PMP Study Group Human Resource Management
Project Human Resource Management Definition Project Human Resource Management includes the processes that organize, manage and lead the project team. The project team is comprised of the people with assigned roles and responsibilities for completing the project. PMBoK Guide, 4 th Edition, p. 215 2
Human Resource Management Processes 9.1 Develop Human Resource Plan 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 3
Develop Human Resource Plan Process Knowledge Area Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing 5. Project Human Resource Management 9.1 Develop Human Resource Plan 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 4
9.1 Develop Human Resource Plan Project Human Resource Management Definition: The process of identifying and documenting project roles, responsibilities and required skills, reporting relationships, and creating a staffing management plan. PMBoK Guide, 4 th Edition, Glossary PMBoK Guide, 4 th Edition, p. 218 5
9.1 Develop Human Resource Plan - Notes Human resource planning is used to determine and identify human resources with the necessary skills required for project success. The human resource plan documents project roles and responsibilities, project organization charts and the staffing management plan including the timetable for staff acquisition and release. The human resource plan may also include identification of training needs, team building strategies, plans for recognition and rewards programs, compliance considerations, safety issues, and the impact of the staffing management plan on the organization 6
9.1.1 Develop Human Resource Plan Inputs 9.1.1.1 Activity Resource Requirements Human Resources planning uses activity resource requirements to determine the human resource needs for the project. 9.1.1.2 Enterprise Environmental Factors Organizational culture and structure Existing human resources Personnel administration policies Market conditions and unique challenges 9.1.1.3 Organizational Process Assets Organizational standard processes and policies and standardized role descriptions Templates for organizational charts and position descriptions Historical information that has worked in previous projects 7
9.1.2 Develop Human Resource Plan Tools and Techniques Document team members roles & responsibilities 9.1.2.1 Organizational Charts/Job Descriptions Some common types: Hierarchal type, ie: Organizational Breakdown Structure (OBS) Matrix Based, ie: Responsibility Assignment Matrix (RAM) Text Oriented format Formal and informal interaction with others within the organization, industry or professional environment 9.1.2.2 Networking A constructive way to understand political and interpersonal factors that may impact the effectiveness of various staffing management options. Activities can include informal conversations, meetings, trade shows 9.1.2.3 Organizational Theory Provides information on the way in which people, teams and organizational units behave. Effective use of this information can shorten the amount of time, cost and effort needed for human resource planning. 8
Organization Chart Examples Project Human Resource Management Example of a Responsibility Assignment Matrix (RAM): The RACI Chart Responsible Accountable Consult Inform 9
9.1.3 Human Resource Plan Definition The human resource plan, a part of the project management plan, provides guidance on how human resources should be defined, staffed, managed, controlled and eventually released. PMBoK Guide, 4 th Edition, p. 222 10
9.1.1 Develop Human Resource Plan Outputs The human resource plan should include: Roles & Responsibilities Role - Describes the portion of the project for which the person is accountable. Be sure everyone is familiar with their authority, duties and boundaries. 9.1.3.1 Human Resource Plan Responsibility The work a team member is expected to perform to complete the project s activities. Authority The right to apply project resources, make decisions and sign approvals Team members operate best when their authority matches their individual responsibilities. Competency The skill and capacity required to complete project activities. When project team members do not have the required skills, performance can be jeopardized. 11
9.1.1 Develop Human Resource Plan Outputs (cont d) The human resource plan should include: Project Organizational Charts A graphic display of project team members and their reporting relationships 9.1.3.1 Human Resource Plan (cont d) formal, informal, highly detailed, or broad Staffing Management Plan Part of the human resource plan Describes how and when human resource requirements will be met. formal, informal, highly detailed, or broad 12
9.1.1 Staffing Management Plan Items to Consider Staff Acquisition Resource Calendars Staff Release Plan Training Needs Recognition & Rewards Compliance Safety Can the company HR Dept help? Will resources be working remote or centrally located? Can you contract consultants to perform the work? Describes necessary timeframes for project team members Determining the method and timing of releasing team members Helps control costs by specifying release criteria upfront Helps mitigate human resource risks that may occur during or at the end of the project If training is needed, a training plan can be developed as part of this project Include ways to help team members obtain certifications that may benefit the project Criteria for rewards and a plan for their use Create a plan with established times for distribution of rewards Strategies for complying with applicable regulations and human resource policies Protect team members from safety hazards Also may appear in Risk Register 13
9.1.3 Develop Human Resource Plan Resource Histogram Example PMBoK Guide,4 th Edition, p. 224 14
9.1 Develop Human Resource Plan Miscellaneous Terms Roles & Responsibilities Project Sponsor/Initiator One who provides financial resources for the project. Can be the Customer or Senior Management. Team A group of people who will complete work on the project. Stakeholders Functional Manager Anyone who is involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. The individual who manages and owns the resources in a specific dept. The amount of involvement depends on the structure of the organization. Project Manager Responsible for managing the project to meet the projects objectives. 15
9.1 Develop Human Resource Plan Miscellaneous Terms (cont d) Resource Histogram Resource Calendar Represents in graphical format the hours and duration team members are needed throughout the project. Shows where there is a spike in the need for resources. Project Manager can arrange to minimize the peaks and valleys of resource usage (a.k.a. resource leveling). A calendar of working days and non-working days. Defines resource availability periods Resource Leveling The schedule analysis of resources so that there is limited over/under allocation of resource at a given time throughout the project timeline. How is the team going to be motivated? Recognition & Rewards This is an alien concept to most Project Managers. Motivate each team member individually based on their own needs. Thank You, rewards for performance, desired training, flexible work environment. 16
9.1 Develop Human Resource Plan Data Flow Diagram PMBoK Guide, 4 th Edition, p. 218 17
Acquire Project Team Process Project Human Resource Management Knowledge Area Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing 5. Project Human Resource Management 9.1 Develop Human Resource Plan 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 18
9.2 Acquire Project Team Definition Project Human Resource Management Definition: The process of confirming human resource availability and obtaining the team necessary to complete project assignments. PMBoK Guide, 4 th Edition, Glossary PMBoK Guide, 4 th Edition, p. 226 19
9.2 Acquire Project Team - Notes Project Human Resource Management The project management team may or may not have direct control over team member selection for various reasons depending on the organizational structure Failure to acquire necessary resources may affect overall project success. 20
9.2.1 Acquire Project Team Inputs Project Human Resource Management 9.2.1.1 Project Management Plan Contains information that provides guidance on how human resources should be indentified, staffed, managed, controlled and eventually released 9.2.1.2 Enterprise Environmental Factors Project team members come together from all available sources both internal and external. Assignments are based on many factors: Staff availability Staff location Staff Competency Outsourcing 9.2.1.3 Organizational Process Assets One or more organizations involved in the project may have guidelines/policies/procedures governing staff assignments, ie: Personnel administrative policies, processes, procedures 21
9.2.2 Acquire Project Team Tools and Techniques Team members may be known in advance. 9.2.2.1 Pre-Assignment Team members may be promised as part of the project proposal. Certain staff assignments can be part of the Project Charter. 9.2.2.2 Negotiation Project Manager needs to negotiate with the functional managers and/or other project teams for the best team members in the timeframe set forth by the project. 9.2.2.3 Acquisition Organization may lack internal resources to complete the project. Resources can be acquired from outside sources, subcontractors or consultants may be hired. Teams not located within the same geographic area. 9.2.2.4 Virtual Teams The availability of electronic communication such as e-mail, audio conferencing, web-based meetings and video conferencing make these teams possible. 22
9.2.3 Acquire Project Team Outputs Project Human Resource Management 9.2.3.1 Project Staff Assignments Appropriate staff has been assigned. Create documentation of staff assignments, such as a team directory, memos to team members, project organizational charts. 9.2.3.2 Resource Calendars Accurately document the time period team members are available to work on the project. Create a reliable schedule and understand possible conflicts and plan conflict resolution. 9.2.3.3 Project Management Plan Updates Elements of the plan may need updating depending on the outcome of staffing requirements and availability. 23
9.2 Acquire Project Team Data Flow Diagram 24
Develop Project Team Process Project Human Resource Management Knowledge Area Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing 5. Project Human Resource Management 9.1 Develop Human Resource Plan 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 25
9.3 Develop Project Team Definition Project Human Resource Management Definition: The process of improving the competencies, team interaction, and the overall team environment to enhance project performance. PMBoK Guide, 4 th Edition, Glossary PMBoK Guide, 4 th Edition, p. 230 26
9.3 Develop Project Team - Notes Project Human Resource Management Project managers need to acquire skills to identify, build, maintain, motivate, lead, and inspire project teams to achieve high team performance to help meet project objectives. Teamwork is a critical factor for project success. Create an environment that facilitates teamwork. 27
9.3.1 Develop Project Team Inputs Project Human Resource Management 9.3.1.1 Project Staff Assignments List of the project team members that identify the people who are on the project team. 9.3.1.2 Project Management Plan Human Resource Plan Identifies training strategies and plans for developing the project team. Rewards, feedback, additional training, and disciplinary actions can be added to the plan as a result of on-going performance assessments. 9.3.1.3 Resource Calendars Identify when project team members can participate in development activities. 28
9.3.2 Develop Project Team Tools and Techniques 9.3.2.1 Interpersonal Skills 9.3.2.2 Training a.k.a. Soft Skills Important to team development. Understand the team, anticipate the team s actions, acknowledge their concerns and follow-up on team issues. Enhance the competencies of team members: Formal or informal. Classroom, on-line, computer-based, on the job training from other team members. Skills can be developed as part of the project. 9.3.2.3 Team-Building Activities Help individual team members work together effectively. Formal or informal. Do not forget to include remote team members. Build trust and establish good working relationships. Team should be encouraged to work collaboratively to resolve team issues. Need management support and team member buy-in. Talk about rewards & recognitions program. Provide good team leadership. Never ending process as project changes occur. 29
Five Stages of Team Development Bruce Tuckman Forming Storming Norming Performing Adjourning Team meets and learns about the project. Learn roles & responsibilities. Begin to address project work, technical decisions, and management approach. Environment can become destructive if members are not open to ideas. Team members begin to work together and trust each other. Adjust work habits and behaviors. Team starts to perform as well organized unit. Works through issues effectively. Team completes the work and move on from the project. 30
9.3.2 Develop Project Team Tools and Techniques (cont d) 9.3.2.4 Ground Rules 9.3.2.5 Co-location Establish clear expectations for acceptable behavior. Early commitment to project guidelines decreases misunderstandings and increases productivity. Allow team members to discover values that are important to one another. All team members share responsibility for enforcement. All or most active members in the same physical location. Temporary during strategic times in the project or permanent. Enhance communication and sense of community. 9.3.2.6 Recognition and Rewards Ways in which to reward team members are developed during the Develop Human Resource Plan process. Recognize and reward desirable behavior ONLY. Rewards will only be effective if it satisfies a need which is valued by that individual. Formal or informal. Based on continuing project performance assessments. People are motivated if they feel they are valued in the organization. Recognition should be given during the life cycle of the project rather than waiting until the project is completed. 31
9.3.3 Develop Project Team Outputs During the project lifecycle the project management team makes formal or informal assessments of the project team s effectiveness. Development strategies and activities are expected to increase the teams performance which leads to a more successful project overall. 9.3.3.1 Team Performance Assessments Team performance assessment criteria should be determined and incorporated in the Develop Project Team inputs. Most important in contract-related or collective bargaining projects. Must use agreed upon assessment objectives. May identify additional need for training, coaching, mentoring or changes to increase the teams overall performance. Performance assessments must be well documented and forwarded to the appropriate parties. 9.3.3.2 Enterprise Environmental Factors Updates Employee training records Employee skills assessments General personnel records 32
9.3 Develop Human Resource Plan Miscellaneous Terms General management skills are important to team development: Soft Skills Empathy Identification with and understanding of another's situation, feelings, and motives Influence Power to sway or affect based on prestige, wealth, ability, or position Creativity Characterized by originality and expressiveness; imaginative Group Facilitation A formal meeting controlled by an outside person War Room A co-location where the project team can meet during important times of the project or for the entire project. A Place where project team can enhance communications and form a sense of community Only desirable behavior should be rewarded, ie Recognition & Rewards Willingness to work overtime Turning in reports on-time Rewards should be meaningful to the person given 33
Manage Project Team Process Project Human Resource Management Knowledge Area Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing 5. Project Human Resource Management 9.1 Develop Human Resource Plan 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 34
9.4 Manage Project Team Definition Project Human Resource Management Definition: The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize performance. PMBoK Guide, 4 th Edition, Glossary PMBoK Guide, 4 th Edition, p. 236 35
9.4 Manage Project Team - Notes Project Human Resource Management Managing the project team requires a variety of management skills to create high performance teams. Project Managers should provide challenging assignments to team members and provide recognition for high performance. 36
9.4.1 Manage Project Team Inputs Project Human Resource Management 9.4.1.1 Project Staff Assignments Provides documentation which includes the list of project team members. 9.4.1.2 9.4.1.3 Project Management Plan Team Performance Assessments Contains the Human Resource Plan to include: Roles & Responsibilities Project Organization The staffing management plan Formal or informal assessments of the team s performance. 37
9.4.1 Manage Project Team Inputs (cont d) Provide documentation about the current project status compared to project forecasts. 9.4.1.4 Performance Reports Areas that help with project team management include results from: Schedule control Cost Control Quality control Scope verification The information from performance reports help to determine future resource requirements, recognition & rewards, and staffing management plan updates. 9.4.1.5 Organizational Process Assets Process assets that can influence the Manage Project Team process include: Certificates of appreciation Newsletters Websites Bonus structures Corporate apparel Other perquisites (perks) 38
9.4.2 Manage Project Team Tools and Techniques 9.4.2.1 Observation & Conversation Stay in touch with the work attitudes of the project team members. Project management team monitors progress of deliverables, accomplishments that are a source of pride for team members. 9.4.2.2 Project Performance Appraisals Conduct performance appraisals during the course of the project. Objectives can include: Clarification of roles & responsibilities Constructive feedback to team Discovery of unknown or unresolved issues Development of individual training plans Establishing goals for future Formal or informal Results in greater productivity and positive working relationships. Conflicts are inevitable. 9.4.2.3 Conflict Management Sources of conflicts include: Resource Scheduling Priorities Personal work styles 39
9.4.2 Manage Project Team Tools and Techniques (cont d) 9.4.2.3 Conflict Management (cont d) Reduce amount of conflict by: Ground rules Solid project management practices Communication planning Role definition Address conflict early and in private Use direct approach and formal procedures if needed Recognize characteristics of conflict Team issue Resolved by openness Focus on issues not personalities Focus on present not past Depends on Project Manager s ability to resolve conflict Importance, impact, & intensity of conflict Time pressure for resolution Position taken by players Motivation to resolve conflict short term or long term 40
9.4.2 Manage Project Team Tools and Techniques (cont d) 9.4.2.3 Conflict Management (cont d) General techniques for resolving conflict Withdrawal (Avoidance) Postponing a decision on a problem. Not the best choice for resolution, nothing is resolved. Smoothing Stressing agreement rather than difference of opinion Compromising find solutions with a degree of satisfaction to both parties. Neither party gets what they want completely. Forcing Pushing one viewpoint over another Collaborating Incorporate multiple viewpoints Confronting (Problem Solving) Solving the real problem to make it go away. Win-Win. Problem Solving: Define the cause of the problem, not just the symptom Analyze the problem (root cause) Identify possible solutions Implement a decision Review the decision to see if it solves the problem 41
9.4.2 Manage Project Team Tools and Techniques (cont d) Issues arise in the course of managing the project team 9.4.2.4 Issue Log Issues during project should be documented Can block team from achieving their goals Combination of technical, human, and conceptual. 9.4.2.5 Interpersonal Skills Using the appropriate skills aid the Project Manager in capitalizing on the strengths of all team members. Interpersonal skills most often used are: Leadership Influencing Effective Decision Making 42
9.4.2.5 Interpersonal Skills Project Human Resource Management Leadership Influencing Effective Decision Making Important in all phases of the project for high performance. In a matrix environment team members often do not report directly to the Project manager. Key influencing skills: Ability to be persuasive Effective listening Consideration of all perspectives Information gathering Reach agreements while maintaining mutual trust The ability to negotiate and influence the organization and project management team. Guidelines include: Focus on goals Follow a decision making process Study the environmental factors Develop personal qualities of team members Stimulate team creativity Manage opportunity and risk 43
Powers of the Project Manager Project Human Resource Management The project manager needs to constantly convince people to cooperate and/or perform. Types of Project Management power: Formal (Legitimate) Reward Penalty (Coercive) Expert Referent Based on your position Reward top performers by assigning them to projects they are interested in next time Ability to penalize team members as needed to get what you need for the project to perform Being the subject matter expert PM using someone of authority above them. BEST: Expert & Reward WORST: Penalty 44
Leadership Styles Directing Telling others what to do just because Facilitating Coordinating with the input of others. Coaching Instructing others (mentoring). Supporting Providing assistance. Autocratic Deciding without input in a vacuum Consultative Consultative- Autocratic Consensus Bottom-up approach uses influence to get results. Listens to team members, but reserves decision making authority for themselves. Group decision making based on agreement 45
Leadership Styles (cont d) Delegating PM gives the team sufficient authority to complete the work Bureaucratic Following process or procedures exactly Charismatic Democratic or Participative Laissez-faire Analytical Driver Energize and encourage team to perform Encourage team to participate in decision making process Not directly involved in the work of the team but manages or consults as necessary Make technical decisions for project based on their own knowledge of subject Constantly giving directions, competitive attitude drives team to win Influencing Teamwork style, team decision making 46
9.4.3 Manage Project Team Outputs Project Human Resource Management 9.4.3.1 Enterprise Environmental Factors Updates Changes as a result of the manage project team process Input to organizational performance appraisals Personnel skills updates 9.4.3.2 Organizational process assets updates Changes as a result of the manage project team process Historical information and lessons learned documentation Templates Organizational standard processes 9.4.3.3 Change requests Staffing changes are often unavoidable and are caused by uncontrollable events. Staffing changes can disrupt the project management plan by causing the schedule to be extended or budget to be exceeded Moving people to different assignments People leaving (voluntary or termination) Outsourcing of some of the work not previously intended Try to develop preventive actions to reduce risk. 47
9.4.3 Manage Project Team Outputs (cont d) 9.4.3.4 Project management plan updates Staffing management plan may be updated as a result of approved changes during the manage project team process. 48
Theories to Know Expectancy Theory Arbitration Perquisites (aka: Perks) Fringe Benefits Employees who believe their efforts will lead to effective performance and who expect to be rewarded for their accomplishments remain productive as rewards meet their expectations. The hearing a resolution of a dispute performed by a neutral party. The giving of special rewards to some employees, such as assigned parking spaces, corner offices and executive dining. The standard benefits formally given to all employees such as educational benefits, insurance and profit sharing. Motivational Theory (What do people want?) Understand what motivates people in order to reward them. 49
McGregor s Theory of X and Y Project Human Resource Management All workers fit into one of two groups, X or Y Theory X ( Authoritarian management style) The average person dislikes work and will avoid it he/she can. Therefore, most people must be forced with the threat of punishment to work towards organizational objectives. The average person prefers to be directed; to avoid responsibility; is relatively un-ambitious, and wants security above all else. 50
McGregor s Theory of X and Y Project Human Resource Management All workers fit into one of two groups, X or Y Theory Y ( Participative management style) Effort in work is as natural as work and play. People will apply self-control and self-direction in the pursuit of organizational objectives, without external control or the threat of punishment. Commitment to objectives is a function of rewards associated with their achievement. People usually accept and often seek responsibility. The capacity to use a high degree of imagination, ingenuity and creativity in solving organizational problems is widely, not narrowly, distributed in the population. In industry the intellectual potential of the average person is only partly utilized. 51
Maslow s Hierarchy of Needs Project Human Resource Management People do not work for security or money. People work to contribute and to use their skills. Self Actualization. One cannot ascend to the next level until the levels below are fulfilled. 52
Herzberg s Theory Hygiene Factors and Motivating Agents Hygiene Factors Poor hygiene factors may destroy motivation, but improving them may not improve motivation Working conditions Salary Personal Life Relationships at work Security Status Motivating Agents Responsibility Self actualization Professional growth Recognition 53
9.4 Manage Project Team Data Flow Diagram PMBoK Guide, 4 th Edition, p. 237 54
Terms and Common Acronyms Project Human Resource Management Organizational Breakdown Structure (OBS) A hierarchically organized chart of the project organization arranged to relate to the work packages of the performing organizational units Responsibility Assignment Matrix (RAM) Resource Breakdown Structure (RBS) A structure that relates the project s Organizational Breakdown Structure to the Work Breakdown Structure to help ensure that each component of the projects scope is assigned to a responsible person or owner A hierarchical structure of resources by resource category and resource type. Helps in resource leveling and scheduling. Work Breakdown Structure (WBS) Co-location 360-degree feedback Project deliverables broken down into smaller more manageable components An organizational placement strategy where the project team members are physically located close to one another in order to improve communication, working relationships and project productivity Feedback regarding performance is given from superiors, peers and subordinates. from all sides 55
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