Project Human Resource Management

Chapter 7: Project Human Resource

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Overview Ini%a%ng

process group

Planning process group

Execu%ng process group

Monitoring & controlling process group

Closing process group

Project human resource management

•  Plan Human Resource Management

•  Acquire Project Team

•  Develop Project Team

•  Manage Project Team


Overview •  Managing and leading the project team includes:

–  Influencing the project team. The project manager needs to be aware of and influence, when possible, human resource factors that may impact the project. These factors includes team environment, geographical locaQons of team members, communicaQons among stakeholders, internal and external poliQcs, cultural issues, organizaQonal uniqueness, and others factors that may alter project performance.

–  Professional and ethical behavior. The project management team should be aware of, subscribe to, and ensure that all team members follow professional and ethical behavior.


Plan HR management

•  The process of idenQfying and documenQng project roles, responsibiliQes, required skills, reporQng relaQonships, and creaQng a staffing management plan. The key benefit of this process is that it establishes project roles and responsibiliQes, project organizaQon charts, and the staffing management plan including the Qmetable for staff acquisiQon and release.


A Guide to the Project Management Body of Knowledge, FiBh Edi9on (PMBOK® Guide) ©2013 Project Management Ins9tute, Inc. All Rights Reserved. Figure 9-‐2 Page 258.

Inputs 1.   Project Management Plan

–  The informaQon used for the development of the human resource management plan includes: the project life cycle and the processes that will be applied to each phase, how work will be executed to accomplish the project objecQves, a change management plan that documents how changes will be monitored and controlled, a configuraQon management plan that documents how configuraQon management will be performed, how integrity of the project baselines will be maintained, and needs and methods of communicaQon among stakeholders.

2.   Ac%vity Resource Requirements 3.   Enterprise Environmental Factors

–  Include organizaQonal culture and structure, exisQng human resources, geographical dispersion of team members, personnel administraQon policies, and marketplace condiQons.

4.   Organiza%onal Process Assets –  Include organizaQonal standard processes, policies, and role descripQons;

templates for organizaQonal charts and posiQon descripQons; lessons learned on organizaQonal structures that have worked in previous projects; and escalaQon procedures for handling issues within the team and within the performing organizaQon.


Tools and techniques(1/2)


A Guide to the Project Management Body of Knowledge, FiBh Edi9on (PMBOK® Guide) ©2013 Project Management Ins9tute, Inc. All Rights Reserved. Figure 9-‐4 Page 261 and Figure 9-‐5 Page 262..

1.  OrganizaQon Charts and PosiQon DescripQons

Tools and techniques

2.  Networking 3.  OrganizaQonal Theory –  OrganizaQonal theory provides informaQon regarding the way in which people, teams, and organizaQonal units behave.

–  It is important to recognize that different organizaQonal structures have different individual response, individual performance, and personal relaQonship characterisQcs. Also, applicable organizaQonal theories may recommend exercising a flexible leadership style that adapts to the changes in a team’s maturity level throughout the project life cycle.

4.  Expert Judgment 5.  MeeQngs


Outputs

1.  Human Resource Management Plan –  Roles and responsibiliQes. –  Project organizaQon charts. –  Staffing management plan.

•  Staff acquisiQon. •  Staff acquisiQon. •  Staff release plan •  Training needs. •  RecogniQon and rewards. •  Compliance. •  Safety.


Acquire project team

•  The process of confirming human resource availability and obtaining the team necessary to complete project acQviQes. The key benefit of this process consists of outlining and guiding the team selecQon and responsibility assignment to obtain a successful team.



Inputs 1.  Human Resource Management Plan

–  provides guidance on how project human resources should be idenQfied, staffed, managed, and eventually released.

2.  Enterprise Environmental Factors –  include exisQng informaQon on human resources including availability, competency levels, prior experience, interest in working on the project and their cost rate; personnel administraQon policies such as those that affect outsourcing; organizaQonal structure; and colocaQon or mulQple locaQons.

3.  OrganizaQonal Process Assets –  include organizaQonal standard policies, processes, and procedures.



1.  Pre-‐assignment –  Resources who are assigned in advance

2.  NegoQaQon –  For gaining resources within the organizaQon or external vendors,

suppliers, contractors, etc (in contract situaQon) 3.  AcquisiQon

–  Acquiring/hiring from outside resources (outsource) 4.  Virtual teams

–  Think the possibiliQes of having group of people even ligle or no Qme spent to meet face to face.

5.  MulQ-‐Criteria Decision Analysis –  Some examples of selecQon criteria that can be used to score team

members: availability, cost, experience, ability, knowledge, skills, ahtude, internaQonal factors.


Outputs

1.  Project Staff Assignments – The documentaQon of these assignments can include a project team directory, memos to team members, and names inserted into other parts of the project management plan, such as project organizaQon charts and schedules.

2.  Resource Calendars 3.  Project Management Plan Updates


Develop project team

•  The process of improving competencies, team member interacQon, and overall team environment to enhance project performance. The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, moQvated employees, reduced staff turnover rates, and improved overall project performance.



Inputs

1.  Human Resource Management Plan – provides guidance on how project human resources should be defined, staffed, managed, controlled, and eventually released. It idenQfies training strategies and plans for developing the project team.

2.  Project Staff Assignments 3.  Resource Calendars



1.  Interpersonal Skills –  someQmes known as “sok skills,” are behavioral competencies that include

proficiencies such as communicaQon skills, emoQonal intelligence, conflict resoluQon, negoQaQon, influence, team building, and group facilitaQon. These sok skills are valuable assets when developing the project team.

2.  Training 3.  Team-‐Building AcQviQes (refer to Tuckman model at slide) 4.  Ground Rules 5.  ColocaQon

–  also referred to as “Qght matrix,” involves placing many or all of the most acQve project team members in the same physical locaQon to enhance their ability to perform as a team.

–  ColocaQon strategies can include a team meeQng room (someQmes called “war room”), places to post schedules, and other conveniences that enhance communicaQon and a sense of community. RecogniQon and Rewards

6.  RecogniQon and Rewards 7.  Personnel Assessment Tools


Tuckman model


Forming Storming Norming Performing Adjourning Low

High Conflict Performance Also called Tuckman ladder

(Tuckman, 1965; Tuckman & Jensen, 1977)

Outputs

1.  Team Performance Assessments –  The evaluaQon of a team’s effecQveness may include indicators such as: •  Improvements in skills that allow individuals to perform assignments more effecQvely,

•  Improvements in competencies that help the team perform beger as a team,

•  Reduced staff turnover rate, and •  Increased team cohesiveness where team members share informaQon and experiences openly and help each other to improve the overall project performance.

2.  Enterprise Environmental Factors Updates


Manage project team

•  The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to opQmize project performance. The key benefit of this process is that it influences team behavior, manages conflict, resolves issues, and appraises team member performance.



Inputs 1.  Human Resource Management Plan

–  Include roles and responsibiliQes, project organizaQon, and staffing management plan.

2.  Project Staff Assignments –  provide documentaQon, which includes the list of project team

members. 3.  Team Performance Assessments

–  by conQnually assessing the project team’s performance, acQons can be taken to resolve issues, modify communicaQon, address conflict, and improve team interacQon.

4.  Issue Log 5.  Work Performance Reports

–  the current project status compared to project forecasts. 6.  OrganizaQonal Process Assets

–  Such as cerQficates of appreciaQon, newslegers, websites, bonus structures, corporate apparel, and other organizaQonal perquisites.



1.  ObservaQon and ConversaQon – ObservaQon and conversaQon are used to stay in touch with the work and ahtudes of project team members. The project management team monitors p r o g r e s s t ow a r d p r o j e c t d e l i v e r a b l e s , accomplishments that are a source of pride for team members, and interpersonal issues.

2.  Project Performance Appraisals 3.  Conflict Management (details at next slides) 4.  Interpersonal Skills –  Such as leadership, influencing, effecQve decision making


Conflict management

•  3 common sources of conflict are: scarce resources, scheduling priori9es, and personal work styles.

•  Different project managers may uQlize different conflict resoluQon methods. Factors that influence conflict resoluQon methods include: –  relaQve importance and intensity of the conflict, –  Qme pressure for resolving the conflict, –  posiQon taken by persons involved, –  and moQvaQon to resolve conflict on a long-‐term or a short-‐term basis.


Conflict management

5 general techniques for resolving conflict: –  Withdraw/Avoid: RetreaQng from an actual or potenQal conflict situaQon;

postponing the issue to be beger prepared or to be resolved by others. –  Smooth/Accommodate: Emphasizing areas of agreement rather than areas of

difference; conceding one’s posiQon to the needs of others to maintain harmony and relaQonships.

–  Compromise/Reconcile: Searching for soluQons that bring some degree of saQsfacQon to all parQes in order to temporarily or parQally resolve the conflict.

–  Force/Direct: Pushing one’s viewpoint at the expense of others; offering only win-‐lose soluQons, usually enforced through a power posiQon to resolve an emergency.

–  Collaborate/Problem Solve: IncorporaQng mulQple viewpoints and insights from differing perspecQves; requires a cooperaQve ahtude and open dialogue that typically leads to consensus and commitment.


Outputs 1.  Change Requests

–  Staffing changes, whether by choice or by uncontrollable events, can affect the rest of the project management plan

2.  Project Management Plan Updates 3.  Project Documents Updates

–  Such as issue log, roles descripQon, and project staff assignments 4.  Enterprise Environmental Factors Updates

–  Such as input to organizaQonal performance appraisals, and personnel skill updates.

5.  OrganizaQonal Process Assets Updates –  Such as historical informaQon and lessons learned documentaQon, templates, and organizaQonal standard processes.


Summary

•  Staffing management plan •  Techniques of the Acquire Project Team process

•  Tuckman model •  Common sources of conflict •  Conflict management techniques


QuesQons for review


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Project Human Resource Management

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