PMP Chapter 9 2004

11/20/2005
PMP
Preparation Training
Your key in Successful Project
Management
Akram Al-Najjar, PMP

Planning & Cost Control Manager
Akram Al-Najjar, PMP.
Akram_alnajjar@hotmail.com
Source: pmbok guide 2004 Slide 1 +20105394312
Chapter 9
Project
Human Resource
Management

11/20/2005
AGENDA
Some term to be familiar with !

Human Resource Management Processes
What is Human Resource Management?
How does the PMBoK® Guide describe
Human Resource Management?
Discussion


n Human Resource Management includes the
processes required to make the most effective
use of the people involved with the project.
n includes all the project stakeholders:
n sponsors
n customers
n individual contributors
n others

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n includes general HR topics such as:
n Leadership
n Delegation
n Motivation
n Organizational Behavior
n Performance Measurement &

Appraisal
n Mentoring & Coaching
n etc. etc. etc. Akram Al-Najjar, PMP.


Keys to Managing People
n Psychologists and management theorists
have devoted much research and
thought to the field of managing people
at work
n Important areas related to project
management include
n motivation
n influence and power
n effectiveness
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Motivation
n Abraham Maslow developed a hierarchy
of needs to illustrate his theory that
people’s behaviors are guided by a
sequence of needs
n Maslow argued that humans possess
unique qualities that enable them to
make independent choices, thus giving
them control of their destiny
Team Development
Maslow’s Hierarchy of Needs

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Team Development
Maslow’s Hierarchy of Needs

Self-Actualization – Need to grow and use
abilities to the fullest and most creative extent
Higher Order Needs
Esteem - Need for respect, prestige, recognition,
sense of competence
Social – Need for love, affection, sense of
belonging
Lower Order Needs Safety – Need for security, protection and
stability
Physiological – Need for biological
maintenance (food, water etc.)
Team Development
McGregor’s Theory
n Douglas McGregor popularized the human relations
approach to management in the 1960s
n Theory X: assumes workers dislike and avoid work,
so managers must use threats and various control
schemes to get workers to meet objectives
n Theory Y: assumes individuals consider work as

natural as play or rest and enjoy the satisfaction of
esteem and self-actualization needs
n Theory Z: introduced in 1981 and is based on the

Japanese approach to motivating workers,
emphasizing trust, quality, collective decision making,
and cultural values Akram Al-Najjar, PMP.
11/20/2005
Team Development
Hertzberg’s Motivation Theory
n Hygiene
n Pay; working conditions; boss’s attitude
n Poor hygiene factors negatively impact
motivation
n Good hygiene factors increase motivation
n Motivators
n Positive motivation leads to achievement and
self-actualization
n Workers have a sense of personal growth and
responsibility

Power
n Power is the potential ability to
influence behavior to get people
to do things they would not
otherwise do

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Sources of Authority and Control: (Power)
• The PM must deal with upper management,
subordinates, functional managers, interface
personnel, and people outside the firm.
• The degree to which the PM can influence each of

these groups will have a bearing on the success or
failure of the project.
• The PM must exert some type of power so that the

necessary concessions or cooperation can be
obtained.

Sources of Authority and Control: (Power)
Formal:
A legitimate (or positional) form of power.
Based on a person's formal position in the company.
Reward:
Refers to positive consequences or outcomes that a person can offer.
Coercive (Penalty):
Refers to negative consequences that a person can inflict on others. (firing, docking,
reprimand, etc.)
Referent:
A form of personal power.
Refers to earned power when people admire a person and want to follow that person as a
role model. Also called charisma.
Expert:
A form of personal power.
Refers to earned power that a person acquires based on his/her t echnical knowledge, skill, or
expertise on some topic or issue. Akram Al-Najjar, PMP.
11/20/2005

Reward and Recognition Systems
n Team-based reward and recognition

systems can promote teamwork
n Focus on rewarding teams for achieving
specific goals
n Allow time for team members to mentor
and help each other to meet project
goals and develop human resources


Conflict Management
• The PM must carefully select the method of managing
conflict appropriate for his/her organization so that an
atmosphere conducive to constructive results is
developed.
• Five methods of managing conflict:

Withdrawal
Smoothing
Compromising
Forcing
Problem Solving (confrontation)
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Seven Sources Of Conflict
• Schedules
• Project Priorities
• Resources
• Technical opinions
• Administrative Procedures
• Cost
• Personality
The exam may ask for the top sources of conflict. So it would be useful to
know the top four. Since many project managers think that number 1 is
personality conflict. You can expect the exam to include questions with that
choice.

Conflict Management
Withdrawal:
• Retreating from actual or potential disagreements and conflict
situations.
• A temporary tactic: does not resolve the conflict, only delays it.
Smoothing:
Keeps the atmosphere friendly.
A temporary tactic: does not resolve the conflict, only delays it.
Should be used in conjunction with another method.
Compromising:
• Considers various issues and searches for solutions which bring
some degree of satisfaction to the conflicting parties.
• This method is considered to be a lose-lose. Both parties must
give up something that is important to them; however, this
method usually provides some acceptable form ofAkramresolution.
Al-Najjar, PMP.
11/20/2005

Conflict Management
Forcing:
• Pushing one viewpoint at the expense of another party.
• This method provides resolution but is considered to be a win-lose.
Problem Solving: (confrontation)
• Directly addresses disagreements.
• Conflict is treated as a problem. The problem is defined; information is
collected; alternatives are identified and analyzed, and the most
appropriate alternative is selected.
• Theoretically considered the best because both parties can be s atisfied if
they work together to solve the problem.
• Both parties must want to solve the problem and be willing to work
together.
•This method is considered to be a win-win.
Project Human Resource

Management
Includes the processes that organize and
manage the project team to make effective
use of the people involved with the project.
1. Human Resource Planning

2. Acquire Project Team
3. Develop Project Team
4. Manage Project Team
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Human Resource Management

Planning Executing Mon & Control
9.2 9.3 9.4

9.1
Acquire Develop Manage
Human
Project project project
Resource
Team
Planning team Team

Source: pmbok guide 2000
2004 Slide 2121
Slide +20105394312
Human Resource Planning
Determines project roles, responsibilities,

,reporting relationships and creates the
staffing management plan.
n Individuals and groups may be part of the

organization performing the project or
may be external to it
n Internal groups are often associated with a
specific functional department, such as
engineering, marketing, or accounting
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1. Tools & Techniques
2. Organization Charts &
Position Descriptions
3. Networking
4. Organizational theory
Inputs 1. Outputs
1. Enterprise Environmental 2. Roles and responsibilities
Factors 3. Project Organization Charts
2. Organizational Process Assets 4. Staffing management plan
3. Project Management Plan

Inputs
Enterprise Environmental Factors:
Project interfaces: Formal and informal relationships
among the various organizational units, technical
disciplines ,and individuals involved with the project work ,
Logistical & Political
constraints: Organizational structure, collective barging
agreements and competencies of expected staff that may
impact organizational planning
n Organizational Process Assets:
Templates : Boilerplates or models that can be
modified or used as is, to document roles and
responsibilities and reporting relationships from
previous or similar.
n Project Management Plan– The skills required to do
the project and when those skills are required
description of project management activities.
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Tools & Techniques

n Organization Charts and Position :
Documentation of roles and responsibilities
n Networking– Documenting requirements to ensure

needs rereading organizational planning are met. Often
performed using networking.
n HR practices – Variety of policies, guidelines, and

procedures used as human resources planning aid
n Organizational theory –
Body of literature describing
how an organization can, and should, be structured

Outputs
n Roles and responsibilities – Roles (who does what ,
Examples of project roles are civil engineer) and
responsibilities (who decides what , The work that a project
team member is expected to perform in order to complete
the project’s activities.) assigned to the appropriate
stakeholder
Authority The right to apply project resources, make

decisions, and sign approvals
Competency: The skill and capacity required to complete

project activity

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Outputs

Outputs (cont.)
n Organization Chart – Graphic display of project reporting
relationships. (OBS) indicates which organizational unit is
responsible for which work items
n Staffing Management Plan – Describes when and how human

resources will be brought onto, and taken off, of the project team
n Staff acquisition - when planning resources
n Timetable – optimizing the use of people on the project
n Release criteria – method and timetable for release
n Training needs – training plan
n Recognition and rewards – incentives to meet milestones and deliverables
n Compliance – with regulation , union or standard should stipulated I the plan
n Safety

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Resource Histogram
300
Senior Designers
275
250
225
Resource Usage
200
175
150
125
100
75
50
25
0
9 16 23 30 6 13 20 27 6 13 20 27 3 10 17 24 1 8 15 22
Jan Feb Mar Apr May

Resource Usage Staff Hours Planning & Cost Control Manager
Acquire Project Team
Acquire Project is the process of

obtaining the human resources
needed to complete the project.

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Tools & Techniques
1. Pre
Pre--assignment
2. Negotiations
3. Acquisition
4. Virtual teams
Inputs
1. Enterprise environmental
factors Outputs
2. Organizational process 1. Project staff assignment
assets 2. Resource availability
3. Roles and responsibilities 3. Staffing management plan
4. Project organization charts (updates)
5. Staffing management plan
Inputs
1. Enterprise environmental factors
n Availability -
n Ability What - competencies do people possess?
n Experience
n interests
n Cost
2. Organizational Process Assets

policies, guidelines, or procedures governing staff
assignments. resource departments also can assist with
recruitment, hiring and orientation of project team members.

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Tools & Techniques

Pre-assignment
Staff have been assigned because they were promised in the
proposal or were defined in the project charter
Negotiations
Acquisition
People outside the organization obtained to perform project
activities
Virtual teams
A group of People with a shared goal who fulfill their role
with little or no time spent meeting face to face.

Output
Project staff assignment
The assignment of people who will work on the
project, full-time, part time, or as needed
Resource availability
A schedule of time team members can spend
working on the project
Staffing management plan (update)
Due to promotions, retirements, illnesses,
performance issue, workloads, and expertise

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Develop Project Team

Develop project team improve the
competencies and interaction of
team members to enhance project
performance.
Objectives:-
Objectives:-
Improve skills of team members.
Improve feelings of trust and cohesiveness among
team members in order to raise productivity
through greater teamwork.

The four stages of development new project team:

Forming - It’s the beginning stage of team formation
when all the members are brought together,
introduced, and told the objectives of the project.
This is where team members learn why they’re
working together. During this stage, team
members tend to be formal and reserved and take
on an “all business” approach.
Storming - This stage is where the action begins.
Team members become confrontational with each
other as they’re vying for position and control
during this stage. They’re working through who is
going to be the top dog and jockeying for status.
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The four stages of development new project team:

Norming - In this stage, team members confront the
project concerns and problems instead of each
other. Decisions are made jointly at this stage,
and team members exhibit affection and
familiarity with one another.
Performing - This stage is where the team is
productive and effective. The level of trust among
team members is high, and great things are
achieved. This is the mature development stage.
Different teams progress through these stages at
different rates.


Tools & Techniques
1. General management skills
2. Training
3. Team
Team-- building activities
4. Ground rules
5. Co
Co-- location
6. Recognition and rewards
Inputs
1. Project Staff
Outputs
assignments
1. Team performance
2. Staffing management
assessment
plan
3. Resource availability Akram Al-Najjar, PMP.
11/20/2005
Tools & Techniques

General management skills - Soft skills which can help project manager to
prevent and/or resolve team issues, leadership , communication ,
delegating ….etc
Training
Team-building activities
Include management and individual actions taken to improve team
performance
Ground rules
Rules describing clear expectation as to the expected code of conduct
from team members.
Co-Location – Establishment off a common physical location for a project
team in War room
Rewards and recognition system
A formal method used to reinforce behaviours or performance
Output
Team performance assessment
n The informal and formal assessments of the project team’s

effectiveness.
n The evaluation of the project team’s effectiveness can include
indicators such as:
n Improvements in skills ---> more effectiveness
n Improvements in competencies and sentiment- ---> perform
better as group
n Reduce staff turnover rate.

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Manage Project Team
Manage project team involves tracking

team member performance, providing
feedback, resolving issues and
coordinating changes to enhance
project performance.

Manage Project Team

Tools & Techniques
1. Observation and conversation
2. Project performance appraisals
3. Conflict management
4. Issue log
Inputs Outputs
1. Organization process 1. Requested changes
assets 2. Recommended corrective
2. Project staff assignments actions
3. Roles and responsibilities 3. Recommended preventive
4. Project organization chart actions
5. Staff management plan 4. Organization process assets
6. Team performance (updates)
assessment 5. Project management plan
7. Work performance (updates)
information Akram Al-Najjar, PMP.
8. Performance reports Planning & Cost Control Manager
11/20/2005
Manage Project Team
Tools & Techniques

Observation and conversation
Are used to stay in touch with the work and attitudes of project
team members.
Project performance appraisals
n Evaluation information can be gathered from:
The people who supervise their project work and who
interact with project team members by using 360 degree
feedback principle .
n Issue log
A written log can document persons responsible for resolving
specific issue by a target date.
Conflict management

Manage Project Team
Output
n Organization process assets (updates)
n Inputs to organizational performance appraisals

n Lesson learned documentation
n Project organization charts, position descriptions, and
staff management plan.
n Ground rules, conflict management techniques.
n Procedures for virtual teams, co-location, negotiation
and training

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Project Human Resource Management
n
n?

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Akram Al-Najjar, PMP

Akram Al-Najjar, PMP.

Some term to be familiar with !

Akram Al-Najjar, PMP.

Some term to be familiar with !

Akram Al-Najjar, PMP.

Some term to be familiar with !

n Performance Measurement &

n etc. etc. etc. Akram Al-Najjar, PMP.

Some term to be familiar with !

Some term to be familiar with !

Maslow’s Hierarchy of Needs

Akram Al-Najjar, PMP.

Maslow’s Hierarchy of Needs

n Theory Y: assumes individuals consider work as

n Theory Z: introduced in 1981 and is based on the

Hertzberg’s Motivation Theory

Some term to be familiar with !

Akram Al-Najjar, PMP.

Some term to be familiar with !

• The degree to which the PM can influence each of

• The PM must exert some type of power so that the

Some term to be familiar with !

Some term to be familiar with !

n Team-based reward and recognition

Akram Al-Najjar, PMP.

Some term to be familiar with !

• Five methods of managing conflict:

Some term to be familiar with !

Some term to be familiar with !

Some term to be familiar with !

Project Human Resource

1. Human Resource Planning

Human Resource Management

9.2 9.3 9.4

Akram Al-Najjar, PMP.

Human Resource Planning

Determines project roles, responsibilities,

n Individuals and groups may be part of the

Human Resource Planning

Akram Al-Najjar, PMP.

Human Resource Planning

Human Resource Planning

Tools & Techniques

n Networking– Documenting requirements to ensure

n HR practices – Variety of policies, guidelines, and

Akram Al-Najjar, PMP.

Human Resource Planning

Authority The right to apply project resources, make

Competency: The skill and capacity required to complete

Akram Al-Najjar, PMP.

Human Resource Planning

Akram Al-Najjar, PMP.

Human Resource Planning

n Staffing Management Plan – Describes when and how human

Akram Al-Najjar, PMP.

Human Resource Planning

Jan Feb Mar Apr May

Acquire Project Team

Acquire Project is the process of

Akram Al-Najjar, PMP.