PMP Study Group Chapter 9 Human Resource Management

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1 Mobile Branch PMP Study Group Chapter 9 Human Resource Management March 22, 2011

3 Human Resource Responsibilities for Project Managers You have responsibilities to team members Ethical and Administrative Think of team members as if they were your own employees.

4 Determine Resources needed Responsibilities Negotiate with resource managers for optimal available resources Create a project team directory Create project job descriptions for team members and other stakeholders Clearly assigned roles and responsibilities Training! Make sure you understand training needs and make sure team members get it Human Resource plan formal plan for how they will be involved in the project Performance appraisals in official company employment record Send letters of commendation to team member and their bosses Take care of the team member needs Recognition and Rewards systems (described in Human Resource plan)

5 Develop Human Resource Plan Enterprise Environmental Factors Organizational Process Assets Organization Charts and Position Descriptions

6 Organization Chart Types Responsibility Assignment Matrix RACI Chart (Responsible, Accountable, Consult and Inform) Organizational Breakdown Structure Resource Breakdown Structure Position Descriptions

7 Human Resource Plan The output of the Develop Human Resource plan Roles and responsibilities Project Organization Charts Staffing Management Plan

8 Staffing Management Plan Staff acquisition plan (Where will they come from?) Resource Calendars (When will they be available/used?) Staff Release Plan (When are resources released?) Staff Training Needs (What training do the resources need?) Recognition and Rewards (What are they? What are the criteria?) Compliance (How will the project comply with HR rules?) Safety (What policies protect the resource?)

9 Recognition and Rewards Systems Ask about personal and professional goals Recognition and Rewards systems can have actions such as: Say Thank You more often Team Member of the Month Performance awards Recommend for raises or choice work Tell team members managers about great work Milestone parties and celebrations Project funded training Give them work they want to do or take them off of work they dislike Rotate a team member out of the project as a reward Assign team member to non-critical path activity so they can get knowledge and experience in a new area

10 Acquire (Final) Project Team Team members need to have input (what, when and cost) Invite new team members to review their part of the project for changes before they start work Inputs to Acquire Project Team Project management plan (Human Resource Plan) Enterprise environmental factors Organizational process assets Pre-assignment PM has to work with what they are given Negotiation Virtual Teams Halo Effect

11 Team Building Trust Develop Project Team Team building is an attitude as well as an action Forming, Storming, Norming, Performing, Adjourning Activities Taking classes together Milestone parties Holiday and Birthday celebrations Outside-of-work trips Creating the WBS Planning the project by getting everyone involved in some way

12 Develop Project Team Training project specific should be paid for by project Ground Rules Honesty in communications Conflict resolution When to tell the PM about difficulties Meeting moderators, interruptions, tardiness, distractions Status, VIP communications, Calendar approvals Co-location (War Room) Give out Recognition and Rewards Team Performance Assessment formal and informal

13 Manage Project Team Observation and Conversation what is the tone? Project Performance Appraisals Individual performance (not team) Issue Log

14 Powers of the Project Manager Manage Project Team Formal (Legitimate) because I said so Reward Carrot Penalty Stick Expert been there, done that Referent Love, respect and emulation Note: the best forms of power are EXPERT, and REWARD. Penalty is the worst choice. FORMAL, REWARD, and PENALTY are powers derived from the PM s position in the company. EXPERT Power is earned on your own

15 Manage Project Team Management and Leadership Styles situational leadership styles change as the project progresses and different styles are called for in different situations Directing Facilitating Coaching Supporting Autocratic Consultative Consultative- Autocratic Consensus Delegating Bureaucratic Charismatic Democratic or Participative Laissez-faire Analytical Driver Influencing

16 Conflict Management Manage Project Team Conflict is not bad. The causes should be identified and addressed. Resolution by those in conflict. Changing Views of Conflict Old way Conflict is dysfunctional and caused by personality differences or a failure of leadership New way Conflict is an inevitable consequence of organizational interactions Conflict is to be avoided Conflict can be beneficial Conflict is resolved by physical separation or the intervention of upper management Conflict is resolved through openness, identifying the causes, and problem solving by the people involved and their immediate managers

17 Conflict Management Manage Project Team Conflict is inevitable because of the nature of projects, limited power of PM, obtaining resources from functional managers PM Responsibilities: Inform the team of Where the project is headed Project constraints and objectives Project charter contents All key decisions Changes Clearly assign work without ambiguity or overlapping responsibilities Make the work interesting and challenging Following good project management and project planning activities Conflicts can be avoided

18 Sources of Conflict rankings: 1. Schedules 2. Project priorities 3. Resources 4. Technical Opinions 5. Administrative Procedures 6. Cost 7. Personality Manage Project Team

19 Manage Project Team Who generally has the authority over the situation described in the question? And What resolution of this problem would best serve the customer s interests? Look for confronting or problem-solving choices as generally the best answers, and forcing as the worst but depends on the situation presented. There could be situations where withdrawal is the best option, but generally is not the best option. Techniques: Confronting (Problem Solving) Compromising Withdrawal (Avoidance) Smoothing (Accommodating) Collaborating Forcing

20 Manage Project Team Terms and Theories Expectancy Theory employees will remain productive as rewards meet their expectations Arbitration a neutral party hears and resolves a dispute Perquisites Perks some employees get special rewards Fringe Benefits standard benefits given to all employees such as insurance, profit sharing, and education benefits Motivation Theory

21 Terms and Theories Manage Project Team McGregor s Theory of X and Y there are two types of people. Theory X states that managers believe people need to be watched every minute. People are incapable, avoid responsibility, and avoid work whenever possible Theory Y states that managers believe that people are willing to work without supervision, and want to achieve. People can direct their own efforts Maslows Hierarchy of Needs People are not most motivated to work by security or money. Instead, they want to use their skills through self-actualization David McClelland s Theory of Needs (Acquired Needs Theory) People are most motivated by one of three needs and must be managed accordingly Need for Achievement Assign challenging but reachable goals. They like recognition Need for Affiliation These people work best when cooperating with others. They seek approval over recognition Need for Power People whose need for power is socially oriented, rather than personally oriented, are effective leaders and should manage others Herzberg s Theory hygiene factors and motivating agents

PMP EXAMINATION PREP CHAPTER 9 RESOURCE MANAGEMENT. PMP Exam Prep

PMP EXAMINATION PREP CHAPTER 9 RESOURCE MANAGEMENT PMP Exam Prep PROJECT RESOURCE MANAGEMENT Page 363 Resource Management Process : Contains 6 of the 49 total processes Plan Resource Management Estimate