Chapter9

ProjectHumanResourceManagement

(PMBOKGuide)
MohammadA.Rajabi D t of Dept. fGeomatics G ti Eng., E University U i it of fTehran T h Tel:+982188334341,Cell:+989121325823 Email:marajabi@ut.ac.ir marajabi@ut ac ir Homepage:http://www.marajabi.com

TableofContent

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Introduction
Processesthatorganize,manage,andleadtheproject team Peoplehaveassignedrolesandresponsibilities Earlyinvolvementofteammembersinproject planningisbeneficial Processes:
Develophumanresourceplan:roles,responsibilities, requiresskills,reportingrelationships,andcreatingstaff managementplan Acquireprojectteam Develop pp project j team:improving p gthecompetencies, p ,team interaction,andoverallteamenvironment Manageprojectteam:trackingteammember performance,providingfeedback,resolvingissues, managingchanges
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Introduction
Projectmanagementteamresponsiblefor leadershipactivities
Presentinallp project j phases p including ginitiating, g, planning,executing,monitoring&controllingand closing Influencing I fl i the h project j team:environment, i location,communicationwithstakeholders, internal/externalpolitics,culturalissues, organizationaluniqueness Professionalandethicalbehaviour
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9.1DevelopHumanResourcePlan
Determining gandidentifying y ghumanresourceswith necessaryskills Documentsroles,responsibilities,projectorganization charts, h t and dthe th staffing t ffi management tplan l including i l di timetableforstaffacquisitionandrelease Identificationoftrainingneeds,teambuilding strategies,planforrecognitionandrewards, complianceconsiderations,safetyissues,andimpactof thestaffingmanagementplanontheorganization Projectcosts,schedules,risks,quality,andotherareas maybesignificantlyaffected
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Inputs,Tools&Techniques, Outputs

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DataFlow

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Inputs
Activityresourcerequirements:progressivelyelaborated Enterpriseenvironmentalfactors
Organizationalcultureandstructure Existing st ghuman u a resources esou ces Personneladministrationpolicies Marketplaceconditions

Organizationalprocessassets
Organizationalstandardprocessesandpoliciesandstandardized roledescriptions Templatesfororganizationalchartsandpositiondescriptions Historicalinformationonorganizationalstructuresthathave workedinpreviousprojects

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ToolsandTechniques
Organizational g chartsandp positiondescriptions p
Hierarchicaltypecharts(OrganizationalBreakdown Structure(OBS)) Mixedbasedcharts(ResponsibilityAssignmentMatrix (RAM))Canbedevelopedatvariouslevel
RACI(Responsible,Accountable,Consult,andInform)Charts

T Text toriented i t dformats f t (other ( th names:Position P iti Descriptions,RoleResponsibilityAuthorityforms) Othersectionsoftheprojectmanagementplan

Riskregister Communicationplan Qualityplan
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RolesandResponsibilityDefinition Formats

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ResponsibilityAssignmentMatrix (RAM)UsingaRACIFormat

A: Accountable, R: Responsible, I: Informed, C: Consult

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ToolsandTechniques
Networking
Formalandinformalinteractioninan organization,industry,orprofessional environment Proactivecorrespondence,luncheonmeetings, informalconversations conversations,tradeconferences conferences,and symposia

Organizationaltheory
Providesinformationregardinghowpeople,team, andorganizational g unitsbehave
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Outputs
Humanresourceplan(howHRshouldbedefined, staffed,managed,controlled,andreleased)
Rolesandresponsibilities
Role Authority Responsibility Competency(skillandcapacityrequired)

Projectorganizationcharts Staffingmanagementplan

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Staffacquisition Resourcecalendars Staffreleaseplan Trainingneeds Recognitionandrewards Compliance(governmentrules, rules unioncontracts, contracts otherHRpolicies) Safety
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IllustrativeResourceHistogram

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9.2AcquireProjectTeam
Process ocesso ofco confirming gHRa availability a ab tya and d obtainingtheteamnecessarytocompleteproject assignments FactorstobeconsideredbyPMduringthe processofacquiringtheprojectteam
Negotiatingandinfluencingwhomareinpositionto provideHRfortheproject FailuretoacquireHRaffectsprojectschedules schedules, budgets,customersatisfaction,quality,andrisks IfHRisnotavailable,PMorprojectteammaybe required i dtoassign i alternative l i resources
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Inputs,Tools&Techniques, Outputs

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DataFlow

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Inputs
ProjectmanagementPlan
Roles Roles,responsibilities, responsibilities skills, skills competencies Projectorganizationalchart Staffingmanagementplan(whentogetteammember)

Enterpriseenvironmentalfactors
ExistinginformationforHRincludingwhoisavailable,their competency p ylevels, ,p priorexperience, p ,interests, ,costrate Personneladministrationpoliciessuchasoutsourcing Organizationalstructure Locationormultiplelocations

Organizationalprocessassets
Organizationalstandardpolicies Processesandprocedures
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ToolsandTechniques
Preassignment(i.e.,selectedinadvance) Negotiation g
Functionalmanagers OtherPMteams Externalorganizations,vendors,suppliers,contractors

Acquisition
Hiringorsubcontracting

Virtualteams
Nolimitingeographiclocation Havethespecialexpertisefromotherpartofworld W ki from Working f home h offices ffi Teamsworkingdifferentshifts/hours Peoplewithmobilitylimitation,disables P j Projects with i hhi high htravel lcostsorli limit i
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Outputs
Projectstaffassignments Resourcecalendars Project j managementplan l updates d

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9.3DevelopProjectTeam
Theprocessofimprovingthecompetencies,team interaction, ,andoverallteamenvironment PMsshouldacquireskillstoidentify,build,maintain, motivate,lead,andinspireprojectteams PMsshouldcontinuallymotivatetheteambyproviding challenges/opportunities,gettingfeedback/providing support,recognizingandrewardinggoodperformance Highperformancemaybeachievedby:
Openandeffectivecommunication Developingtrustamongteammembers Managingconflictsinaconstructivemanner Encouragingcollaborativeproblemsolvinganddecisionmaking

Problems:
Global Gl b lenvironment, i cultural l ldi diversity, i multiple l i l l languages
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ObjectivesofDevelopingaProject Team
Improving p gknowledge g andskillsofteammembers tolowercosts,reduceschedules,andimprove quality Improvefeelingoftrustandagreementamong teammemberstoraisemorale,lowerconflict, andincreaseteamwork Createadynamicandcohesiveteamcultureto improvebothindividualandteamproductivity, teamspirit, spirit andcooperation, cooperation allowcrosstraining andmentoringbetweenteammemberstoshare knowledgeandexperise
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Inputs,Tools&Techniques, Outputs

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DataFlow

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Inputs
Projectstaffassignments
Whoareontheteam

Projectmanagementplan
Trainingstrategiesandplans Rewards,feedback,additionaltraining,and disciplinaryactions

Resourcecalendars l d

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ToolsandTechniques
Interpersonalskills(softskills)
Understandingthesentimentsofprojectteammembers,anticipatingtheiractions, acknowledgingtheirconcerns,followinguptheirissues

Training
Classroom,online,computerbased,onthejobtrainingfromanotherprojectteammember, mentoring,andcoaching

Teambuildingactivities(stagesinorder)
Forming:theteammeetsandlearnsaboutproject Storming: St i th thet teamb begins i to t address dd the th project j twork, k t technical h i ldecisions, d ii and dPMapproach h Norming:theteambeginstoworktogetherandadjuststoworkhabitsandbehavioursofeach other Performing:theteamfunctionsasawellorganizedunit Adjourning: j g theteamcompletes p theworkandmovesonfromthep project j

Groundrules:establishesacceptablebehaviourbyprojectteammembers Colocation:placingmanyteammembersinthesamephysicallocation Recognitionandrewards:

willbeeffectiveifitsatisfiesaneedwhichisvaluedbythatindividual. individual Desirablebehaviourshouldberewarded(overtimetomeetaggressivescheduleversuspoor planningbyteammember. Rewardsthateveryonecanachieveshouldbesupported Moneyastangiblereward Intangiblerewardssuchasopportunitytogrow,accomplish,andapplytheirprofessionalskills tomeetnewchallenges

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Outputs
Teamperformanceassessments
Teameffectivenessshouldbeformally/informallyassessed Itismeasuredintermsoftechnicalsuccessaccordingtoproject objectives,schedule,andbudget Taskorientedorresultorientedoutcomes Specificjobrelatedandpeoplerelatedqualities Indicators:
Improvementsinskills Improvementincompetencies Reducedstaffturnoverrate Increasedteamcohesiveness(openlyshareinformationand experience)

Results:identifyingspecifictraining, training caching, caching mentoring mentoring, assistanceorchangesneeded

Enterpriseenvironmentalfactorsupdates
Personneladministration Updatingemployeetrainingrecordsandskillassessments
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9.4ManageProjectTeam
Theprocessoftrackingteammemberperformance, providingfeedback,resolvingissues,managingchanges Projectmanagementteamobservesteambehaviour, managesconflict,resolvesissues,andappraisesteam memberperformance Changerequestscanbesubmitted,HRplanisupdated, issuesresolved,inputisprovidedforperformance appraisals,andlessonslearnedareaddedtothe organizationsdatabase Skillsneeded:
Communication Conflictmanagement Negotiation g and leadership
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Inputs,Tools&Techniques, Outputs

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DataFlow

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Inputs
Projectstaffassignments Projectmanagementplan
Rolesandresponsibilities Projectorganization,and Thestaffingmanagementplan

Teamperformanceassessments
Basedonwhichissuesareresolved,communicationismodified,conflictis addressed,andteaminteractionisimproved

Performancereports
Schedulecontrol,costcontrol,qualitycontrol,scopeverification HelpHRrequirements,recognitionandrewards,updatingthestaffing managementplan

Organizationalprocessassets
Certificates C tifi t of fapplication li ti Newsletters Websites Bonusstructures Corporateapparel Otherorganizationalperquisites
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ToolsandTechniques
Observation Obse at o a and dco conversation e sat o Projectperformanceappraisals
Objectives j include:Clarificationofrolesand responsibilities,constructivefeedbacktoteam members,discoveryofunknownorunresolvedissues, developmentofindividualtrainingplan plan,andthe establishmentofspecificgoalsforfuturetimeperiods Needdependsonlengthandcomplexityofthe project,organizationalpolicy,labor contract requirements,andtheamountandqualityofregular communication
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Conflictmanagement:

Tools&Techniques

Conflictisnaturalandinevitableandforcesasearchforalternatives ConflictIsateamissuecomingfromscarceresources,schedulingpriorities,andpersonalwork style Teamgroundrules,groupnorms,solidPMpracticeslikecommunicationplanningandrole definitionreducestheamountofconflict Opennessresolvesit Resolutionshouldfocusonissues,notpersonalities Resolutionshouldfocusonthepresent,notthepast Teammembersareinitiallyresponsiblefoeitsresolution Ifunable,PMshouldhelp.Early,inprivate,usingdirectandcollaborativeapproach Ifnotresolvedyet,formalproceduresmaybeused,includingdisciplinaryactions Factorsinfluencingconflictresolutionmethods

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Relativeimportanceandintensityoftheconflict Timepressureforresolvingtheconflict Positiontakenbyplayersinvolved Motivationtoresolveconflictonalongtermorshorttermbasis Withdrawing/avoiding Smoothing/accommodating Compromising Forcing Collaborating Confronting/problemsolving
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Conflict fli resolving l i techniques h i

ToolsandTechniques
Issuelog Interpersonalskills
PMusest technical, h i l h human,and dconceptual t lskills kill toanalyzesituationsandinteractappropriately withteammembers

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Tools&Techniques
SomeofinterpersonalskillsneededbyPM
Leadership Influencing
Abilitytobepersuasiveandclearlyarticulatepointsandpositions High g levelsofactiveandeffectivelistening gskills Considerationofvariousperspectivesinanysituation,and Gatheringrelevantandcriticalinformationtoaddressimportant issuesandreachagreementswhilemaintainingmutualtrust Focusongoalstobeserved Followadecisionmakingprocess Studytheenvironmentfactors Developpersonalqualitiesoftheteammembers Stimulateteamcreativity,and Manageopportunityandrisk
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Effectivedecisionmaking

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Outputs
Enterpriseenvironmentalfactorsupdates
Inputtoorganizationalperformanceappraisals Personnelskillupdates

Organizationalprocessassetsupdates
Historicalinformationandlessonslearneddocumentation Templates Organizationalstandardprocesses

Changerequests
Movingpeople,outsourcing,replacingteammembers Preventingactions:crosstrainingteammembers

Projectmanagementplanupdates
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