OverviewofProject

HumanResourceManagement
ProjectHumanResource
Projecthumanresourcemanagementincludestheprocessesthat
Management organize,manageandleadtheprojectteam.
Humanresourcemanagementincludesallprojectstakeholders,suchas
OverviewofProjectHumanResource sponsors,customers,projectteammembers,supportstaff,suppliers
supportingtheproject,andsoon.
Management
KeystoManagingPeople
DevelopingHumanResourcePlan
AcquiringtheProjectTeam
DevelopingtheProjectTeam
ManagingtheProjectTeam
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OverviewofProject
KeystoManagingPeople
HumanResourceManagement
ProcessinvolvedinProcessHumanResourceManagement MotivationTheories
Intrinsicmotivation causesthepeopleto
Develophumanresourceplan participateinanactivityfortheirown
identifiesanddocumentstheprojectroles,responsibilitiesandrequiredskills, enjoyment.
reportsrelationshipsandcreatesastaffingmanagementplan Extrinsicmotivation causesthepeopleto
Acquireprojectteam dosomethinginexchangeofarewardor
toavoidapenalty.
confirmshumanresourceavailabilityandobtainstheteamnecessaryto
completeprojectassignments MaslowsHierarchyofNeeds High
Developprojectteam humanbeingspossessuniquequalities 5. Self-
Actualization
improvesthecompetencies,teaminteractionandoverallteamenvironment thatenablethemtomakeindependent
toenhanceprojectperformance choices,thusgivingthemcontroloftheir 4. Esteem
Manageprojectteam destiny 3. Social

tracksteammemberperformance,providefeedback,resolveissuesand developedahierarchyofneedswhich 2. Safety

managechangestooptimizeprojectperformance
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suggeststhatphysiological,safety,social, 1. Physiological Low
esteem,andselfactualizationneeds
motivatebehavior A satisfied need is no longer a motivator
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 KeystoManagingPeople KeystoManagingPeople
HerzbergsMotivationalandHygieneFactors McGregorsTheoryXandY
distinguishedmotivatorsandhygienefactors describetwoverydifferentattitudestowardworkforcemotivation
hygienefactorssuchaslargersalariesoramoreattractiveworkenvironmentwill TheoryX:Assumesthatworkersdislikeandavoidwork,somanagersmustuse
causedissatisfactionifnotpresent,butdonotmotivateworkerstodomoreifpresent coercion,threats,andvariouscontrolschemestogetworkersmeetobjectives.
achievement,recognition,theworkitself,responsibility,andgrowtharethefactors TheoryY:Assumesthatindividualsconsiderworkasnaturalasplayorrestandenjoy
thatcontributetoworksatisfactionandworkmotivation. thesatisfactionofesteemandselfactualizationneeds.
McClellandsAcquiredNeedsTheory InfluenceandPower
anindividualsspecificneedsareacquiredovertimeandareshapedbyoneslife Authority:thelegitimatehierarchicalrighttoissueorders
experiences Assignment:theprojectmanagersperceivedabilitytoinfluenceaworkerslaterwork
Achievement:Peoplewithahighneedforachievementlikechallengingprojectswith assignments
attainablegoalsandlotsoffeedback. Budget:theprojectmanagersperceivedabilitytoauthorizeothersuseof
Affiliation:Peoplewithahighneedforaffiliationdesireharmoniousrelationshipsandneed discretionaryfunds
tofeelacceptedbyothers,somanagersshouldtrytocreateacooperativework Promotion:theabilitytoimproveaworkersposition
environmentforthem.
Money:theabilitytoincreaseaworkerspayandbenefits
Power:Peoplewithaneedforpowerdesireeitherpersonalpower(notgood)or
institutionalpower(goodfortheorganization).
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KeystoManagingPeople KeystoManagingPeople
InfluenceandPower InfluenceandPower
Penalty:theprojectmanagersperceivedabilitytodispenseorcausepunishment 5maintypesofpower:
Workchallenge:theabilitytoassignworkthatcapitalizesonaworkersenjoymentof Coercivepower:usingpunishment,threats,orothernegativeapproachestoget
doingaparticulartask,whichtapsanintrinsicmotivationalfactor peopletodothingstheydonotwanttodo
Expertise:theprojectmanagersperceivedspecialknowledgethatothersdeem Legitimatepower:gettingpeopletodothingsbasedonapositionofauthority
important Expertpower:usingonespersonalknowledgeandexpertisetogetthepeopleto
Friendship:theabilitytoestablishfriendlypersonalrelationshipsbetweentheproject changetheirbehavior
managerandothers Rewardpower:usingincentivestoinducepeopletodothings

Referentpower:basedonanindividualspersonalcharisma
Influenceisrelatedtothetopicofpower.
Poweristhepotentialabilitytoinfluencebehaviortogetpeopletodothingstheywould
nototherwisedo.
Powerhasamuchstrongerconnotationthaninfluence,especiallysinceitisoftenusedto
forcepeopletochangetheirbehavior.

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 KeystoManagingPeople DevelopingHumanResourcePlan
ImprovingEffectiveness Humanresourceplanninginprojectsinvolvesidentifyinganddocumenting
Beproactive Peoplehavetheabilitytobeproactiveandchoosetheirresponsesto projectroles,responsibilities,andreportingrelationships.
differentsituations. Humanresourceplanningproducesanorganizationalchartfortheproject,roles
Beginwiththeenad inmind Peoplemustfocusontheirvalues,whattheyreallywant andresponsibilityassignments,oftenshowninamatrixformcalledresponsibility
toaccomplish,andhowtheyreallywanttoberememberedintheirlives. assignmentmatrix(RAM),andastaffingmanagementplan.
Putfirstthingsfirst Developsatimemanagementsystemandmatrixtohelppeople
prioritizetheirtime.
Thinkwin/win Usedwithawin/winparadigm,partiesinpotentialconflictwork
togethertodevelopnewsolutionsthatmakethemallwinners.
Seekfirsttounderstand,thentobeunderstood Empathiclisteningislisteningwiththe
intenttounderstand.
Synergize Aprojectteamcansynergizebycreatingcollaborativeproductsthatare
muchbetterthanacollectionofindividualefforts.
Sharpenthesaw Whenyoupracticesharpeningthesaw,taketimetorenewyourself
physically,spiritually,mentally,andsocially.

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DevelopingHumanResourcePlan DevelopingHumanResourcePlan
Theprojectmanagerworkswithseniormanagementandprojectteammemberstocreate Definingandassigningworkprocess:
anorganizationalchartfortheproject. Finalizingtheprojectrequirements
Deputyprojectmanagers fillinforprojectmanagersintheirabsenceandassistthemas Defininghowtheworkwillbeaccomplished
needed.
Breakingdowntheworkintomanageableelements
Subprojectmanagers areresponsibleformanagingthesubprojectsintowhichalarge
Assigningworkresponsibilities
projectmightbedivided.
Definitionofworkandassignmentofprocess
OrganizationalchartsampleforlargeITproject

Figure9.2 OrganizationalchartsampleforlargeITproject Figure9.3 Definitionofworkandassignmentofprocess

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 DevelopingHumanResourcePlan DevelopingHumanResourcePlan
Anorganizationalbreakdownstructure(OBS) isaspecifictypeoforganizationalchartthat Thestaffingmanagementplandocumentstheprocessesthattheprojectmanageris
showswhichorganizationalunitsareresponsibleforwhichworkitems. expectedtocompletetobringnewprojectteammembersaboardbasedonthecondition
OBScanbebasedonageneralorganizationalchartandthenbrokendownintomore oftheproject.
detailbasedonspecificunitswithindepartmentsinthecompanyorunitswithin Staffingisgenerallyrepresentedbyaresourcehistogramacolumnchartshowingthe
departmentsinthecompanyorunitsinanysubcontractedcompanies. numberofresourcesassignedtoaprojectovertime.
ResponsibilityAssignmentMatrix(RAM) Exampleofresourcehistogram
mapstheworkoftheprojectasdescribedintheWBStothepeopleresponsibleforperforming
theworkasdescribedintheOBS

Figure9.4 ExampleofRAM Figure9.5 Exampleofresourcehistogram

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AcquiringtheProjectTeam AcquiringtheProjectTeam
Resourceloading
Projectteamacquisitionisgettingtheappropriatestaffassignedtoandworkingonthe showstheamountofindividualresourcesanexistingschedulerequiresduringspecific
project. timeperiods
helpsprojectmanagerstodevelopageneralunderstandingofthedemandsaproject
Companiesshoulduseinnovativeapproachestofindandretaingoodinformation willmakeontheorganizationsresources,aswellasonindividualschedulesofthe
technologystaff. people
Histograms
AssigningResources Resourceleveling
Themainoutputsofthestaffacquisitionprocessareprojectstaffassignmentsanda techniqueforresolvingresourceconflicts,suchasoverallocatedresources,bydelaying
projectteamdirectory. tasks
Theimportantcomponentofstaffingplanismaintainingacompleteandaccurate formofnetworkanalysisinwhichresourcemanagementconcernsdrivescheduling
inventoryofemployeesskills. decisions(startandfinishdates)
Itisalsoimportanttohavegoodproceduresinplaceforhiringsubcontractorsand itsmainpurposeistocreateasmootherdistributionofresourceusage
recruitingnewemployees. Whenresourcesareusedonamoreconstantbasis,theyrequirelessmanagement.
Itmayenableprojectmanagerstouseajustintimeinventorytypeofpolicyforusing
subcontractorsorotherexpensiveresources.
Itresultsinfewerproblemsforprojectpersonnelandaccountingdepartments.
Itoftenimprovesmorale.
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 DevelopingtheProjectTeam DevelopingtheProjectTeam
Themainobjectiveofteamdevelopmentistohelppeopleworktogethermore ToolsandTechniquesforTeamDevelopment
effectivelytoimproveprojectperformance Training
TheTuckmanmodel,whichwasdevelopedbyDr.BruceTuckman,describesthe Projectmanagersoftenrecommendthatpeopletakespecifictrainingcoursestoimprove
fivestagesofteamdevelopment. individualandteamdevelopment.
Thereareorganizationsthatprovideelearningopportunitiesfortheiremployeessotheycan
Thefivestagesofteamdevelopment: learnspecificskillsatanytimeandanyplace.
Forming
Teambuildingactivities
involvestheintroductionofteammembers
Organizationscanprovideinhouseteambuildingtrainingactivitiesandusespecializedservices
Storming providedbyexternalcompaniesspecializinginthisarea.
occursasteammembershavedifferentopinionsonhowtheteamshouldoperate
Usingphysicalchallengesandpsychologicalpreferenceindicatortools.
Norming AcommontoolfordeterminingpersonalitypreferencesistheMyersBriggsTypeIndicator
achievedwhenteammembershavedevelopedacommonworkingmethod,andcooperationand (MBTI).
collaborationreplacetheconflictandmistrustofthepreviousphase
Performing Rewardandrecognitionsystems
occurswhentheemphasisisonreachingtheteamgoals,insteadofworkingonteamprocess Ifmanagementrewardsteamwork,theywillpromoteorreinforcepeopletoworkmore
effectivelyinteams.
Adjourning
involvesthebreakupoftheteamaftertheysuccessfullyreachedtheirgoalsandcompletedthe Inaprojectsetting,projectmanagerscanrecognizeandrewardpeoplewhowillinglywork
overtimetomeetanaggressivescheduleobjectiveorgooutoftheirwaytohelpateammate
work
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ManagingtheProjectTeam
Varioustoolsandtechniquestoeffectivelymanageprojectteams:
Observationandconversation
Projectperformanceappraisals
Conflictmanagement
Issuelogs
Toensurethatteamsareproductive,projectmanagersshould
performthefollowing:
Bepatientandunderstandingwithyour Limitthesizeofworkteamstothreeto
team. sevenmembers.
Fixtheprobleminsteadofblamingpeople. Plansomesocialactivitiestohelpproject
Establishregular,effectivemeetings. teammembersandotherstakeholdersget
Allowtimeforteamstogothroughthe toknoweachotherbetter.
basicteambuildingstages(forming, Stressteamidentity.
storming,norming,performingand Nurtureteammembersandencourage
adjourning). themtohelpeachother.
Takeadditionalactionstoworkwith
virtualteammembers.
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