-organized unit

• Team complete the work and moves

Adjourning on from the project
90
DEVELOP PROJECT TEAM
Recognition Ground Rules
and Reward • Establish clear
expectations
• Recognizing and regarding acceptable
Rewarding desirable behavior by project
behavior team member

Co-location
• 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
132
 MANAGING THE PROJECT
TEAM
Project managers must lead their teams in
performing various project activities

After assessing team performance and related

information, the project manager must decide:
• If changes should be requested to the project
• If corrective or preventive actions should be
recommended
• If updates are needed to the project management plan
or organizational process assets

93
 REWARD SYSTEM
Extrinsic (External)
• Salary
• Work Condition
• Status
Intrinsic (Internal)
• Achievement
• Responsibility
• Advancement
Rewards given timely and in public

94
 MANAGEMENT
Autocratic
STYLE
• Strength
• Mature,
well
define
projects
• Quick
decisions
• Weakness
• Limits
staff buy-
in
leading
to low
morale
• Possible
arbitrary 95
MASLOW’S HIERARCHY OF
NEEDS
Maslow developed a
hierarchy of needs that
states that people’s
behaviors are guided or
motivated by a sequence
of needs

96
Herzberg’s Motivational and
Hygiene
Factors
Hygiene
• Pays; working conditions; boss’s attitude
• Poor hygiene factors negatively impact motivation
• Good hygiene factors increase motivation

Motivators
• Positive motivation leads to achievement and
self- actualization
• Workers has a sense of personal growth
and responsibility
98
Examples of Herzberg’s
Hygiene
Factors and Motivators

99
 MCGREGOR’S THEORY X
AND YX
Theory
• Traditional view of management; top-down
• Managers; Control people
• Workers; Viewed as inherently self-centered, lazy

Theory Y
• Workers; Viewed as willing and eager to accept
responsibilities
• Managers; Create environment that aids
workers
in achieving goals
100
OUCHI ’S THEORY Z
VROOM’S EXPECTANCY
THEORY
 CONTINGENCY THEORY &
ACHIEVEMENT THEORY
Achievement Theory
 People are motivated by needs of things
 Achievement: need to achieve or succeed
 Power: desire to influence the behavior of others
 Affiliation: relationship-oriented

Contingency Theory
Built on a combination of Theory Y behaviors and the Hygiene
Theory. “People are motivated to achieve a level of competency
and will continue to be motivated by this need even after the
competency is reached”

PROJECT HUMAN RESOURCE MANAGEMENT 103

 THE POWER YOU SURELY NEED!

•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
•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.
Staffing Management Plans
and
Resource Histograms

A staffing A resource
management histogram is a
plan describes column chart
when and how that shows the
people will be number of
added to and resources
taken off the assigned to a
project team project over time
106
RESOURCE HISTOGRAM

107
 CONFLICT -BAD?
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.
Interpersonal Skills of Project Manager

Leadership
• Inspire and motivate the team

Influencing
• Ability to persuade and clearly articulate points and
positions
• High level of active and effective listening skills
• Considering various perspectives in any situation
• Gathering relevant and critical information
Effective Decision Making
• Focus on goals to be served
• Follow the decision making process
• Study environmental factors
• Manage opportunity and risks 111
 Q&A

• What did I forget to tell you ?

• What is still on your mind about PMP Exam Cram Program?

For further details feel free to email us:

trainings@prudsol.com
 Contact Us and Follow Us
For Trainings & Consulting
Thank you for your interest in Prudential Solutions; If you have any query
call us or email us. 

Prudential Office  
Office # 1, 2nd Floor Huzaifa Center, I-8 Markaz Islamabad
Cell: (+92) 0333 / 323 – PRUDSOL (7783765)
Phone: (+92) 051- 8455701/702

Email:    info@prudsol.com
trainings@prudsol.com
Website: www.prudsol.com
 Q&A

• What did I forget to tell you ?

• What is still on your mind about PMP Exam Cram Program?

For further details feel free to email us:

trainings@prudsol.com
 Contact Us and Follow Us
For Trainings & Consulting
Thank you for your interest in Prudential Solutions; If you have any query
call us or email us. 

Prudential Office  
Office # 1, 2nd Floor Huzaifa Center, I-8 Markaz Islamabad
Cell: (+92) 0333 / 323 – PRUDSOL (7783765)
Phone: (+92) 051- 8455701/702

Email:    info@prudsol.com
trainings@prudsol.com
Website: www.prudsol.com