Project Human

Resource Management
Human Resource
Management
ThePMBOK characterizes Human
Resource Management as the
processes that organize, manage
and lead the project team:
Plan Human Resource Management
(Planning)
Acquire Project Team (Execution)
Develop Project Team (Execution)
Manage Project Team (Execution)
Plan Human Resource
Management
Interactions dictates addl. planning throughout

After initial team members create WBS, addl. team

members may be needed in team

As addl. team members added, their experience lvl., or lack

thereof, could decrease or increase project risk;
demanding addl. risk planning

When activity durations are estimated, budgeted, scoped

or planned prior to identifying project team members and
their competency levels, the activity durations may change
Plan Human Resource
Management
Plan
Human Resource Management
determines
Project roles
Identification and documentation
Responsibilities
Required skills
Reporting relationships
 Plan Human Resource
Management
Plan Human Resource Management determines
Staffing management plan

Timetable for staff acquisition & release

id of trg needs
team bldg strategies
plans for recognition and rewards
safety management plan etc

Other projects may be competing for human resources with the

same competencies or skill sets. Hence these factors , project
costs, schedules, risks, quality and other project areas may be
significantly affected
PLAN HRM - I/Ps

Project Management Plan

PLC and processes for each phase
How work will be executed to accomplish the
project objectives
Change management plan
How integrity of project baselines will be
maintained
Communication among SH; needs and
methods
PLAN HRM - I/Ps
Activity Resource Requirements

EEF
Org culture and structure
Existing HR
Geographical dispersion of team members
Personnel administration policies
Marketplace conditions

OPA
Org processes, policies, roles
Templates
Lesson learned
PLAN HRM - T/Ts
Organizational Charts and Position Descriptions
To ensure that each work package has an unambiguous
owner
All team members have a clear understanding of their roles
and responsibilities

Hierarchical type Charts

To show positions and relationships in a graphical, top-down
format
OBS
RBS
Hierarchical list of resources by category or by type to
facilitate planning and control
PLAN HRM - T/Ts
PLAN HRM - T/Ts

Organizational Charts and Position

Descriptions

Matrix-based Charts
Responsibility Assignment Matrix (RAM)
Grid that shows the project resources assigned
to each work package
Shows connections between work packages or
activities and project team members
PLAN HRM - T/Ts
PLAN HRM - T/Ts
Organizational Charts and Position
Descriptions
Matrix-based Charts
RACI Matrix- Responsible, accountable, consult and
Inform
PLAN HRM - T/Ts

Organizational Charts and Position

Descriptions

Text Oriented Formats

Responsibilities, authority, competencies
and qualifications
PLAN HRM - T/Ts
PLAN HRM - T/Ts
Networking

Formal and informal interaction with others in an

organization, industry or professional environment

Proactive correspondence, luncheon meetings,

informal conversation including meetings and events,
trade conferences and symposia

Improvement in knowledge and access to strong

competencies, specialized experience, external
partnership opportunities
PLAN HRM - T/Ts
Organizational Theory

Provides information regarding the way in which people, teams and

organizational units behave

Effective use of common themes identified can shorten the amount

of time cost end effort needed to create the plan HRM process
output and improving planning efficiency

Provides info on to effective leadership style

Expert judgment

Meetings
PLAN HRM - O/Ps

HRM Plan
Provides guidance on how project human
resources should be defined, staffed,
managed and released
Includes
Roles and responsibilities
Role: the function assumed, civil engineer, business
analyst etc
Authority: The right to apply project resources, make
decisions, sign approvals, accept deliverables etc
Responsibility: The assigned duties and work expected to
be performed
Competency
PLAN HRM - O/Ps
HRM Plan
Includes
Project organization charts (graphic display of project
team members and their reporting relationships)
Staffing management plan
Staff acquisition (source, placement, cost)
Resource calendars (Working days and shifts on which
each specific resource is available)
Staff release plan (method and timing of releasing team
members)
Training needs (Trg plan)
Recognition and reward (Clear criteria for rewards and
planned system for their use)
Compliance(strategies for complying with applicable govt.
regulations)
ACQUIRE PROJECT TEAM
ACQUIRE PROJECT TEAM

Process of confirming human

resource availability and obtaining
the team necessary to complete
project activities

Outlining and guiding the team selection

and responsibility assignment to obtain
successful team
ACQUIRE PROJECT TEAM
PM or team should effectively negotiate and influence
others who are in position to provide the required HR

Failure to acquire necessary HR may affect project

schedules, budgets, customer satisfaction, quality,
risks. Project success or cancellation

If HR are not available due to constraints, such as

economic factors or previous assignments to other
projects, PM may be required to assign alternative
resources, perhaps with lower competencies, provided
there is no violation of legal, regulatory, mandatory or
other specific criteria
ACQUIRE PROJECT TEAM
I/Ps
Human Resource Management
Plan
Roles and responsibilities defining the
positions, skills and competencies
Project organization charts including the
number of people required
Staffing management plan
ACQUIRE PROJECT TEAM
I/Ps
EEF

Info on HR including availability, competency levels,

prior experience, interest in working on project and
cost rate

Personnel administration policies that effect

outsourcing

Co-location or multiple locations

OPA
ACQUIRE PROJECT TEAM
T/Ts
Pre-Assignment
Selection in advance; if the project is dependent
upon the expertise of a particular person, within
charter
Negotiations
Functional managers, Other PM teams, External
organizations, vendors, suppliers, contractors etc
Acquisition
Performing org unable to provide needed staff;
hiring consultants or sub-contracting work to
other org
ACQUIRE PROJECT TEAM
T/Ts
Virtual Teams
Groups of people with shared goals who fulfill their roles with
little or no time spent meeting face to face.
The availability of comm technology; e-mail, audio conferencing,
social media, web based meetings and video conferencing
The virtual team mode makes it possible to
Form teams of people from the same organization who live in widespread
geographic area
Add special expertise to a project team even though the expert is not in
the same geographic area
Incorporate employees who work from home offices
Form teams of people who work different shifts, hours or days
Include people with mobility limitations or disabilities
Move forward with projects that would have been ignored due to travel
expenses
ACQUIRE PROJECT TEAM
T/Ts

Multi-Criteria Decision Analysis

Availability, Cost, Experience, Ability,
Knowledge, Skills, Attitude, International
Factors i.e location time zone, comm capabilities
ACQUIRE PROJECT TEAM
O/Ps
Project Staff Assignments
The project is staffed when appropriate people
have been assigned to the team; documentation;
Project team dictionary
Memos to project team members
Names in project org charts and schedules

Resource Calendars
Time period each team member is available

Project management plan updates

DEVELOP PROJECT TEAM
DEVELOP PROJECT TEAM
I/Ps
Process of improving competencies, team
member interaction and overall team
environment to enhance project performance

HRM Plan
(Training strategies and plans for developing the project team)

Project Staff Assignments

(Identify the people who are on team )

Resource Calendars
(time when team members can participate in team development activities)
DEVELOP PROJECT TEAM
T/Ts
Interpersonal Skills (Soft Skills)
Behavioral competencies
Communication Skills, Emotional
Intelligence, Conflict Resolution,
Negotiation, Influence, Team Building,
Group Facilitation

Training
Planned/unplanned
DEVELOP PROJECT TEAM
T/Ts
Team Building Activities
Forming (Team meets and learns about the
project and rolesl/responsibilities)
Storming (Team begins to address the project
work, technical decisions and PM approach)
Norming (Team begins to work together and
adjust)
Performing (Interdependent and work through
issues smoothly and effectively
Adjourning (team completes the work and
moves on from the project)
DEVELOP PROJECT TEAM
T/Ts
Ground Rules
Establish clear expectations regarding acceptable
behavior by project team members
Code of conduct, communication, working together, or
meeting etiquette allows team members to discover
values that are important to one another

Co-location (tight matrix)

Placing many or all of the most active project team
members in the same physical location to enhance
their ability to perform as team
May be for some time or entire project
DEVELOP PROJECT TEAM
T/Ts
Recognition and Rewards
Recognizing and rewarding desirable
behavior
Why people work (discussion point)

Personnel Assessment Tools

(insight areas of strength and weakness)

Attitudinal Surveys, Specific Assessments,

Structural Interviews, Ability Test
DEVELOP PROJECT TEAM
O/Ps
Team performance Assessments
Quality lvls, finished on time, within budget
As project team development efforts are
implemented, the PM team makes formal or
informal assessments of the project teams
effectiveness
Improvement in skills/competencies
Reduced turnover rate
Increased team cohesiveness

OPA Updates
MANAGE PROJECT TEAM
MANAGE PROJECT TEAM

Process of tracking team member

performance, providing feedback,
resolving and managing team
changes to optimize project
performance
MANAGE PROJECT TEAM I/Ps

HRM Plan
Roles & responsibilities
Project organization
Staffing management plan
Project Staff Assignments
Team Performance Assessments
Issue Log (who is responsible for resolving specific issues by target
date)
Work Performance Reports
OPA (certificates of appreciation, newsletters, websites, bonus
structure etc)
MANAGE PROJECT TEAM
T/Ts
Observation and Conversation

Project Performance Appraisals

Conflict Management
Conflict Management
Style

FIVE WAYS ; THOMAS & KILMAN 1976

MANAGE PROJECT TEAM
T/Ts
Conflict Management
Avoid/withdraw
Accommodate/smooth
Compromise/reconcile
Force/direct
Collaborate/problem solve
Conflict Management
Style
High

R
E
L
A
T
I
O
N
S
H
I
p

Low

Low TASK High

 Appropriate Situations for
Conflict Management Styles
When you know youre
Sharks
Quick, decisive action is vital right
Competing
Issues vital to organization
Objective is to learn
Owl Both concerns are important Collective wisdom
Collaborating To gain Commitment
Expedient sol. under time
Temporary Settlements
Fox pressure
Compromising As a backup
Concerns can not be
satisfied
Trivial issue To let people regain
Turtle perspective
Avoiding others can resolve conflict
Allow people to develop
harmony and stability
Issues are more important to
Build social credits for later
others
Teddy Bear issues
Accommodating
MANAGE PROJECT TEAM
T/Ts
Interpersonal Skills

Leadership

Influencing

Effective Decision Making

MANAGE PROJECT TEAM
O/Ps
Change Requests; staffing changes

Project Management Plan Updates;

HRM plan

Project Document Updates; issue log, roles

description, project staff assignments

EEF Updates; personnel skill updates etc

OPA Updates
Powers of Project
Manager
Formal (legitimate)
Based on position
Reward
Stems from giving rewards
Penalty (coercive)
Comes from ability to penalize team members
Expert
Comes from being the technical or project
management expert
Referent
Comes from another person liking you
Powers of Project
Manager
The
best forms of power are EXPERT &
REWARD

PENALTY is the worst choice

FROMAL,REWARD, and PENALTY are

powers derived from the project
managers position in the company

EXPERT power is earned on your own

Thank You!