PROJECT MANAGEMENT

Human Resources Management

Human Resources Management

Includes the processes that organize, manage, and

lead the project team
The project team is comprised of the people with
assigned roles and responsibilities for completing
the project

Human Resources Management

Team members

May have varied skill sets, may be assigned full or

part-time, and may be added or removed from the
team as the project progresses
May also be referred to as the projects staff
Specific roles and responsibilities for the project team
members are assigned
The involvement of all team members in project
planning and decision making is beneficial
Participation of team members during planning adds
their expertise to the process and strengthens their
commitment to the project

Team Management

Managing and leading the project team includes:

Influencing

the project team

Environment
geographical

locations of team members

communications among stakeholders
internal and external politics
cultural issues
organizational uniqueness
others factors that may alter project performance
Professional

and ethical behavior

9.1 Plan Human Resource Management

Is the process of identifying and documenting

project roles, responsibilities, required skills,
reporting relationships, and creating a staffing
management plan
Establishes project roles and responsibilities, project
organization charts, and the staffing management
plan including the timetable for staff acquisition
and release

9.1 Plan Human Resource Management

Organization Charts and Position

Descriptions

Various formats exist to document team member

roles and responsibilities
Hierarchical-type

charts: shows positions and

relationships in a graphical, top-down format
Matrix-based charts: A responsibility assignment matrix
(RAM) is a grid that shows the project resources
assigned to each work package
Text-oriented formats: Team member responsibilities
that require detailed descriptions can be specified in
text-oriented formats

Organization Charts and Position

Descriptions

Organization Charts and Position

Descriptions

Human Resource Management Plan

Provides guidance on how project human resources

should be defined, staffed, managed, and
eventually released

The plan includes:

Roles

and responsibilities
Project organization charts
Staffing management plan

9.2 Acquire Project Team

Is the process of confirming human resource

availability and obtaining the team necessary to
complete project activities

Consists of outlining and guiding the team selection

and responsibility assignment to obtain a successful
team

9.2 Acquire Project Team

Negotiation

The project management team may need to

negotiate with:
Functional

managers
Other project management
External organizations

Virtual Teams

Creates new possibilities when acquiring project team

members
The virtual team model makes it possible to:

Form teams of people from the same organization who live in

widespread geographic areas
Add special expertise to a project team even though the expert is
not in the same geographic area
Incorporate employees who work from home offices
Form teams of people who work different shifts, hours, or days
Include people with mobility limitations or disabilities
Move forward with projects that would have been ignored due to
travel expenses

Multi-Criteria Decision Analysis

Used to score team members as follows:

Availability
Cost
Experience
Ability
Knowledge

Skills
Attitude
International

factors

9.3 Develop Project Team

Is the process of improving competencies, team

member interaction, and overall team environment
to enhance project performance

Results in improved teamwork, enhanced people

skills and competencies, motivated employees,
reduced staff turnover rates, and improved overall
project performance

9.3 Develop Project Team

Interpersonal Skills

Sometimes known as soft skills, are behavioral

competencies that include proficiencies such as
communication skills, emotional intelligence, conflict
resolution, negotiation, influence, team building, and
group facilitation

Are valuable assets when developing the project

team

Team-Building Activities

Stages of development that teams

Forming:

the team meets and learns about the project

and their formal roles and responsibilities
Storming: the team begins to address the project work,
technical decisions, and the project management
approach
Norming: the team members begin to work together
and adjust their work habits and behaviors
Performing: the team functions as a well-organized unit
Adjourning: the team completes the work and moves on
from the project

Ground Rules

Establish clear expectations regarding acceptable

behavior by project team members
Early commitment to clear guidelines decreases
misunderstandings and increases productivity
Areas such as code of conduct, communication,
working together, or meeting etiquette allows

Colocation

Involves placing many or all of the most active

project team members in the same physical location
to enhance their ability to perform as a team

Colocation strategies can include a team meeting

room, places to post schedules, and other
conveniences that enhance communication and a
sense of community

Recognition and Rewards

Involves recognizing and rewarding desirable

behavior
Award decisions are made, formally or informally,
during the process of managing the project team
through project performance appraisals
People are motivated if they feel they are valued in
the organization and this value is demonstrated by
the rewards given to them

Personnel Assessment Tools

Give the project manager and the project team

insight into areas of strength and weakness
Various tools are available:
Attitudinal

surveys
Specific assessments
Structured interviews
Ability tests
Focus groups

9.4 Manage Project Team

Is the process of tracking team member

performance, providing feedback, resolving issues,
and managing team changes to optimize project
performance
Influences team behavior, manages conflict, resolves
issues, and appraises team member performance

9.4 Manage Project Team

Conflict Management

Conflict is inevitable in a project environment

Sources of conflict:
Resources
Scheduling

Priorities
Personal

work styles

Successful conflict management results in greater

productivity and positive working relationships

Conflict Management

Factors that influence conflict resolution methods to

solve it
Relative

importance and intensity of the conflict

Time pressure for resolving the conflict
Position taken by persons involved
Motivation to resolve conflict on a long-term or a shortterm basis

Conflict Management

Five general techniques for resolving conflict

Withdraw/Avoid:

Retreating from an actual or

potential conflict situation
Smooth/Accommodate: Emphasizing areas of
agreement rather than areas of difference
Compromise/Reconcile: Searching for solutions that
bring some degree of satisfaction to all
Force/Direct: Pushing ones viewpoint at the expense of
others
Collaborate/Problem Solve: Incorporating multiple
viewpoints and insights from differing perspectives

Interpersonal Skills

Project managers use a combination of technical,

personal, and conceptual skills to analyze situations
and interact appropriately with team members
Leadership
Influencing
Effective

decision making