Human Resource Management PMP Certification Exam Preparation

Project Human Resource Management - process required to make the most effective use of the people
involved with the project. Inclui um conjunto de processos exigidos para fazer uso mais efetivo das pessoas envolvidas com o
projeto

Process
The process of identifying, documenting, and
assigning project roles, responsibilities, and reporting
Organizational Planning
9.1 relationships
Planejamento Organizacional
Identificar, documentar e atribuir os papéis, as
Planejamento responsabilidades e relações hierárquicas no projeto.
The process of getting the required human resources
Staff Acquisition assigned and working on the project.
9.2
Recrutamento de pessoal Obter os recursos humanos necessários afim de
designá-los para trabalhar no projeto.
The process of developing individual and group skills
Team Development to enhance project performance
Execução 9.3
Desenvolvimento de Equipe Desenvolver habilidades individuais e do grupo para
melhorar o desempenho do projeto.

Types of Power (Poder)

Formal (Legitimate) Derived from formal position
Formal Derivado do cargo que ocupa na empresa
baseado na posição do líder na estrutura hierárquica da empresa

Penalty (Coercive) Predicated on fear

Sendo capaz de punir ou penalizar os membros do time
Penalidade
baseado no medo, na capacidade que o líder tem de punir o liderado. É fundamental a posição do
líder

Reward Involves positive reinforcement and ability to award something of value

Project often needs their own rewards system to affect employee performance. Used correctly, bring
Recompensa the team’s goals and objectives in line with each other and with the project.
Recompensando o Trabalho
baseado na capacidade que o líder tem de oferecer recompensa financeira, psicológica, política
ou social. É fundamental a posição do líder

Expert Held in esteem because of special knowledge or skill (requires time)

Sendo um especialista
Especialista
baseado na experiência, habilidade e conhecimento que o líder possui

Referent Ability to influence others through charisma, personality, etc.

Referindo-se a autoridade de alguém numa alta posição
Referência baseado na posse ou acesso do líder a informações consideradas importantes pelos liderados e
nas relações do líder com pessoas importantes ou influentes
The best forms of power are generally Reward and Expert

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 Human Resource Management PMP Certification Exam Preparation

Conflict Management
Problem Solving (Confrontation) address conflict directly in problem solving mode . [win/win]
Solução de Problemas (Negociação) Resolvendo o verdadeiro problema

Compromising bargaining and searching for solutions; neither party wins but each gain some
Colaboração satisfaction this is very rarely a good way to resolve technical issues. [lose/lose]
Achando soluções que tragam algum grau de satisfação para ambas as partes

Smoothing de-emphasize differences and emphasize commonalities; friendly but avoids

Panos Quentes solving root causes; delaying
(eg. Manager says an issue is valid but doesn’t think it will be a big problem
later)
Enfatizando mais nos que concordam do que nas diferenças de opinião

Withdrawal (Ignoring) retreating from actual or potential disagreement; delaying (e.g. “Just document
Retirada Estratégica the problem”)
Retirando-se ou adiando a decisão do problema
Forcing exerting one’s viewpoint; a last resort (e.g. “Call the customer and demand that
Força you receive the approval today.” [win/lose]
Forçando um ponto de vista à custa do outro

Sources of Conflict
EXECUTION & Fontes de Conflito:
INITIATION PLANNING CONTROL CLOSE-OUT
Priorities 1 1 1. Cronogramas
Admin Procedures 2 3 2. Prioridades do Projeto
Schedules 3 2 1 1 3. Recursos necessários
Technical Issues 2 4. Problemas técnicos
Personnel Resources (Manpower) 3 3 5. Procedimentos Administrativos
Personality Conflict 2 6. Personalidades diferentes
7. Custos
3 steps of problem solving:
1. Analyze the situation / Document the situation
The MOST common source of conflict on projects is:
Schedules
2. Develop alternatives with the team
3. Go to management

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 Human Resource Management PMP Certification Exam Preparation

Motivational Theory:

1. Maslow’s Hierarchy of Needs Theory

(Physiological, Safety, Social/Belonging,
Esteem, Self-Actualization)

2. Hertzberg’s Motivator/Hygiene Theories

(Motivator: Self-Actualization, Esteem ; Hygiene:

Social, Safety, Physiological)

FATORES HIGIÊNICOS: salário, status

FATORES MOTIVADORES: O próprio trabalho,
reconhecimento, aprendizagem

Maslow and Herzberg Compared

TEORIA DE MCGREGOR:
3. McGregor’s Theory X and Theory Y (X:
Assumes people lack ambition, dislike TEORIA X: As pessoas são Preguiçosas e irresponsáveis
responsibility, are inherently self-centered and
are not very bright; motivate by reward and TEORIA Y: As pessoas querem Trabalhar bem e estão
punishment. Y: Assumes people become lazy preocupadas com crescimento e Aprendizado
w/o recognition, will accept responsibility, can
become self-motivated and exercise self- X X
control; motivate by removing obstacles and
providing self-directed environment.)

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 Human Resource Management PMP Certification Exam Preparation

Functional Organization Groups

people by specialization. Project
manager has no formal authority of
resources and must rely on informal
power structure and his own
interpersonal skills to obtain resource
commitments from functional
managers.Functional

Figure 2-7: Functional Organization

Projectized
A separate, vertical structure is
established for each project. All the
project team members report directly
and solely to the project manager.

Figure 2-8: Projectized Organization

Matrix (Two bosses)

Strong Matrix (Forte)

Figure 2-11: Strong Matrix Organization

Weak Matrix (Fraca)

Figure 2-9: Weak Matrix Organization

Balanced Matrix
(Balanceada)

Figure 2-10: Balanced Matrix Organization

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 Human Resource Management PMP Certification Exam Preparation

Project Expeditor Retains functional but adds a Project Expeditor who serves as a
communications link and coordinator for the project across functional units
Project Coordinator Similar to Project Expeditor except the Coordinator reports to a higher level
manager and has some authority to assign work

Figura 2-6. Influências da Estrutura Organizacional da Empresa nos Projetos

Tipo
Cara Org s de Matricial
do P cterísti aniz
açã Funcional Por Projetos
roje c
to as o Matriz Fraca Matriz Balanceada Matriz Forte
Alta a
Autoridade do Pouca / Baixa a Moderada
Limitada Praticamente
Gerente do Projeto Nenhuma Moderada a Alta
Total

Percentual de Pessoal
da Empresa Executante Virtualmente
alocado em tempo integral 0 - 25 % 15 - 60 % 50 - 95 % 85 - 100 %
Nenhum
ao Projeto

Papel de Gerente
do Projeto Tempo Parcial Tempo Parcial Tempo Integral Tempo Integral Tempo Integral

Coordenador
Cargos usuais para Coordenador Gerente de Gerente de Gerente de
de Projetos/
o Gerente do Projeto de Projetos/ Projetos/ Projetos/Gerente Projetos/Gerente
Líder de
Projetos Líder de Projetos Project Officer de Programas de Programas

Apoio Administrativo
ao Gerente do Projeto Tempo Parcial Tempo Parcial Tempo Parcial Tempo Integral Tempo Integral

**Memorize PMBOK “Organizational Structure Influence on Projects”

Team building is most difficult in a matrix organization. Its main purpose is to improve team performance.
Team development is based on the individual development of each member.
Leadership Styles
Autocratic PM makes decision without soliciting information from team
Consultive Intensive information solicited; PM makes decision
Consensus Team makes decision; open discussion and information gathering by team
Shareholder Little or no information exchange; team has ultimate authority for final decision

Roles of the Project Manager Functions of the Project Manager

Integrator Planning
Communicator Organizing
Team Leader Leading
Decision Maker Controlling
Climate Creator/Builder

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 Human Resource Management PMP Certification Exam Preparation

Responsibility Assignment Matrix (RAM) – Show

who does what (x=person, y=phase). The most
important feature of the RAM is the participatory
development process involving all stakeholders. Show
who is participant, who is accountable, who handles
reviews, who provides input and who must sign off on
specific work packages or project phases.
Uma estrutura que relaciona a estrutura
organizacional do projeto à estrutura analítica do
projeto (WBS), ajudando a assegurar que cada
elemento do escopo de trabalho do projeto é
designado a um indivíduo responsável pela execução.

Linear Responsibility Chart (LRC) – identifying

responsibility, assignments by work packages and
action required. Also referred to as RAM.

Resource leveling is a technique for resolving

resource conflicts by delaying tasks.
The main purpose of resource leveling is to create a
smoother distribution of resource usage and reduce
over-allocation

Organizational Breakdown Structure (OBS) - A depiction of the project organization arranged so as to relate
work packages to organization units.
Uma representação da organização do projeto organizada de tal forma que relaciona os pacotes de trabalho às
unidades organizacionais

Resources Histogram – often part of Staffing

Management Plan; shows resource usage (eg staff
hours) per time period (eg wk, mth) of a specific job
function.

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 Human Resource Management PMP Certification Exam Preparation

Rewards and Recognition Systems -- to be effective, must make the link between performance and reward clear, explicit
and achievable.
Sistemas de reconhecimento e recompensa
ações gerenciais formais que promovem ou reforçam o comportamento desejado
a relação entre desempenho e reconhecimento/ recompensa deve ser clara, explícita e atingível
devem haver sistemas próprios para projetos específicos
os sistemas devem prever diferenças culturais

HALO EFFECT É uma tendência de achar que um indivíduo é bom ou ruim em tudo só porque ele é bom ou ruim em uma
coisa.

ARBITRATION Técnica para resolver Conflitos chamar uma terceira parte NEUTRA para decidir.

TIGHT MATRIX Colocar todas as pessoas do projeto em um mesmo espaço (aumenta a sinergia). Nada a ver com WAR
ROOM.

FRINGE BENEFITS Benefícios que a empresa dá. Exemplo de vale refeição, divisão de lucros, etc.

PERQUISITES (Perks) the giving of special rewards to some employees such as assigned parking spaces, corner offices, and
executive dining.

Documentation
• Staffing Management Plan – describes when resources will be brought into and taken off the project.

• Employee Record Update – as part of closure, the project manager should update employee’s record with the new skills
acquired.

A project team member has completed his work on the project. Which of the following MUST the project manager do then?

• Resource calendar – identifies period when work is allowed.

What leadership style should you employ during the first two weeks of project planning?
Directing

Co-location can help with:

Building the team.
Equipe no mesmo local físico (co-location) ter todos, ou quase todos, os membros mais ativos do projeto em um mesmo local
para aumentar suas possibilidades de atuar como equipe

In which phase of the project management life-cycle is the project manager likely to be more coaching?
Execution

Team development involves enhancing the abilities of the stakeholders, not just the team.

A resource Gantt chart includes which two data points? Resource and calendar date

A staffing management plan ?????????? When and how resources will be added to the team.
A staffing management plan is a plan for how you will manage resources.

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 Human Resource Management
HR Questions
Which are the five methods of managing conflict is
recommended? Why?
What are the three types of project interfaces that
serve as inputs to the organizational planning process.
When can they occur?
What is McGregor’s Theory X? What is management’s
role in this approach?
What is McGregor’s theory Y? What is management’s
role in this approach?
What is an organizational breakdown structure (OBS)?
What is the purpose of a resource Gantt chart?
Does the matrix form of project organization facilitate
or complicate project team development?
Name three major forms of project organizational
structure.
What is the expectancy theory?
What is problem solving/confrontation?
Give three examples of hygiene factors in Herzberg’s
theory of motivation. How do they affect motivation.
Who is responsible for addressing individual
performance problems?
Describe the difference between a weak matrix and a
strong matrix.
What is a projectized organization?
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PMP Certification Exam Preparation
Problem Solving/confrontation because both parties can be fully
satisfied if the work together to find a solution that satisfies both
their needs.
(1) Organizational interfaces
(2) Technical interfaces
(3) Interpersonal interfaces
They can occur simultaneously.
Traditional approach: workers are self-centered, lazy, lacking
ambition. Managers organize the elements of the productive
enterprise in the interest of economic ends.
Workers are not by nature resistant to organizational needs; they
are willing and eager to accept responsibilities and are concerned
with self-growth and fulfillment. Managers should try to create
an environment where workers can achieve their own goals.
A specific type of organizational chart that shows which units are
responsible for which work items
It identifies when a particular resource is or will be working on a
particular task
It complicates team development because team members are
accountable to both a functional manager and a project
manager.
Functional, Matrix, and Projectized
It holds that people tend to be highly productive and motivated if
they believe their efforts will lead to successful results and they
will be rewarded for their success.
Addressing conflict directly by getting the parties to work
together to define the problem, collect information, develop and
analyze alternatives, and select the most appropriate alternative.
Pay, attitude of supervisor, and working conditions.
Poor hygiene may destroy motivation, but improving hygiene
factors in not likely to increase motivation. Motivators are an
opportunity to achieve and experience self-actualization.
Senior and functional management
Weak matrices are similar to functional organizations. Strong
matrices are similar to projectized organizations (with balance of
power tipped toward the project manager)
One in which a separate, functional organization is established
for each project. Personnel are assigned on a full-time basis.
Project manager’s concern is that the team may not be focused
on completing the project (team looks for new mandate or tries
to extend the length of the project). According to PMI, the
biggest problem in Administrative Closure is retaining team
members until closure of the project.
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