| Project Human
Resource Management |
| Knowledge Areas |
Major Processes desc. |
Primary Inputs |
Tools & Techniques |
Primary Outputs |
| Human Resource Management |
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| Human Resource
Planning |
Identifying and
documenting project roles, responsibilities and reporting relationships as well
as creating the staffing management plan |
1. Enterprise
Environmental Factors
2. Organizational Process Assets
3. Project management plan .Activity resource requirements |
1. Organization charts and
position descriptions
2. Networking
3. Organizational theory. |
1. Roles and responsibilities
2. Project Organization charts
3. Staffing management plan |
| Acquire Project Team |
Obtaining the human resources needed to
complete the project. |
1. Enterprise Environmental Factors
2. Organizational Process Assets 3. Roles and responsibilities
4. Project Organization charts
5. Staffing management plan |
1. Pre-assignment
2. Negotiation
3. Acquisition
4. Virtual teams |
1. Project Staff Assignments
2. Resource Availability
3. Staffing management plan (updates) |
| Develop Project Team |
Improving the competencies and interaction of
team members to enhance project performance. |
1. Project Staff Assignments
2. Resource Availability
3. Staffing management plan |
1. General management skills
2. Training
3. Team-building activities
4. Ground rules
5. Co-location
6. Recognition and rewards |
1. Team Performance assessment |
| Manage Project Team |
Tracking team member performance, providing
feedback, resolving issues, and coordinating changes to enhance project
performance |
1. Organizational Process Assets
2. Project Staff Assignments
3. Roles and responsibilities
4. Project Organization charts
5. Staffing management plan
6. Team Performance assessment
7. Work Performance Information
8. Performance Reports |
1. Observation and conversation
2. Project performance appraisals
3. Conflict management
4. Issue log |
1. Requested Changes
2. Recommended Corrective Actions
3. Recommended Preventive Actions
4. Organization process assets (updates)
6. Project management plan (updates) |
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Enterprise Environmental Factors – (Input to HR Planning)
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Organizational (which departments, their working arrangements, relationships)
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Technical (Disciplines and Specialties needed)
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Interpersonal (Formal or informal reporting relationships, culture and language
differences etc)
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Logistical (How much distance)
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Political (Individual goals and agendas
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| Constrains – Organizational Structure,
Collective bargaining agreements, Economic Conditions |
| Organizational Charts – Hierarchical,
Matrix based and Text Oriented |
| RBS – Resource Break Down
Structure is an hierarchical chart which shows break down of project by
resource types. RBS is helpful in tracking project costs, aligned with
organizations accounting system, can contain categories other than human
resources |
| RAM – Responsibility assignment Matrix, can be developed at
various levels. RACI (Responsible, Accountable, Consult and Inform) |
| Halo Effect – Tendency to rate high or low on all the
factors due to the impression of a high or low rating on some specific factor |
| Organizational theory – Provides information regarding the
ways that people, teams and organizational units behave. |
| Roles and Responsibilities – (O/P of HR planning) Role,
Authority, Responsibility and competency |
Staff Management Plan – Describes when and how human
resource requirements will be met. SMP can be updated because of promotions,
retirements, illness, performance issues and changing workloads. SMP contents:
1 Staff acquisition – internal or external or contract, same
location or different etc
2 Timetable – Resource histogram is prepared, bars beyond the
maximum available hours identify need for resource leveling strategy.
3 Release criteria – Morale is improved if transitions are
already planned.
4 Training Needs
5 Recognition and rewards
6 Compliance – With Government regulations
7.Safety |
| Five Stages of Team Development – Forming,
Storming, Norming, Performing and Adjourning
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| Kickoff Meeting – Indirect Method to
start team development. It should answer 1.Why am I here? 2.Who are you and
your expectations of me? 3. What is this team going to do? 4.How is the team
going to do this work? 5.How do I fit into all this?
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Lessons Learned from Manage Project Team –
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Project organization charts, positions and SMP
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Ground rules, conflict management techniques and recognitions
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Procedures for Virtual teams, co-location, training and team building
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Special skills and competencies by team members discovered
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Issues and solutions
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| Project Human Resource
Management - process required to make the most effective use of
the people involved with the project
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| 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.
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| Linear Responsibility Chart
(LRC) – identifying responsibility, assignments by work packages
and action required. Also referred to as RAM. |
| Organizational Breakdown Structure (ORS)
- A depiction of the project organization arranged so as to relate work
packages to organization units.
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| 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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| Rewards and Recognition Systems --
to be effective, must make the link between performance and reward clear,
explicit and achievable.
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| Type of Power |
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| Legitimate (Formal) |
Derived from formal position |
| Coercive |
Predicated on fear |
| 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 the team’s goals and objectives in line with each other and
with the project. |
| Expert |
Held in esteem because of special knowledge or skill (requires time) |
| Referent |
Ability to influence others through charisma, personality, etc. |
The best forms of power are generally Reward and Expert |
| Conflict
Management |
| Avoidance/Withdrawal (Ignoring) |
At least one party withdraws from conflict. Cool off period, could be lose/lose
Retreating from actual or potential disagreement; delaying (e.g. “Just document
the problem”) |
| Competition/Forcing |
Exerting one’s viewpoint; a last resort [win/lose] (e.g. “Call the customer and
demand that you receive the approval today.” |
| Compromising |
Bargaining and searching for solutions; neither party wins but each gain some
satisfaction [win-lose/win-lose] this is very rarely a good way to resolve
technical issues. |
| Accommodation |
Opposite of Competition. One party meets other party need at expense of his
own. Lose/Win |
| Collaborating |
Involves incorporating multiple ideas and viewpoints from people with different
perspectives and offers a good opportunity to learn from others (good when
project is too important to be compromised) Win/Win Best Strategy |
| Smoothing |
De-emphasize differences and emphasize commonalities; friendly but avoids
solving root causes; delaying (eg. Manager says an issue is valid but doesn’t
think it will be a big problem later) |
| Problem Solving / Confrontation |
Address conflict directly in problem solving mode [win/win] |
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3 steps of problem solving:
1. Analyze the situation / Document the situation
2. Develop alternatives with the team
3. Go to management
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| Motivational Theory: Content & Process Theories |
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Content: “What” energizes, directs behavior –
1. Maslow’s Hierarchy of Needs Theory (Physiological, Safety, Social/Belonging,
Esteem, Self-Actualization)
2. Hertzberg’s Motivator/Hygiene Theories (Motivator: Responsibility,
Self-Actualization, Esteem, Professional Growth, Recognition; Hygiene: Working
Conditions, Salary, Relationship at Work, Social, Safety, Physiological)
Process: “How” personal factors influence behavior
1. McGregor’s Theory X and Theory Y (X: Assumes people lack ambition, dislike
responsibility, are inherently self-centered and are not very bright; motivate
by reward and punishment. Y: Assumes people become lazy w/o recognition, will
accept responsibility, can become self-motivated and exercise self-control;
motivate by removing obstacles and providing self-directed environment.)
2. Ouchi’s Theory Z/Japanese Theory ( focus on team, company; usually lifetime
employment, collective decisionmaking )
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| Other Motivational Theories |
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Behaviorism – people behavior can be modified through
manipulation of rewards and punishments
Expectancy Theory – Motivation is explained in terms of
expectations that people have about
(1) their ability to perform effectively on the job,
(2) the rewards they might obtain if they do perform effectively and
(3) the value or degree of satisfaction they anticipate from those rewards.
MBO – More support to team, not more power (remain to PM)
Leadership Theories:
McGregor – Theory X (employee lack ambition) and Theory Y (org
structure are responsible for motivation)
Tannenabaum-Schmidt model – Continuum of leadership styles
between the autocratic and participative styles
Blake and Mouton – ref to managerial grid (Concern for People
Vs Concern for Production), whereas 1,1 is laissez faire mgmnt, 1,9 is Country
Club mgmnt, 9,1 is Task oriented mgmnt, 5,5 is Compromise mgmnt and 9,9 is team
mgmnt.
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| Forms of Organization
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| Functional |
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. |
| 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 |
| Weak Matrix |
Vertical functional lines of authority maintained with a relatively permanent
horizontal structure containing managers for various projects. Balance of power
leans toward the Functional Manager. Can cause a project to fall behind because
functional managers are pulling resources away to perform non-project related
tasks. The Project Manager may be able to make resource decision on his own but
not technical decision. |
| Strong Matrix |
Same as Weak except that the balance of power leans towards the Project Manager |
| Projectized |
A separate, vertical structure is established for each project. All the project
team members report directly and solely to the project manager. |
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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Documentation |
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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.
Resource calendar – identifies period when work is allowed.
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| Performance Appraisals/Assessment –
Project Manager will collect information from team member’s supervisors when
project performance appraisals are completed. Team Performance assessment is
done by the PM in order to evaluate and improve the effectiveness of team.
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Conflicts in Order of Frequency –
1. Schedule
2. Project Priorities
3. Resources
4. Technical Opinions
5. Administrative Procedures
6. Cost
7. Personality
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| Arbitration – The hearing and
resolution of a dispute performed by a neutral party |
| Perquisites –
Giving Special rewards
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| Fringe Benefits – Standard benefits
given to all employees |
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