Human Resources

Management
Sections of this presentation were adapted
from A Guide to the Project Management
Body of Knowledge 4th Edition, Project
Management Institute Inc., 2009

Human Resources Management

The processes that organize and manage
the project team

Why Do We Manage Human

Resources?
Clearly defined roles and responsibilities
are essential for the successful project
Roles and responsibilities are assigned to
one of six groups

Project Sponsor
Senior Management
Project Team
Stakeholders
Functional Manager
Project Manager

Common Responsibilities
Project Sponsor

Accept the product

Provide key dates
Risk threshold

Senior Management

Provide planning time

Prioritize projects
Prioritize triple constraint
Issue project charter
Protect the project

Project Team

Perform work tasks

Manage stakeholders
Define quality
Review project
performance & correct

Common Responsibilities
Stakeholders

Approve project
changes
Verify Scope
Become risk owners

Functional Manager

Assigns individuals to
team
Assist with team member
performance issues
Notify PM of other project
resources demands

Project Manager

Integrate project components

In charge of project (not necessarily resources)
Accountable for project failure
Measure performance and act
Does NOT sign the project charter

How Do We Manage Human

Resources?
Four processes

Develop Human Resources Plan

Acquire Project Team
Develop Project Team
Manage Project Team

Develop Human
Resources Plan

Acquire Project
Team

Develop Project
Team

Manage Project
Team

Develop Human Resources

Plan
Enterprise
Environmental
Factors
Organizational
Process Assets
Project
Management
Plan

Develop Human
Resources Plan

Inputs

Tools & Techniques

Organizational charts and
position descriptions
Networking
Organizational theory

Outputs

Roles and
Responsibilities
Project
Organizational
Charts
Staffing
Management Plan

Acquire Project
Team

Develop Project
Team

Manage Project
Team

Organizational Charts
Hierarchical Charts
Matrix Based

Anna
Project Manager

Ed
Instrument Lead

Ted
Painter

Responsibility Assignment Matrix (RAM)

RACI - Responsible, Accountable, Consult, Inform

R = Responsible A= Accountable C= Consult I = Inform

Fred
Document Control

Acquire Project Team

Enterprise
Environmental
Factors

Inputs

Tools & Techniques

Pre-assessment

Organizational
Process Assets

Negotiation

Roles and
Responsibilities

Virtual teams

Outputs
Project Staff
Assignments
Resource Availability

Acquisition

Staffing
Management Plan
Updates

Project Org
Charts
Staffing
Management
Plan

Develop Human
Resources Plan

Acquire Project
Team

Develop Project
Team

Manage Project
Team

Develop Project Team

Project Staff
Assignments

Inputs

Tools & Techniques

General management skills

Staffing
Management Plan

Training

Resource
Availability

Ground rules

Outputs

Teambuilding activities

Team
performance
assessment

Co-location
Recognition and rewards

Develop Human
Resources Plan

Acquire Project
Team

Develop Project
Team

Manage Project
Team

Manage Project Team

Organizational Process
Assets

Observation and
conversation

Project Staff
Assignments
Roles and
Responsibilities

Tools & Techniques

Inputs

Project performance
appraisals

Project Org Charts

Conflict management

Staffing
Management Plan
Team Performance
Assessment
Work Performance
Information
Performance
Reports

Issue log

Develop Human
Resources Plan

Outputs
Requested
Changes
Recommended
Corrective Actions
Recommended
Preventive Actions
Organizational
Process Assets
Updates
Project
Management
Plan Updates

Acquire Project
Team

Develop Project
Team

Manage Project
Team

Power and Leadership

Powers of PM
(Order of Effectiveness)

Expert
Reward
Referent
Formal (legitimate)
Penalty (coercive)

Leadership Styles

Directing
Facilitating
Coaching
Supporting
Autocratic
Consultative
Consensus

Motivation Theories
McGregors Theory of X and Y

X People need to be watched every minute. They are

incapable, avoid responsibility, and avoid work
wherever possible
Y People are willing to work without supervision and
want to achieve. They can drive their own efforts

X X
Y

Motivation Theories
Maslows Hierarchy of Needs

People work for self actualization to contribute and

use their skills
Self
Actualization
Esteem
Social
Safety
Physiological

Motivation Theories
Hertzberg's Theory

Hygiene Factors Poor Hygiene Factors destroy motivation

Working Conditions
Salary
Personal Life
Relationships at Work
Security
Status

Motivating Agents Motivates people to work harder

Responsibility
Self Actualization
Professional Growth
Recognition

Key Terms
War Room Project team located in single room
to create project identity
Expectancy Theory Employees who believe
that their efforts will lead to effective
performance and who expect to be rewarded for
their accomplishments remain productive as
rewards meet expectations
Perquisites perks
Fringe Benefits Standard benefits given to all
employees

Conflict Management
Five Conflict Resolution Modes

Withdraw
Smoothing
Compromising
Forcing
Problem Solving

Temporary Only
No Resolution
Provide Resolution