Project Management

Lesson 11: Project Human

Resources Management

Tran Van Ly
Industrial Engineering and Management
International University
22/03/05 1
Email: tvly@hcmiu.edu.vn
 Learning Objectives

• Develop human
resource plan
• Acquire project team
• Develop project team
• Manage project team

Apply this in your Group Project also 2

 Project Human Resource Management
Definition

“Project Human Resource Management

includes the processes that organize, manage and
lead the project team”.
“The project team is comprised of the people
with assigned roles and responsibilities for
completing the project.”
PMBoK® Guide, 4th Edition, p. 215

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 Human Resource Plan Definition
“The human resource plan, a part of the
project management plan, provides guidance on
how human resources should be defined, staffed,
managed, controlled and eventually released.”
Example of a Responsibility Assignment Matrix (RAM):

The RACI Chart

• Responsible
• Accountable
• Consult
• Inform

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 Develop Human Resource Plan Process

Project Management Process Groups

Knowledge Area
Monitoring &
Initiating Planning Executing Closing
Controlling

Acquire Project
Team
Project Human
Develop Human Develop Project
Resource Resource Plan Team
Management
Manage Project
Team

Across Project Management Process Groups

 Develop Human Resource Plan
Miscellaneous Terms

Roles & Responsibilities

Project One who provides financial resources for the project.

Sponsor/Initiator Can be the Customer or Senior Management.

Team A group of people who will complete work on the project.

Anyone who is involved in the project, or whose interests may be

Stakeholders positively or negatively affected by execution or completion of the
project.
The individual who manages and owns the resources in a specific dept.
Functional
Manager The amount of involvement depends on the structure of the
organization.

Project Manager Responsible for managing the project to meet the projects objectives.
 Develop Human Resource Plan
Miscellaneous Terms (cont’d)

Represents in graphical format the hours and duration team members are needed
throughout the project.
Resource Shows where there is a “spike” in the need for resources.
Histogram
Project Manager can arrange to minimize the “peaks and valleys” of resource
usage (a.k.a. resource leveling).

Resource A calendar of working days and non-working days. Defines resource availability
Calendar periods

Resource The schedule analysis of resources so that there is limited over/under

Leveling allocation of resource at a given time throughout the project timeline.

How is the team going to be motivated?

This is an alien concept to most Project Managers.
Recognition &
Rewards Motivate each team member individually based on their own needs.
Thank You, rewards for performance, desired training, flexible work
environment.
 Develop Human Resource Plan
Miscellaneous Terms (cont’d)

General management skills are important to team development:

Empathy – “Identification with and understanding of another's situation, feelings, and
motives”
Soft Skills Influence – “Power to sway or affect based on prestige, wealth, ability, or position”
Creativity – “Characterized by originality and expressiveness; imaginative”
Group Facilitation – “A formal meeting controlled by an outside person”

A co-location where the project team can meet during important times of the project or
War Room for the entire project. A Place where project team can enhance communications and
form a sense of community

Only desirable behavior should be rewarded, ie

Recognition & Willingness to work overtime

Rewards Turning in reports on-time
Rewards should be meaningful to the person given
 Develop Human Resources Plan
(1)

The process of identifying and documenting

project roles, responsibilities, and required
skills, reporting relationships, and creating a
staffing management plan
Develop Human Resources Plan
(2)

Develop human resource plan data flow

 Develop Human Resources Plan
Inputs
- Activity resource requirements: to determine the
human resource needs for the project
- Enterprise environmental factors
- Organization culture
- Existing human resources
- Personnel administration policies, and
- Marketplace conditions
- Organization process assets
- Organizational standard processes and policies and
standardized role descriptions
- Templates for organizational charts and position
descriptions
- Historical information on organizational structures
 Develop Human Resources Plan
Tools and Techniques (1)
- Organization charts and positions descriptions:
various formats exist to document team
member roles and responsibilities
 Develop Human Resources Plan
Tools and Techniques (2)
- Networking
- Formal and informal interaction with others in an
organization, industry, or professional
environment
- Human resources networking activities include
proactive correspondence, meeting, symposia
- Organization theory
- Organization theory provides information
regarding the way in which people, teams, and
organizational unit behave.
 Develop Human Resources Plan
Outputs
 Human resource plan: as a part of the project
management plan, provides guidance on how
project human resources should be defined,
staffed, managed, controlled and eventually
released.
- Roles and responsibilities: Role, authority,
responsibility, and competency
- Project organization charts
- Staffing management plan: staff acquisition,
resource calendar, staff release plan, training
needs, recognition and rewards, compliance,
safety
 Human Resource Plan (cont’d)

The human resource plan should include:

Roles & Responsibilities
Role - Describes the portion of the project for which the person is
accountable.
Be sure everyone is familiar with their authority, duties and boundaries.
Responsibility – The work a team member is expected to perform to complete
the project’s activities.
Authority – The right to apply project resources, make decisions and sign
approvals
Team members operate best when their authority matches their individual
responsibilities.
Competency – The skill and capacity required to complete project activities.
When project team members do not have the required skills, performance can
be jeopardized.
 Human Resource Plan (cont’d)

The human resource plan should include:

Project Organizational Charts
A graphic display of project team members and their
reporting relationships
formal, informal, highly detailed, or broad
Staffing Management Plan
Part of the human resource plan
Describes how and when human resource requirements
will be met.
formal, informal, highly detailed, or broad
 Staffing Management Plan – Items to Consider

Can the company HR Dept help?

Staff
Will resources be working remote or centrally located?
Acquisition
Can you contract consultants to perform the work?

Resource
Describes necessary timeframes for project team members
Calendars

Determining the method and timing of releasing team members

Staff Release
Helps control costs by specifying release criteria upfront
Plan
Helps mitigate human resource risks that may occur during or at the end of the project

Training If training is needed, a training plan can be developed as part of this project
Needs Include ways to help team members obtain certifications that may benefit the project

Recognition Criteria for rewards and a plan for their use

& Rewards Create a plan with established times for distribution of rewards

Compliance Strategies for complying with applicable regulations and human resource policies

Protect team members from safety hazards

Safety
Also may appear in Risk Register
 Acquire project team
- Acquire project team is the process of
confirming human resources availability and
obtaining the team necessary to complete
project assignments
- Factors are significantly considered during the
process of acquiring the project team:
- Negotiation in required human resources for the
project between project manager and project
management team
- The risk of failure to acquire the necessary human
resources
- Alternative resources
 Communication channels

• N*(N-1)/2 1 2 3 . n
1 0 x x x X
2 0 X x x
3 0 x X
. 0 x
n 0
 Project Team and Relationship
Between Stakeholders and the Project
Acquire project team

Acquire project team data flow diagram

 Acquire project team - Inputs

- Project management plan

- Roles and responsibilities defining the positions, skills, and
competencies that the project demands
- Project organization charts indicating the number of
people needed for the project
- Staffing management plan
- Enterprise environmental factors
- Existing information on human resources including who is
available, their competency levels, experience, etc.
- Personnel administration
- Organizational structure
- Location or multiple locations
- Organizational process assets
 Acquire project team
Tools and Techniques
- Pre-Assignment: when the project team
members are selected in advance they are
considered pre-assigned
- Negotiation, staff assignments are negotiated on
many project. Project management team
- Negotiated with functional manager to ensure to
receive appropriately competent staff in the required
time.
- Other project management teams to appropriately
assign scarce or specialized human resources
 Acquire project team – Outputs (1)

- Acquisition, when the performing organization

lacks the in-house staff needed to complete a
project, the required services may be acquired
from outside sources (consultants or
subcontracting work to another organization)
- Virtual Teams, can be defined as groups of
people with a shared goal who fulfill their role
with little or no time spent meeting face to face
(using electronic communication to
communicate)
 Acquire project team – Outputs (2)

- Project staff assignments

- The project is staffed when appropriate
people have been assigned through the
previously described method.
- Resources calendars document the time
periods that each project team member can
work on the project
- Project management plan updates, for
example human resources plan
 Develop Project Team (1)

- Develop project team is the process of improving

the competencies, team interaction, and the
overall team environment to enhance project
performance.
- Project managers should acquire skills to identify,
build, maintain, motive, lead, and inspire project
teams to achieve high team performance and to
meet the project’s objectives
 Develop Project Team (2)

- Objectives of developing a project team

include, but are not limited to:
- Improve knowledge and skills
- Improve feeling of trust and agreement among
team members
- Create a dynamic and cohesive team culture to
improve both individual and team productivity.
Develop project team data flow diagram
 Develop Project Team - Inputs
- Project staff assignments
- Team development starts with a list of the project
team members. Project staff assignment documents
identify the people who are on the team
- Project management Plan
- Contains the human resource plan, which identifies
training strategies and plans for developing the
project team
- Resources calendars
- Identify times when the project team members can
participate in team development
 Develop Project Team
Tools and Techniques (1)
- Interpersonal skills: knows as ‘soft skill’ such
as empathy, influence, creativity, and group
facilitation and valuable assets when
managing the project team
- Training: include all activities designed to
enhance the competencies of the project team
members. Training can be formal or informal
 Develop Project Team
Tools and Techniques (2)
- Team-building activities can vary from a five-
minute agenda item in a status review
meeting to an off-site, professionally
facilitated experience designed to improve
interpersonal relationships.
- The entire team should be encouraged to work
collaboratively to resolve the problems.
- One theory states five stages of development that
teams may go through: forming, storming,
norming, performing, and adjourning
Team Development - Stages
 Develop Project Team
Tools and Techniques (3)
- Ground rules: establish clear expectations
regarding acceptable behavior by project team
members
- Co-location involves 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
- Recognition and rewards
 Develop Project Team
Tools and Techniques (cont’d)

Establish clear expectations for acceptable behavior.

Early commitment to project guidelines decreases misunderstandings and increases
Ground productivity.
Rules
Allow team members to discover values that are important to one another.
All team members share responsibility for enforcement.

All or most active members in the same physical location.

Co-location Temporary during strategic times in the project or permanent.
Enhance communication and sense of community.

Ways in which to reward team members are developed during the Develop Human
Resource Plan process.
Recognize and reward desirable behavior ONLY.
Recognitio Rewards will only be effective if it satisfies a need which is valued by that individual.
n and Formal or informal.
Rewards Based on continuing project performance assessments.
People are motivated if they feel they are valued in the organization.
Recognition should be given during the life cycle of the project rather than waiting until the
project is completed.
 Develop Project Team – Outputs
- Team performance assessments is measured in
terms of technical success according to agreed-upon
project objectives, performance on project schedule
(finishing on time), an performance of budget
(finished within financial constraints)
- The evaluation of a team’s effectiveness may include
indicators:
- Improvements in skills
- Improvements in competencies
- Reduced staff turnover rate
- Increased team cohesiveness
- Enterprise environmental factors updates
 Develop Project Team Outputs (cont’d)

During the project lifecycle the project management team makes formal or informal
assessments of the project team’s effectiveness.
Development strategies and activities are expected to increase the teams’ performance
which leads to a more successful project overall.
Team performance assessment criteria should be determined and incorporated in the
Team Develop Project Team inputs.
Performance
Most important in contract-related or collective bargaining projects.
Assessments
Must use agreed upon assessment objectives.
May identify additional need for training, coaching, mentoring or changes to increase the
teams’ overall performance.
Performance assessments must be well documented and forwarded to the appropriate
parties.

Enterprise Employee training records

Environmental
Employee skills assessments
Factors
Updates General personnel records
 Manage Project Team
- Manage project team is the process of
tracking team member performance,
providing feedback, resolving issues, and
managing changes to optimize project
performance.
- Team management involves a combination of
skills with specific emphasis on
communication, conflict management,
negotiation, and leadership.
 Manage Project Team (cont’d)
Managing the project team requires a
variety of management skills to create
high performance teams.

Project Managers should provide

challenging assignments to team
members and provide recognition for high
performance.
Manage project team
Data flow diagram
 Manage Project Team
Inputs (1)
- Project staff assignments provide document which
includes the list of project team members
- Project management plan contains human resources
plan
- Roles and responsibilities
- Project organization
- The staffing management plan
- Team performance assessments. By continually
assessing the project teams’ performance, actions
can be taken to resolve issues, modify
communication, address conflict, and improve team
interaction
 Manage Project Team
Inputs (2)
- Performance reports: provide documentation about
the current project status compared to project
forecasts.
- The information from performance reports and related
forecasts assists in determining future human resource
requirements, recognition and rewards, and updates to
the staffing management plan
- Organizational process assets: certificates of
appreciation, newsletters, websites, bonus
structures, etc.
 Manage Project Team
Tools and Techniques (1)
- Observation and conversation:
Stay in touch with the work and attitudes of project
team members
- Project performance appraisals
- Conflict management
-Sources of conflict include scarce resources,
scheduling priorities, and personal work styles
-When handling conflict in a team environment,
project managers should recognize the following
characteristics of conflicts
 Manage Project Team
Tools and Techniques (2)
- Conflict is natural and forces a search for alternatives
- Conflict is team issue
- Openness resolves conflict
- Conflict resolution should focus on issues, not personalities
- Conflict resolution should focus on the present, not the past
 Six general techniques for resolving conflict
- Withdrawing/avoiding
- Smoothing/accommodating
- Compromising
- Forcing
- Collaborating
- Confronting/problem solving
 Manage Project Team
Tools and Techniques (3)

 Issue log: issue arise in the course of managing

the project team
 Interpersonal skill
- Leadership
- Influencing
- Effective decision making
 Manage Project Team – Outputs

 Enterprise environmental factors updates

- Input to organizational performance appraisals
- Personnel skill updates
 Organizational process assets updates
- Historical information and lesson learned documentation
- Templates, and
- Organizational standard processes.
 Change requests
- Staffing changes, whether by choice or by uncontrollable events, can
affect the rest of the project management plan.
- Staffing changes can include moving people to different assignment,
outsourcing some of the work, and replacing team members who leave
 Project management plan updates: Staffing management plan
may be updated as a result of approved changes.
 Interpersonal Skills

Leadership Important in all phases of the project for high performance.

In a matrix environment team members often do not report directly to the Project
manager.
Key influencing skills:
Ability to be persuasive
Influencing Effective listening
Consideration of all perspectives
Information gathering
Reach agreements while maintaining mutual trust

The ability to negotiate and influence the organization and project management team.
Guidelines include:
Focus on goals
Effective Follow a decision making process
Decision
Study the environmental factors
Making
Develop personal qualities of team members
Stimulate team creativity
Manage opportunity and risk
 Powers of the Project Manager

The project manager needs to constantly convince people to cooperate

and/or perform.
Types of Project Management power:
Formal
Based on your position
(Legitimate)
Reward top performers by assigning them to
Reward projects they are interested in next time

Penalty Ability to penalize team members as needed to get

(Coercive) what you need for the project to perform

Expert Being the subject matter expert

Referent PM using someone of authority above them.

BEST: WORST:
Expert & Penalty
Reward
 Leadership Styles

Directing Telling others what to do just because…

Facilitating Coordinating with the input of others.

Coaching Instructing others (mentoring).

Supporting Providing assistance.

Autocratic Deciding without input in a vacuum…

Consultative Bottom-up approach uses influence to get results.

Listens to team members, but reserves decision making authority for

Consultative- themselves.
Autocratic

Consensus Group decision making based on agreement

 Leadership Styles (cont’d)

Delegating PM gives the team sufficient authority to complete the work

Bureaucratic Following process or procedures exactly

Charismatic Energize and encourage team to perform

Democratic or
Encourage team to participate in decision making process
Participative

Not directly involved in the work of the team but manages or consults as
Laissez-faire
necessary

Make technical decisions for project based on their own knowledge of

Analytical
subject

Driver Constantly giving directions, competitive attitude drives team to win

Influencing Teamwork style, team decision making

 Theories to Know

Employees who believe their efforts will lead to effective

performance and who expect to be rewarded for their
Expectancy Theory accomplishments remain productive as rewards meet their
expectations.

The hearing a resolution of a dispute performed by a neutral

Arbitration party.

The giving of special rewards to some employees, such as

Perquisites (aka: Perks) assigned parking spaces, corner offices and executive
dining.

The “standard” benefits formally given to all employees such

Fringe Benefits as educational benefits, insurance and profit sharing.

Motivational Theory
Understand what motivates people in order to reward them.
(What do people want?)

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 McGregor’s Theory of X and Y

All workers fit into one of two groups, “X” or “Y”

Theory X
(‘Authoritarian’ management style)
The average person dislikes work and will
avoid it he/she can.
Therefore, most people must be forced with
the threat of punishment to work towards
organizational objectives.
The average person prefers to be directed; to
avoid responsibility; is relatively un-ambitious,
and wants security above all else.

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McGregor’s Theory of X and Y

All workers fit into one of two groups, “X” or “Y”

Theory Y
(‘Participative’ management style)
Effort in work is as natural as work and play.
People will apply self-control and self-direction in
the pursuit of organizational objectives, without
external control or the threat of punishment.
Commitment to objectives is a function of rewards
associated with their achievement.
People usually accept and often seek responsibility.
The capacity to use a high degree of imagination,
ingenuity and creativity in solving organizational
problems is widely, not narrowly, distributed in the
population.
In industry the intellectual potential of the average
person is only partly utilized.

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 Maslow’s Hierarchy of Needs
• People do not work
for security or
money.
• People work to
contribute and to
use their skills.
• “Self Actualization”.
• One cannot ascend
to the next level
until the levels
below are fulfilled.

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 Herzberg’s Theory
Hygiene Factors and Motivating Agents

Hygiene Factors Motivating Agents

• Poor hygiene factors may • Responsibility
destroy motivation, but • Self actualization
improving them may not
• Professional growth
improve motivation
• Recognition
• Working conditions
• Salary; Personal Life
• Relationships at work
• Security;
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Status
 Terms and Common Acronyms

Organizational Breakdown A hierarchically organized chart of the project organization arranged

Structure (OBS) to relate to the work packages of the performing organizational units

A structure that relates the project’s Organizational Breakdown

Responsibility Assignment Structure to the Work Breakdown Structure to help ensure that each
Matrix (RAM) component of the projects scope is assigned to a responsible person
or “owner”

Resource Breakdown A hierarchical structure of resources by resource category and

Structure (RBS) resource type. Helps in resource leveling and scheduling.

Work Breakdown Structure Project deliverables broken down into smaller more manageable
(WBS) components

An organizational placement strategy where the project team

members are physically located close to one another in order to
Co-location improve communication, working relationships and project
productivity

Feedback regarding performance is given from superiors, peers and

360-degree feedback subordinates. “from all sides”
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 Review
HRM is always……..

Team

Function

Job description

Matrix of responsibilities

Performance Appraisal

Power vs. Authority

Leadership

After conducting project……..

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 Homework
1. From your group project: List 02 examples in each stage of
forming, storming, norming, performing, and adjourning
2. The project has 6 people on it. 3 more are added.? What is the
total number of communication channels added to the project

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