BUCHAREST PM

COMMUNITY
PMP STUDY GROUP- RESOURCE
MANAGEMENT

1 © Copyright 2019 HP Development Company, L.P. The information contained herein is subject to change without notice.
 AGENDA
• Introduction
• Human Resource Processes
• Sample test
• Open discussion
WHAT IS RESOURCE MANAGEMENT?

• As stated in the PMBOK® Guide – Sixth Edition

Project Resource Management includes the processes to identify , acquire and

manage the resources needed for successful completion of project. These
processes help ensure that the right resources will be available to the project
manager and project team at the right time and place.
HUMAN RESOURCE PERSPECTIVE OF
PROJECT MANAGEMENT

PMs tend to be:

• Highly trained in technical skills
• Undertrained in social sciences

PMs, in order to be successful, must:

• Cross organizational boundaries
• Quickly develop the team into a cohesive organization in- spite
of many constraints
• Combine technical and social science skills
• Create a physical and emotional environment to allow team
members to achieve peak performance
Human Resource “Must Knows” (Crosswinds)
 The Key Inputs, Tools/Processes and Outputs for all
 Characteristics of an Organizational Breakdown Structure
 What each level of Maslow’s hierarchy of needs is and what it overall
represents
 Principles of McGregor’s Theory X and Theory Y for management and labor
 Know the various leadership and management styles that evolve one to the
other at each stage of the project
 Be familiar with delegation as a tool to appoint roles, assign responsibilities,
and empower team members with the authority to undertake what is expected
of them
 The various roles of the stakeholders involved in the project
 Characteristics and differences of conflict resolution techniques: confronting,
compromising, withdrawal, smoothing, and forcing
 Principles of a resource histogram and responsibility assignment matrix
(RAM)
 What perks and fringe benefits are, and the difference between them
 Halo theory and expectancy theory
 Team development life cycle (form, storm, norm, perform, adjourn)
 Characteristics and names of various types of conflict resolution
 PROCESS GROUPS

Process Group Process Name Main Output

Resource Management Plan, Team Charter, Project

Plan Resource Management
Doc updates
Planning
Resource requirements, Resource Breakdown
Estimate Activity resources
Structure, Basis of estimates

Physical resource assignments, Project Staff

Acquire Resources
Assignments, Resource Calendars

Executing Develop Team Team Performance Assessments

Manage Team Requested Changes

Monitor & Control Control Resources Work Performance indicators, Requested Changes
Resource Management Processes
9.1 PLAN RESOURCE MANAGEMENT
• The Resource Management Plan is part of the Project Management Plan
and outlines methods for defining, staffing, managing, controlling and
releasing resources.
• The Resource Plan should include:
– Roles & responsibilities
– Project organization charts
– Staffing Management Plan
9.1 PLAN RESOURCE MANAGEMENT
9.1 PLAN RESOURCE MANAGEMENT
 9.1 Plan Resource Management

• Process Inputs
 Activity Resource Requirements
 Provides resources needed for the project
 Can include non-people resources
 Infrastructure
 Conference rooms
 Quantity, start & finish dates
 Skill sets & experience levels
 Enterprise Environmental Factors
 Organizational Process Assets
9.1 Plan Human Resource Management

• Tools & Techniques

 Organization Charts
 Graphical display of reporting relationships
 Organizational Breakdown Structure (OBS)
 Resource Breakdown Structure (RBS)
 Position descriptions
 Detailed project responsibilities of team members
 Networking
 Ensures an appropriate approach to staffing
 Organizational theory
 Establishes how the project will be structured
ORGANIZATIONAL BREAKDOWN STRUCTURE

• Functional Organization Chart

Director

Product Design Marketing

Development Manager Manager
Manager

Engineer Lead Developer Supervisor

Engineer Programmer Staff

Engineer Staff Staff

 RESOURCE BREAKDOWN
STRUCTURE
• The Resource Breakdown Structure (RBS) is a list of personnel resources
related by function and arranged in a hierarchical structure. For example, an
RBS might have a top category of Project Team, a sub-category of Software
Developers, and below that a collection of developers and testers that can be
assigned to programming and testing tasks within the project.

Source: www.openproj.org
 RESOURCE HISTOGRAM
180
160
140
Hours

120 Jan
100 Feb
Mar
80
Apr
60 May
40
20
0
Admin Business Analysts DBA Managers PM Programmers Tech Writers Testers

• Shows the group and/or individual workload against available resources.

• Helps assess if the work can be done based on people involved.
 9.1 PLAN HUMAN RESOURCE MANAGEMENT

• Process Outputs
 Human Resource Plan
 Includes:
 Roles
 Responsibilities
 Organization charts
 Staffing Management Plan
 RESPONSIBILITY ASSIGNMENT MATRIX

Group A B C
Activity
Purpose/Benefit
Plan & Control R A
• Show level of responsibility for
groups and/or individuals
Requirements I R
• Graphically links the work to be
done to those doing it Functional Specs I A
• Also known as RACI chart
Design R I

Fabrication C C
Validation A R C
 STAFFING MANAGEMENT PLAN

• Part of the Resource Management Plan and helps the Project

Manager to:
– Acquire staff
– Establish resource calendars
– Create a staff release plan
– Establish training requirements
– Establish recognition and rewards
– Ensure compliance and safety
 PROCESS GROUPS

Process Group Process Name Main Output

Resource Management Plan, Team Charter, Project

Plan Resource Management
Doc updates
Planning
Resource requirements, Resource Breakdown
Estimate Activity resources
Structure, Basis of estimates

Physical resource assignments, Project Staff

Acquire Resources
Assignments, Resource Calendars

Executing Develop Team Team Performance Assessments

Manage Team Requested Changes

Monitor & Control Control Resources Work Performance indicators, Requested Changes
9.2 ESTIMATE ACTIVITY RESOURCES
9.2 ESTIMATE ACTIVITY RESOURCES
9.3 ACQUIRE RESOURCES
 9.3 ACQUIRE RESOURCES OUTPUTS
1. Physical Resource Assignments
2. Project Team Assignments
3. Resource Calendars
4. Change Requests
5. Project Management Plan Updates: Resource mnmgt plan, Cost baselines
6. Project Documents Updates: Project Schedule, Resource Breakdown
structure, Risk Register, Stakeholder register
9.4 DEVELOP TEAM
 9.4 DEVELOP TEAM
1. Physical Resource Assignments
2. Project Team Assignments
3. Resource Calendars
4. Change Requests
5. Project Management Plan Updates: Resource mnmgt plan, Cost baselines
6. Project Documents Updates: Project Schedule, Resource Breakdown
structure, Risk Register, Stakeholder register
TEAM DEVELOPMENT LIFE
CYCLE
Form Creation of the team

Storm Chaos occurs as people get

accustomed to working together
Norm Behavior normalizes

Perform The team starts working as a team

Adjourn The team is disbanded

 9.3 DEVELOP PROJECT TEAM

Tuckman ladder- 5 stages of development that teams may go through

• Forming
• Storming
• Norming
• Performing
• Adjourning
 9.4 DEVELOP PROJECT TEAM
• Tools & Techniques
 Interpersonal Skills – Soft Skills
 Empathy, influence, creativity & group facilitation
 Training
 Focus on developing the individual
 Enhance competencies
 Team Building Activities
 Team development
 Reward & recognition
 Five Stages of development must be considered
 Must be applicable to all
 9.4 DEVELOP PROJECT TEAM
• Tools & Techniques (cont.)
 Ground Rules
 Set performance and other expectations
 Co-Location
 Placing team members at the same location
 Recognition & Rewards
 Rewards good behavior
 Must be applicable to all
 Personnel assessment tools
 Give the project manager and the project team insight into areas of
strength and weakness.
 MOTIVATION THEORY
Two Categories:

• Content theories - attempt to determine the link between

intrinsic factors and certain behaviors

• Process theories - explore how personal factors interact and

influence each other to produce behaviors
MOTIVATIONAL THEORY
• Strategies for motivating employees
– Maslow’s Hierarchy of Needs
– Herzberg’s Motivational Theory
– McClelland's Achievement Theory
– McGregor’s Theory X and Y
MASLOW’S HIERARCHY OF
NEEDS

Source - http://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs
 KEY CONCEPTS - MOTIVATIONAL THEORY

• Herzberg’s Motivational Theory

– Hygiene – Areas of the workplace
• Safe work environment
• Steady pay
• Stable job
– Motivating Agents
• Non-financial characteristics
– Opportunity to improve
– Training and education
– Responsibility
 KEY CONCEPTS - MOTIVATIONAL
THEORY
• McClelland’s Achievement Theory
– Achievement
• Being successful
– Power
• Influencing others
– Affiliation
• Belonging
 MOTIVATIONAL THEORY

• McGregor’s Theory of X and Y

– X – Old School
• Employees are inherently lazy & will avoid work
– Y – Modern
• Employees may be ambitious, self motivated, exercise self control
 OTHER FOCUS AREAS FOR DEVELOPING TEAMS

• Types of power
• Leadership and management styles
• Delegation
• Constructive team roles
• Destructive team roles
• Benefits
• Halo and Expectancy Theory
 TYPES OF POWER

Legitimate, comes from senior management. Authorizes the

Formal project manager and their authority.
Usually the best form. Benefit is received for doing something
Reward that is needed.
Worst form. Personnel experience consequences if they do not
Penalty perform as desired

Expert Must be earned by a project manager.

Comes from attitude or presence, Aligns with others in
Referent powerful positions.
PROJECT MANAGER POWER TYPES 1/2

Attitude Involves using a middle person to negotiate for the

Project Manager

Commitment Via alliances to tackle challenges. Connection with

referent

Competition Maximizes involvement to help enhance

commitment toward successful outcome
Investment Delaying key decision(s) so enough time investment
can be made
Knowledge of needs What the other party says they are after and What
they are after that isn’t publicized
Moral or Ethical Exercising values during negotiation
Persistence Sticking to the target during negotiation
PROJECT MANAGER POWER TYPES 2/2

Persuasion Creating evidence that can’t be overlooked

Planning Using preparation followed by negotiation

Precedent Using something from the past that achieved a

desired result
Being professional and practical when working with
Professionalism others
Risk Using calculated risks during negotiations
LEADERSHIP & MANAGEMENT STYLES

Directing Early in the Project

Coaching As the project gains momentum

When a significant amount of the work

Facilitating is complete

Supporting Project Closing

 DELEGATION
• Used to assign work and the respective authority
and responsibility

Consider Delegating Not to be delegated

Technical activities Evaluating team members
Cross-training-related Long term planning
Monitoring extremely important
Routine activities activities
Enjoyable activities Rewarding team members

Routine breaking activities Determining policies

Work that others do better Personnel selection

CONSTRUCTIVE TEAM ROLES
Initiator Proactive, takes initiative with contribution

Information Seeker Enhances information and knowledge

Information Giver Shares information, encourages communication

Helps keep team focused on the deliverables, not the

Encourager challenges
Clarifier Keeps things focused on the details
Harmonizer Helps evolve information above the team
Summarizer Keeps team focused on bigger picture
Gate Keeper Helps bring people into the project
Devil’s Advocate Contradicts popular views
DESTRUCTIVE TEAM ROLES

Aggressor Negative attitude toward the project

Blocker Interrupts information flow

Withdrawer Non-participatory regarding issues and

information
Recognition Looks to see what they can get out of the
Seeker project
Topic Jumper Un-focused on the primary topics

Dominator Consumes communication with their own

views
 BENEFITS

Fringe Benefits that everyone in the company

receives

Special benefits of being assigned to the

Perks project or for performing a certain
activity. Not available to everyone.
HALO AND EXPECTANCY THEORY

• Halo Theory
– People make good Project Managers simply
because they are good in their fields

• Expectancy Theory
– Assumption is made that the reward will be relative
to the amount of effort.
9.5 MANAGE PROJECT TEAM
9.4 MANAGE PROJECT TEAM
 9.5 MANAGE PROJECT TEAM
• Process Inputs

 Project staff assignments

• List of team members with date set for staff to start
 Team performance assessments
• The project manager must assess team performance
 Performance reports
• Show current actual work completed
 Project Management Plan
• Ensures the project team is performing as needed
 Organizational Process Assets
 9.5 MANAGE PROJECT TEAM
Tools & Techniques

 Observation & conversation

• Used to monitor work accomplished, attitude & enjoyment level
 Project Performance Appraisals
• Evaluate team member performance
 Conflict management
• Raises productivity & enhances working relationships
 Issue Log
• Track issues for assignment and resolution
 Interpersonal skills – soft skills
• Leadership, influencing, effective decision making
 SOURCES OF CONFLICT

Greatest Least
Scheduling Scarce Personal Work Technical Methodology Cost Personality
Priorities Resources styles Direction Details
6 TECHNIQUES FOR CONFLICT
RESOLUTION
Withdrawal
Only temporary
Smoothing Fails to resolve conflict

Compromising
Provides resolutions
Forcing
to conflict
Collaborating

Problem-Solving Project Manager must carefully

select the appropriate mode.
 9.5 MANAGE PROJECT TEAM
• Process Outputs

 Enterprise Environmental Factors updates

 Organizational Process Assets updates
 Change Requests
• Resource replacement
• Reassignments
• Staffing changes
 Project Management Plan updates
9.6 CONTROL RESOURCES
9.6 CONTROL RESOURCES
QUESTIONS?
 THANK YOU

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