Project Human Resource Management: Pmbok Guide - IV Edition

Project Management Program
Project Human Resource

Management
Based on
PMBOK Guide – IV Edition
®
PMI, PMP, CAPM, PgMP, PMI-RMP, PMI-SP and PMBOK are

registered marks of Project Management Institute, Inc.
©Copyright Protected
Learning Objectives
After the completion of this chapter, the learner will be

able to:
 List the various processes in Project Human Resource Management

 Describe the process of Develop Human Resource Plan
 Describe the process of Acquire Project Team
 Describe the process of Develop Project Team
 Describe the process of Manage Project Team
 Describe the various Organizational Development Theories
Project HR Management: Topics
 Develop Human Resource Plan

 Acquire Project Team
 Develop Project Team
 Manage Project Team
 Organizational Development Theories
 RACI charts
 Staffing Management Plan
 Conflict Management Techniques
 Interpersonal Skills
Project HR Management
Planning
Executing
Develop HR Plan
Definition as per PMBOK® Guide
Develop Human Resource Plan is the process of identifying and

documenting project roles, responsibilities, and required
skills, reporting relationships, and creating a staffing
management plan.
Develop HR Plan
Inputs
 Activity Resource Requirements

 Enterprise environmental factors
 Organizational process assets
Outputs
 Human Resource Plan
Tools and Techniques

 Organizational charts and Positional Descriptions
 Networking
 Organizational Theory
RACI Chart
Person
Phase Tom Peter Sofia Joseph Kelly
Project Mgt R R R I I
Analysis R A A C I
C I C A I
Design
A I R A I
Develop
C A C C I
Testing
R- Responsible, A- Accountable, C- Consult, I - Inform
Source: A Guide to the Project Management Body of Knowledge, Fourth Edition (PMBOK® Guide) ©2008
Project Management Institute, Inc., All Rights Reserved.
Acquire Project Team
Acquire Project Team is the process of confirming human

resource availability and obtaining the team necessary to
complete project assignments
Acquire Project Team
Inputs
 Project management plan

 Enterprise environmental factors
Outputs
 Project Staff Assignments
 Resource Calendars
 Project Management Plan Updates
 Pre - Assignment
 Negotiation
 Acquisition
 Virtual Teams
Develop Project Team
Develop Project Team is the process of improving the

competencies, team interaction, and the overall team
environment to enhance project performance
Develop Project Team
Inputs
 Project Staff Assignments
 Staffing Management Plan
 Resource Calendars
Outputs
 Team Performance Assessment
 Enterprise Environmental Factors Updates
 Interpersonal Skills  Ground Rules
 Training  Co-location
 Team Building Activities  Recognition and Rewards
Manage Project Team
Manage Project Team is the process of tracking team member

performance, providing feedback, resolving issues, and
managing changed to optimize project performance
Manage Project Team
Inputs
 Project staff assignments
 Project management plan
 Team performance assessment
 Performance reports
Outputs
 Enterprise environmental factors updates
 Organizational process assets updates
 Change requests
 Project management plan updates
 Observation and Conversation  Issues Log
 Project Performance Appraisals  Interpersonal Skills
 Conflict Management
Conflict Management
Techniques of conflict-resolution
 Collaborating: taking view of all; leads to consensus

 Problem-solving: taking an approach of examining alternatives;
win-win solution for all
 Compromising: trying to satisfy all by an agreement acceptable
to all.
 Forcing: making your own decisions by using power
 Smoothing: temporary solution to please all; no lasting solution
 Withdrawing: avoiding the situation; no solution
Conflict Management
 Most conflicts are caused by resources, schedules and priorities
 The best way to solve a problem is to confront it, figuring out

what’s causing the problem, and fixing it
 Compromise if you can’t confront the problem
 Forcing means making a decision without considering the reality
 Withdrawal happens when someone gives up and walks away

from the problem
Five Kinds of Power
Five Kinds of Power
 Legitimate Power
 Reward Power
 Expert Power
 Referent Power
 Punishment Power
Five Kinds of Power
Legitimate Power
 Also known as Formal Power or Positional Power

 Power comes from being formally in charge of the project and the
people
Five Kinds of Power
Reward Power
 Your ability to give award a bonus or another kind of reward in
order to motivate team members.
Expert Power
 You are the subject matter expert
 The team respects you for your expertise in a specific area, and
gives you credibility because of that
Five Kinds of Power
Referent Power
 You are standing in for someone who has more position or power in
the company
 Also comes from the charismatic personality of the project manager
 Can also come when you ally with a powerful person
Punishment Power
 You correct a team member for poor behavior. Always remember to
do this one-on-one and in private.
Five Kinds of Power
 Project managers use their general management skills to

motivate and lead the team
 In a matrix organization, the project manager does not have

legitimate power, as the team does not report to the project
manager
 The most effective forms of power are reward power and expert
power
 Punishment power is the least effective form of power
Exercise 1: Forms of Power at Work
Revising Key Terms : Forms of Power at Work
1. A functional manager assigns a tester to work on the project manager’s

team. This is an example of _________ power
2. The programmers always listen to the team lead because he’s really a
good software architect. This is an example of _________ power
Answers to Exercise 1: Forms of Power at Work
Revising Key Terms : Forms of Power at Work
1. A functional manager assigns a tester to work on the project manager’s

team. This is an example of Legitimate power
2. The programmers always listen to the team lead because he’s really a
good software architect. This is an example of Expert power
Maslow’s Hierarchy of Needs

 Says that people have needs, and until the lower ones are
satisfied they would not think about the higher ones
Esteem and Self

Actualization (fulfilling
your full potential, and
making a contribution
Acceptance on the team Security - safety and job

security Physiological (like food and warmth)
Maslow’s Hierarchy of Needs
 Herzberg’s Motivation – Hygiene Theory
Hygiene factors Motivating Factors
 Salary Responsibility
 Compensation Work itself
 Positive work conditions Recognition
 Job security Professional growth
 Status
 Company policy
McGregor’s Theory X and Theory Y

 Theory X - People are incapable and avoid responsibility. So,
they need supervision to do work
 Theory Y - People are capable and motivated and ready to

work without supervision.
Expectancy Theory
 You need to give people an expectation of a reward in

order to motivate them
 The rewards or awards should be achievable, if they are

impossible to achieve, they will de-motivate them
 People are motivated by achievements
 People “expect” to be rewarded for achievements
McLelland’s Achievement Theory: People need achievement,

power and affiliation to be motivated.
 Achievement is when someone performs well and is recognized

for it
 Power means he or she has a lot of control or influence in the

company
 Affiliation , a strong sense from being a part of a working team

and having good relationships with coworkers
Ouchi’s Theory
 Formulated from Quality movement and Quality

circles
 Both Management and Workers need to be involved,

and they should trust each other
Halo Effect
 Extending the impression of a particular

outstanding trait to influence the total judgment of
a person
 For Example: Technical Architect to Management
Leadership Styles
1. Autocratic/ Directing:
• The PM solicits little or no information from team, sole
decision maker.
2. Beaureaucratic / Persuading:
• Input is solicited from selected team members, but PM still
sole decision maker
3. Democratic/ Participative
• Consults team for open discussion and information
gathering; uses help from team to come up with a decision.
4. Laissez – Faire / Delegating
• Team has ultimate authority on final decision, Hands – off
Attitude
Exercise 2: Resolving Conflict
Revising Key Terms : Conflict Management
Figure out the conflict resolution technique that is being used in the cases
below:
1. I don’t really have time to deal with this right now. Just figure it out and
get back to me.
2. Hold on a second. Let’s sit down and figure out what the real problem is.
Exercise 2: Resolving Conflict
Revising Key Terms : Conflict Management
Figure out the conflict resolution technique that is being used in the cases
below:
1. I don’t really have time to deal with this right now. Just figure it out and
get back to me - Withdrawal
2. Hold on a second. Let’s sit down and figure out what the real problem is –
Problem Solving / Confronting
Exercise 3: HR Management
Revising Key Terms : Complete the following
1. The main output of the Acquire Project Team process is

___________ assignments
2. The _________ effect causes people with technical expertise
to be put in the position for which they are unqualified
Exercise 3: HR Management
Revising Key Terms : Complete the following
1. The main output of the Acquire Project Team process is

Project Resources assignments
2. The Halo effect causes people with technical expertise to be
put in the position for which they are unqualified
Assessment Examination
QUERIES
&
CLARIFICATIONS
Next Session
Project Communication Management

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Project Management Program

Project Human Resource

PMI, PMP, CAPM, PgMP, PMI-RMP, PMI-SP and PMBOK are

After the completion of this chapter, the learner will be

 List the various processes in Project Human Resource Management

 Develop Human Resource Plan

Definition as per PMBOK® Guide

Develop Human Resource Plan is the process of identifying and

 Activity Resource Requirements

Tools and Techniques

Project Management Institute, Inc., All Rights Reserved.

Definition as per PMBOK® Guide

Acquire Project Team is the process of confirming human

 Project management plan

Definition as per PMBOK® Guide

Develop Project Team is the process of improving the

Definition as per PMBOK® Guide

Manage Project Team is the process of tracking team member

 Collaborating: taking view of all; leads to consensus

 Most conflicts are caused by resources, schedules and priorities

 The best way to solve a problem is to confront it, figuring out

 Compromise if you can’t confront the problem

 Forcing means making a decision without considering the reality

 Withdrawal happens when someone gives up and walks away

Five Kinds of Power

 Also known as Formal Power or Positional Power

 Project managers use their general management skills to

 In a matrix organization, the project manager does not have

 Punishment power is the least effective form of power

Revising Key Terms : Forms of Power at Work

1. A functional manager assigns a tester to work on the project manager’s

Revising Key Terms : Forms of Power at Work

1. A functional manager assigns a tester to work on the project manager’s

Maslow’s Hierarchy of Needs

Esteem and Self

Acceptance on the team Security - safety and job

Maslow’s Hierarchy of Needs

 Herzberg’s Motivation – Hygiene Theory

Hygiene factors Motivating Factors

McGregor’s Theory X and Theory Y

 Theory Y - People are capable and motivated and ready to

 You need to give people an expectation of a reward in

 The rewards or awards should be achievable, if they are

 People are motivated by achievements

 People “expect” to be rewarded for achievements

McLelland’s Achievement Theory: People need achievement,

 Achievement is when someone performs well and is recognized

 Power means he or she has a lot of control or influence in the

 Affiliation , a strong sense from being a part of a working team

 Formulated from Quality movement and Quality

 Both Management and Workers need to be involved,

 Extending the impression of a particular

 For Example: Technical Architect to Management

Revising Key Terms : Conflict Management

Revising Key Terms : Conflict Management

Revising Key Terms : Complete the following

1. The main output of the Acquire Project Team process is

Revising Key Terms : Complete the following

1. The main output of the Acquire Project Team process is

Project Communication Management

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