Project Human Resource Management

Project Human Resource Management
2012 Project Management Institute. All Rights Reserved.
Learning Objectives
At the end of this session, you will learn to
Develop human resource plan
Acquire project team
Develop project team
Manage project team
Project Human Resource Management

Includes processes to organize, manage, and lead the
project team
Comprises of people with roles and responsibilities for
completing the project
Processes include:
Develop Human
Resource Plan
Acquire Project
Team
Develop Project
Team

2012
Manage Project
Team
Human Resource Management Skills

Project Human Resource Management relies on the substantial
body of literature about dealing with people
Skills required are:
General Management
Skills
Dealing with Individuals
Leading, communicating, negotiating
Delegating, motivating, coaching, mentoring
Dealing with Groups
Team building, conflict handling
Administering Human
Resource Function
Performance appraisal, recruitment,

retention, labor relations, health & safety

2012
Develop Human Resource Plan
Activity resource requirements

Enterprise environmental factors
Organizational process assets
Outputs
Outputs
Inputs
Inputs
The process of identifying and determining project roles,

responsibilities and reporting relationships and creating staff
management plan
Human resource plan
Organization charts and position descriptions

Networking
Organizational theory
Tools
Tools&&Techniques
Techniques
Develop Human Resource Plan - Inputs

Activity Resource Requirements
Contains the human resource needs for the project.
Enterprise Environmental Factors
Enterprise environmental factors that can influence this process
include:
Organizational culture and structure,
Existing human resources,
Personnel administration policies, and Marketplace conditions.

2012

- Tools and Techniques
Hierarchical Type Charts
Traditional organization chart structure used to show
positions and relationships in a graphic, top-down format
Project Manager
Team Leader
Team
Member
Team Leader
Team
Member
Team
Member
Team Leader
Team
Member
Team
Member
Team
Member

Matrix-based charts
A responsibility assignment matrix (RAM) used to illustrate the

connections between work packages or activities and project
team members
Shows all activities associated with one person and all people
associated with one activity

2012

Networking
Formal and informal interaction with others in an organization,
industry, or professional environment
A constructive way to understand political and interpersonal
factors that will impact the effectiveness of various staffing
management options
Organizational Theory
Provides information regarding the way in which people,
teams, and organizational units behave

2012
Develop Human Resource Plan - Output

Human Resource Plan
Provides guidance on how project management resources
should be identified, managed, controlled, and eventually
released
Includes roles and responsibilities, project organization
charts and the staffing management plan.
Key items to consider in Staffing Management Plan are:
Staff Acquisition
Resource Calendars
Staff Release Plan
Training Needs
Recognition and Rewards
Compliance
Safety Requirements
10
Acquire Project Team
Project management plan

Outputs
Outputs
Inputs
Inputs
The process of obtaining human resources needed to

complete the project.
Project staff assignments

Resource calendars
updates
Pre-assignment
Negotiation
Acquisition
Virtual teams
Tools
Tools&&Techniques
Techniques
11
Acquire Project Team - Inputs

Project Management Plan
Contains the human resource plan which has the following
information that is used to provide guidance on how
project human resources should be identified, staffed,
managed, controlled, and eventually released
Enterprise Environmental Factors

Existing information for human resources including who
is available, their competency levels, their prior
experience, their interest in working on the project and
their cost rate, may be some of the factors that can
influence this process.
12
Acquire Project Team - Tools and Techniques

Pre-Assignment
When project team members are selected in advance they
are considered pre-assigned.
This situation occurs if the project is the result of specific
people being promised as part of a competitive proposal
Acquisition
When the performing organization lacks the in-house
staff needed to complete the project, the required
services may be acquired from outside sources.
This can involve hiring individual consultants or
subcontracting work to another organization
13
Negotiation
The project management team may need to negotiate with:
Functional managers to ensure that the project receives
appropriately competent staff in the required time frame, and
that project team members will be able to work on the project
until their responsibilities are completed.
Other project management teams within the performing
organization to appropriately assign scarce or specialized
human resource, and
External organizations, vendors, suppliers, etc., for
appropriate, scarce, specialized, qualified, certified or other
such specified human resources.

2012

Virtual Teams
Groups of people with a shared goal, who fulfill their roles with little or
no time spent meeting face to face.
Electronic communication, such as e-mail, has made such teams
feasible.
The virtual team format makes it possible to:
Form teams of people from the same company who live in widespread
geographic areas.
Add special expertise to a project team even though the expert is not
available in the same geographic area.
Incorporate employees who work from home offices or those working
different shifts or hours.
It requires additional time to set clear expectations and develop

protocol.
Communications planning plays a key role.
2012
Acquire Project Team - Outputs

Project Staff Assignments
The project is staffed when appropriate people have been
assigned through the various acquisition methods
Resource Calendars
Resource calendars document the time periods that each
project team member can work on the project.
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Develop Project Team

Resource calendars
Outputs
Outputs
Inputs
Inputs
The process of developing individual and group competencies to

enhance project performance.
Team performance
assessments
Enterprise environmental
factors updates
Interpersonal skills
Training
General management skills
Team building activities
Ground rules / Co-location
Recognition and awards
Tools
Tools&&Techniques
Techniques
17
Develop Project Team

Objectives of developing a project team include:
Improve knowledge and skills of team members in order to
increase their ability to complete project deliverables more
efficiently
Improve feelings of trust and agreement among team members
in order to raise morale, lower conflict and increase team work
Create a dynamic and cohesive team culture to improve both
individual and team productivity, team spirit, and cooperation,
and to allow cross-training and mentoring between team
members to share knowledge and expertise
18
Develop Project Team - Inputs

Team development starts with a list of the project team
members. Project staff assignment documents identify the
people who are on the team.
Project Management Plan

It contains the human resource plan which identifies training
strategies and plans for developing the project team.
Resource Calendars
Resource Calendars identify times when the project team
members can participate in the team development activities.

2012
Develop Project Team - Tools and Techniques

Interpersonal Skills
Sometimes known as soft skills, are particularly important for
team development
Skills such as empathy, influence, creativity, and group
facilitation are valuable assets while managing the project
team.
Training
Includes all activities designed to enhance the competencies
of the project team members.
Examples of training methods include classroom, online,
computer-based, on-the-job training , mentoring and coaching.
20

Team Building Activities
Can vary from a five-minute agenda item to a status review
meeting to an off-site, professionally facilitated experience
designed to improve interpersonal relationships
Ground Rules
Involves establishing clear expectations regarding acceptable
behavior by project team members
Co-location
Involves placing many or all of the most active project team
members in the same physical location to enhance their ability
to perform as a team
2012

Rewards and Recognition
Only desirable behaviour should be rewarded. For example,
the willingness to work overtime to meet an aggressive
schedule objective should be rewarded or recognized; needing
to work overtime as a result of poor planning by the team
member should not be rewarded.
Generally money is viewed by most as a very tangible aspect
of any reward system, but other intangible rewards are also
effective.
Most team members are motivated by an opportunity to grow,
accomplish, and apply their professional skills to meet new
challenges.
2012
Develop Project Team - Outputs

Team Performance Assessments
As project team development efforts such as training, team
building, and co-location are implemented, the project
management team makes formal or informal assessments of
the project teams effectiveness.
The performance of a successful team is measured in terms of
technical
success
to
agreed-upon
project
objectives,
performance on project schedule, and performance on budget.

2012
Manage Project Team

Involves tracking team member performance, providing
feedback and appraising team member performance.
Coordinating changes to enhance project performance.
Resolving conflicts.
Requires a variety of management skills for fostering
teamwork and integrating the efforts of team members to
create high-performance teams.
24

Team performance assessments
Performance reports
Outputs
Outputs
Inputs
Inputs
Manage Project Team

updates
Change requests
Project management plan updates
Observation and conversation

Project performance appraisals
Conflict management
Issue log
Interpersonal skills
Tools
Tools&&Techniques
Techniques
25
Manage Project Team - Inputs

Provides documentation which includes the list of project
team members
Team Performance Assessments

The project management team makes ongoing formal and
informal assessments of the project teams performance.
By continually assessing the project teams performance,
actions can be taken to resolve issues, modify
communication, address conflict, and improve team
interaction.
26
Manage Project Team - Tools and Techniques

Observation and Conversation
Are used to keep in touch with the work and attitudes of
project team members
The Project Management Team monitors progress toward
project deliverables, accomplishments, and interpersonal
issues
Project Performance Appraisals
Objectives for conducting performance appraisals during the
course of a project include clarification on roles and
responsibilities, constructive feedback to team members,
discovery of unknown or unresolved issues, development of
individual training plans, and the establishment of specific
goals for future time periods.
2012

Conflict Management
When handling conflict in a team environment, project managers should

recognize the following characteristics of conflict and the conflict
management process:
Conflict is natural and forces a search for alternatives
Conflict is a team issue
Openness resolves conflict
Conflict resolution should focus on issues, not personalities, and
Conflict resolution should focus on the present, not the past
Success of a project is dependent on how effectively conflicts get resolved
28
Techniques of Conflict Resolution
29

Issue Log
A written log that documents and helps monitor who is
responsible for resolving specific issues by a target date
Issue Resolution addresses obstacles that can block the
team from achieving its goals

2012

Interpersonal Skills
Project Managers use a combination of technical, human, and
conceptual skills to analyze situations and interact appropriately
with team members. Some of the interpersonal skills the project
managers use most often are:
Leadership
Ability to communicate the vision and inspire project team
for a high performance
Influencing
Ability to be persuasive and clearly articulate points and
positions
Effective Decision Making
Ability to see various view points and act decisively
31
Manage Project Team - Outputs

Enterprise Environmental Factors Updates
Input to organizational performance appraisal
Personnel skill update
Organizational Process Assets Updates
Documentation of historical information and lessons learnt

Staffing management plan update
Change requests submitted
Issues resolved
32
Caselet
Case 3, Page 133 of Project Management Core Textbook

by Samuel J. Mantel, Jr; Margaret M. Sutton; with M.R.
Gopalan
33
Quiz

2012
Quiz
Co-location is one of the tools and techniques used to:
A. Plan the organizational structure

B. Develop the project team
C. Acquire the project team
D. Control project human resources

2012
Quiz
Generally acknowledged techniques for resolving conflict include:
A. Soothing, compromising, collaborating, and co-locating

B. Accepting, compromising, attacking and separating
C. Accommodating, compromising, forcing, and collaborating
D. Withdrawing, forcing, elaborating, and sensitivity training

2012
Quiz
What conflict resolution technique is a project manager using when
he says, "I cannot deal with this issue now!":
A. Problem solving
B. Forcing
C. Withdrawal
D. Compromising

2012
Quiz
Project performance appraisals are different from team performance
assessments in that project performance appraisals focus on:
A. How an individual team member is performing on the

project.
B. An evaluation of the project team's effectiveness.
C. A team building effort.
D. Reducing the staff turnover rate.

2012
Questions?
39

Project Human Resource Management

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Project Human Resource Management

2012 Project Management Institute. All Rights Reserved.

2012 Project Management Institute. All Rights Reserved.