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Chapter 8:
Project Human Resource
Management
adopted from PMIs PMBOK 2000 and
Textbook : Information Technology Project Management
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Contents
Importance of Human Resource Management
Project human resource management processes
Organizational planning
Staff acquisition
Team development
Keys to Managing People
motivation: Hierarchy of Needs (Maslow), Motivational and
Hygiene Factors (Herzberg), Theory X and Y (McGregor)
succeed factors and fail factors
influence and power: types of power
effectiveness: 7 habits for highly effective persons
Organizational Planning
using software to assist in HRM
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The Importance of Human
Resource Management
People determine the success and failure of
organizations and projects
Despite the downturn in the economy in 2001,
there is still a shortage of good IT workers
ITAA calculated that there were over 844,000 openings
for IT jobs in 2000
1 in 14 American workers are involved in IT jobs
Although women represent 47 percent of the work
force, they make up only 29 percent of IT jobs
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What is Project Human
Resource Management?
Project human resource management
includes the processes required to make the
most effective use of the people involved
with a project.
Processes include
Organizational planning <= planning phase
Staff acquisition <= planning phase
Team development <= execution phase
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Keys to Managing People
Psychologists and management theorists have
devoted much research and thought to the field of
managing people at work
Important areas related to HR management
include
motivation theory
Marlow, Herzberg and McGregor
influence and power
effectiveness of manager
Stephen Covey

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Maslows Hierarchy of Needs
Abraham Maslow developed a hierarchy of needs
to illustrate his theory that peoples behaviors are
guided by a sequence of needs
Maslow argued that humans possess unique
qualities that enable them to make independent
choices, thus giving them control of their destiny
Human needed to be satisfied starting from the
lowest level and move upward


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Maslows Hierarchy of Needs
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Herzbergs Motivational and
Hygiene Factors
Frederick Herzberg wrote several famous books
and articles about worker motivation. He
distinguished between
motivational factors: achievement, recognition, the
work itself, responsibility, advancement, and growth,
which produce job satisfaction
hygiene factors: cause dissatisfaction if not present,
but do not motivate workers to do more. Examples
include larger salaries, more supervision, and a more
attractive work environment
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McGregors Theory X and Y
Douglas McGregor popularized the human relations
approach to management in the 1960s
Theory X
assumes workers dislike and avoid work, so managers must use
coercion, threats and various control schemes to get workers to
meet objectives
Theory Y
assumes individuals consider work as natural as play or rest and
enjoy the satisfaction of esteem and self-actualization needs
Usually, many managers use of mixture of these theories to
their day-to-day work to motivate team members
Theory Z
introduced in 1981 by William Ouchi and is based on the Japanese
approach to motivating workers, emphasizing trust, quality,
collective decision making, and cultural values
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Improving Effectiveness -
Coveys 7 Habits
Project managers can apply Coveys 7
habits to improve team effectiveness on
projects
Be proactive
Begin with the end in mind
Put first things first
Think win/win
Synergize
Seek first to understand, then to be
understood
Sharpen the saw
intrapersonal
skill
interpersonal
skill
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Organizational Planning
12
th
of 21 planning phase process
It involves identifying, documenting, and
assigning project roles, responsibilities, and
reporting relationships
The assignment can be internal or they may come from
outside.
Internal groups are usually composed of specific
functional departments, such as IT, engineering,
marketing, or account.
HR is an important area because people are the
projects most valuable resource.
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Inputs to Organizational
Planning
Project interfaces
organizational interfaces formal and information report
relationships among different organizational units; Technical
interfaces: formal and informal reporting relationships among
technical disciplines; formal and information reporting
relationship among different individual working on the project
Staffing requirements
define skills required of individuals or groups and the desired
time frame within which theyll be needed.
Constraints
factors such as organizational structure, collective bargaining
agreements with unions or other employee group, preferences of
the project team, expected staff assignments.
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Tools and techniques
Templates
help to define roles and responsibilities or reporting
relationships
HR practices
help to plan the structure of project team
Organizational theory
help to structure the organization (see other
descriptions)
Stakeholder analysis
help to ensure stakeholders needs and expectations
are met.

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Outputs from Organizational
Planning
Role and responsibility assignments
assignment of roles and responsibilities
Staffing management plan
describe when and how HR will join and leave the project team.
Resource histograms that show resource requirements, their
usage, and availability along a timeline are often incorporated
into the staff management plan. It is part of the project plan.
Organization chart
displays the reporting relationships in a graphic format.
Supporting details
includes organizational impact, job descriptions, training needs.
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Staff acquisition
13th of 21 planning phase process
It involves getting the people resources needed
assigned to and working on the project.
The project manager doesnt not always have
direct control over these resources because many
of them will be assigned to the project team by
other managers
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Staff acquisition
Staffing plans and good hiring procedures are important
in staff acquisition, as are incentives for recruiting and
retention
Some companies give their employees one dollar for every hour a
new person they helped hire works
Some organizations allow people to work from home as an
incentive
Research shows that people leave their jobs because they dont
make a difference, dont get proper recognition, arent learning
anything new, dont like their coworkers, and want to earn more
money

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Inputs to Staff acquisition
Staff management plan
describe when and how HR will join and leave the project team.
Resource histograms that show resource requirements, their
usage, and availability along a timeline are often incorporated
into the staff management plan. It is part of the project plan. It is
the main Organizational planning output.
Staffing-pool description
includes the characteristics of potential staff, their experience,
interests, characteristics, and availability.
Recruitment practices
include various organizational policies, guidelines, and
procedures governing staff assignment. These are a constraint on
staffing.
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Tools and techniques
Negotiations
ensure that there are appropriate resources at the
required time. It is the role of project manager
negotiate with functional managers or others (e.g.
other project managers)
Pre-assignment
in some cases, staff were promised the assignment
before the project started. It is an internal practice in
many organizations.
Procurement
recruiting people outside the organization. This
technique entails hiring consultants and contractors
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Outputs from Staff acquisition
Project staff assignments
indicate who will work on the project full-
time, part-time, or variably.
Project team directory
lists all project team members and key
stakeholders. It can be a simple, informal list
or very detailed.
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Sample Organizational Chart for a
Large IT Project
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Resource Loading and Leveling
Resource loading
refers to the amount of individual resources an existing project
schedule requires during specific time periods
Resource histograms show resource loading
Over-allocation means more resources than are available are
assigned to perform work at a given time
Resource leveling
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
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Sample Resource Histogram for
a Large IT Project
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Resource Leveling Example
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Team Development
3rd of 7 executing phase process
The project manager must enhance the team to function
as a coordinated unit
it takes teamwork to successfully complete most projects
This is critical on uncertain projects, such as risky research and
development (R&D) project
It is necessary to develop each person in both managerial
and technical areas.
Training can help people understand themselves, each other, and
how to work better in teams
Team building activities include
physical challenges
psychological preference indicator tools
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Inputs to Team Development
Project staff
It is an output of Staff Acquisition process, where it is project staff assigned.
The key is that particular skill sets for individuals and the team are available
to support the project.
Project plan
incorporates the integrated documents that provide the baseline for
controlling changes.
Staffing management plan
It is the main Organizational planning output
Performance reports
alert the project team to issues that can cause problems in the future. Status
reports describe the projects current standings. Progress reports describe the
teams accomplishments.
External feedback
criticism from outside the project helps the project team make periodic
measures of performance.
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Tools and techniques
General management skills
include leadership, communication, negotiation skills,
problem solving, and influencing the organization.
Reward and recognition system
motivates people through intrinsic factors like
responsibility, promotions, and achievement, as well
as extrinsic factors like pay raise, and working
conditions.
If rewards are given in a timely and public manner,
they promote desired behavior.

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Tools and techniques (2)
Collocation
despite the fact that various communications technologies can
bring people together easily, it is still generally a good idea to
places team members in the same physical location. It can help to
develop the team
Training
it help to enhance team skills, knowledge, and capabilities.
Training costs need to be considered in developing the project
Team-building activities
any actions that improve team performance
Other tools: Social Styles Profile, Meyers-Briggs Type
Indicator
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Reward and Recognition Systems
Team-based reward and recognition
systems can promote teamwork
Focus on rewarding teams for achieving
specific goals
Allow time for team members to mentor
and help each other to meet project goals
and develop human resources
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Social Styles Profile
People are perceived as behaving primarily in
one of four zones, based on their assertiveness
and responsiveness:
Drivers
Expressives
Analyticals
Amiables
People on opposite corners (drivers and amiables,
analyticals and expressives) may have difficulties
getting along
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Social Styles
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Meyers-Briggs Type Indicator (MBTI)
MBTI is a popular tool for determining personality
preferences and helping teammates understand each other
Four dimensions include:
Extrovert/Introvert (E/I)
Sensation/Intuition (S/N)
Thinking/Feeling (T/F)
Judgment/Perception (J/P)
NTs or rationals are attracted to technology fields
IT people vary most from the general population in not
being extroverted or sensing
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Outputs from Team Development
Performance improvements
includes anything that improves individual skills,
enhances the ability of the team to function as a team,
or identifies more efficient methods of working.
Input for performance appraisals
comprises evaluations of each staff members
contribution to the project
Project manager can use periodic evaluations and/or
annual performance reviews according to the
organizations HR policy.

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General Advice on Teams
Focus on meeting project objectives and
producing positive results
Fix the problem instead of blaming people
Establish regular, effective meetings
Nurture team members and encourage them to
help each other
Acknowledge individual and group
accomplishments
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Using Software to Assist in
Human Resource Management
Software can help in producing RAMS and
resource histograms
Project management software includes
several features related to human resource
management such as
viewing resource usage information
identifying under and over-allocated resources
leveling resources

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Project Resource Management Involves
Much More Than Using Software
Project managers must
Treat people with consideration and respect
Understand what motivates them
Communicate carefully with them
Goal is to enable project team members to
deliver their best work

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Summary
Importance of Human Resource Management
Project human resource management processes
Organizational planning
Staff acquisition
Team development
Keys to Managing People
motivation:
Hierarchy of Needs (Maslow)
Motivational and Hygiene Factors (Herzberg)
Theory X and Y (McGregor)
succeed factors (expertise and work challenge)
fail factors (heavily on authority, money and penalty)
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Summary 2
influence and power: types of power
Coercive, Legitimate, Expert, Reward, Referent
effectiveness: 7 habits for highly effective persons
Organizational Planning
identifying, documenting, and assigning project roles,
responsibilities, and reporting relationships
project organizational charts
work definition and assignment process
responsibility assignment matrixes
resource histograms
using software to assist in HRM
Chapter 8