Assiut University

Faculty of Computers and Information

Project Management Body

Of Knowledge
Academic Year 2014/ 2015
Term (1)

Project Human Resource Management

 Agenda
Week 1 Week 7
Introduction to Project Management Project Quality Management
Organizational Influences and Project Project Risk Management
Life Cycle Week 8
Week 2 Project Procurement Management
Project Management Processes Project Human Resource Management
Project Integration Management Week 9
Week 3 Project Communications Management
Project Scope Management Project Stakeholder Management
Week 4 Week 10
Project Time Management Agile Project Management Techniques
and Practices
Week 5
Project Cost Management Week 11
Agile Development / SDLC Models
Week 6 (7 Dec 2014) Week 12
Wrap-up / Revision
Mid-Term Exam

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 Project Human Resource Management
Project Human Resource Management includes the processes that
organize, manage, and lead the project team.
The project team is comprised of people (FT / PT) with assigned
roles and responsibilities for completing the project, however
during the project the project teams members may be added or
removed from the team as the project progresses.
Although specific roles and responsibilities are assigned to the
project team members, but the involvement / participation of all
team members in project planning and decision making is
beneficial

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 Project Human Resource Management
The HR Management processes includes:
Plan Human Resource Management; The process of identifying and
documenting project roles, responsibilities, required skills, reporting
relationships, and creating a staffing management plan

Acquire Project Team; The process of confirming human resource

availability and obtaining the team necessary to complete project activities.
Develop Project Team; The process of improving competencies, team
member interaction, and overall team environment to enhance project
performance

Manage Project Team; The process of tracking team member

performance, providing feedback, resolving issues, and managing changes to
optimize project performance

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 Project Human Resource Management
Managing and leading the project team includes, but is
not limited to;
Influencing the project team; the project manager needs to
be aware of and influence human resource factors that may
impact the project,
Team environment
Geographical locations of team members,
Communications among stakeholders
Internal & external politics,
Cultural issues
Org. uniqueness, and other factors

Professional and ethical behavior the project management

team should be aware of, subscribe to, and ensure that all
team members follow professional and ethical behavior
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 1. Plan Human Resource Management

Plan HR Mang. is the process of identifying and documenting project roles,

responsibilities ,required skills and reporting relationships, and creating staffing
management plan.

The key benefit of this process is that it establishes project roles and
responsibilities, project Org. charts, and the staffing management plan including
the timetable for staff acquisition and release
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 Plan Human resource management ( Inputs)

Project Management Plan; the information may used for

development the HR Mang plan includes;
The project life cycle and processes that will apply for each phase
How work will be executed
Needs and methods of communication

Activity Resource Requirements; to determine the HR needs for the

project,
Enterprise Environmental Factors; factors that can influence
the plan HR Mang process include;
Org. Culture
Existing HR
Personnel Administration policies

Organizational process Assets e.g. Templates, Lessons Learned8

 Plan Human resource management (Tools & Techniques)

Organizational Charts and Position Descriptions;

Objective is to ensure that each work package has an
unambiguous owner and that all team members have a clear
understanding of their roles and responsibilities; three most
common types:
Hierarchical-type charts - The traditional organization chart structure can be used
to show positions and relationships in a graphic, top-down format; can be work
breakdown structure (WBS), organizational breakdown structure (OBS), and
resource breakdown structure (RBS)
Matrix-based charts - A responsibility assignment matrix (RAM) is used to illustrate
the connections between work that needs to be done (shown in WBS) and the
project team members (shown in OBS)
Text-oriented formats - Used for team member responsibilities that require
detailed descriptions; usually in outline form, provides information on:
responsibilities, authority, competencies, and qualifications
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 Plan Human resource management (Tools & Techniques)

Organizational Charts and Position Descriptions;

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 Plan Human resource management (Tools & Techniques)

Networking, Proactive correspondence, formal and

informal conversations. Networking can be a useful
technique at the beginning of a project
Organizational Theory, provided information regarding the
way in which people, team, and organizational units
behave, e.g. Maslow's Hierarchy of Human Needs, Theory X,
Theory Y
Expert Judgment
Meetings

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 Management Theories
These management theories can not only help the project manager realize how
management views him, but also help him manage his own project team.
Maslows Hierarchy of Needs people McClellands Acquired Needs Theory
go to work to satisfy their hierarchy of needs. Three Needs Theory persons needs
Basically, if we satisfy our most basic needs, are acquired and developed over time. These
we can strive toward self-actualization needs are shaped by circumstances, conditions,
, which allows us to contribute and use our and life experiences for each individual
skills and talents. Need for achievement people need to achieve, so
they avoid both low-risk and high-risk situations. Achievers
like to work alone or with other high achievers and they
need regular feedback to gauge their achievement / progress
Need for affiliation People who have a driving need
for affiliation look for harmonious relationships, want to feel
accepted by people, and conform to the norms of the
project team
Need for power People who have a need for power are
usually seeking either personal or institutional power.
Personal power seekers generally want to control and direct
other people. Institutional power seekers want to direct the
efforts of others for the betterment of the organization.
 Maslows theory
Maslows Hierarchy, shows that all people try to ascend by fulfilling each layer one
at a time.

1. Physiological People require these necessities to live: air, water, food,

clothing, and shelter.

2. Safety People need safety and security; this can include stability in life, work,
and culture.

3. Social People are social creatures and need love, approval, and friends.

4. Esteem People strive for the respect, appreciation, and approval of others.

5. Self-actualization At the pinnacle of needs, people seek personal growth,

knowledge, and fulfillment.
 Maslow's Hierarchy of
Human Needs

In Maslows theory, people work in order to

satisfy a hierarchy of their needs, thus, you
need to satisfy the lower-level needs before
you can ascend and satisfy the needs
above.
 Management Theories

The Z theory states that workers are

motivated by the commitment,
opportunity, and advancements the
organization employing the workers
provides. Workers have a lifetime-
Theory of X and Y, managements view of their
employment mind-set and learn the
workers is broken down into two categories: bad and
business by moving up through the
good. X people are lazy, must be micromanaged, and
ranks of the company
generally cannot be trusted. Y people are wonderful
people who are self-led, motivated, and can
accomplish new assignments proactively.
 Theory X & Theory Y
Theory X & Theory Y are theories of human motivation that
describe two very different attitudes toward workforce motivation

Theory x ('authoritarian management' style)

The average person dislikes work and will avoid
it he/she can.
Therefore most people must be forced with the
threat of punishment to work towards
organizational objectives.
The average person prefers to be directed; to
avoid responsibility; is relatively un-ambitious,
and wants security above all else.
 Theory Y ('participative management' style)
Effort in work is as natural as work and play.
People will apply self-control and self-direction in the
pursuit of organizational objectives, without external
control or the threat of punishment.
Commitment to objectives is a function of rewards
associated with their achievement.
People usually accept and often seek responsibility.
The capacity to use a high degree of imagination,
ingenuity and creativity in solving organizational
problems is widely, not narrowly, distributed in the
population.
In industry the intellectual potential of the average
person is only partly utilized.
 Plan Human resource management ( Outputs)
Human Recourse Management Plan
Defines the positions, skills, and competencies that the project demands;
the following should be addressed when listing the roles and
responsibilities needed to complete the project:
Role - A defined function to be performed by a project team member; role
clarity concerning authority, responsibilities, and boundaries is essential for
project success
Authority - Right to apply project resources, expend funds, make
decisions, or give approvals
Responsibility - Work that a project team member is expected to perform
in order to complete the project's activities

Competency - Skill and capacity required to complete project activities

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 Plan Human resource management ( Outputs)
Staffing management Plan
Describes when and how project team members will be acquired and
how long they will be needed, also describes how HR requirements wil be
met.
Staffing management plan can be formally or informally, highly detailed,
or broadly framed, depending upon the needs of the project
It has should give information on the following items:
Staff acquisition-
Resource calendars-
Staff release plan-
Training needs-
Recognition and rewards
Compliance
Safety 19
 2. Acquire Project Team
Acquire Project Team is the process of confirming HR availability and
obtaining the team necessary to complete the project activities.

The key benefit of this process consists of outlining and guiding the
team selection and responsibility assignment to obtain a successful
team.
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 Acquire Project Team ( Inputs)

HR Management Plan;
Enterprise Environmental Factors; factors that can
influence the plan HR Mang process include;
Org. Culture
Existing HR
Personnel Administration policies

Organizational process Assets e.g. Templates, Lessons

Learned

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 Acquire Project Team (Tools & Techniques)
Pre-Assignment
Project team members may be known in advance if:
Specific people were promised as part of a competitive bid
Expertise of particular people is required by the project
Staff assignment are defined within the project charter
Negotiation
Project management team's ability to influence others plays an
important role in negotiating staff assignments; staff assignments are
negotiated on many projects
Acquisition
When the performing organization lacks the in-house staff needed to
complete the project, the required skills can be acquired from outside
sources
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 Acquire Project Team (Tools & Techniques)

Virtual Teams
Use of virtual teams creates new possibilities when acquiring project
team members
Virtual Teams - A group of individuals with a shared objective who fulfill
their roles with little or no time spent meeting face to face; virtual
teams can be comprised of persons separated by great distances
Communications becomes increasingly important in a virtual team
environment e.g. e-mail, call audio/video conferencing, and so on ;
additional time may be needed to:
Set clear expectations
Develop protocols for confronting conflict
Include people in decision-making
Share credit in success

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 Acquire Project Team (Outputs)

Project Staff Assignments

Project is staffed when appropriate people have been assigned to work
on the project
Resource Calendars
Documents the time periods each project team member can work on the
project; creating a reliable final schedule depends on having a good
understanding of each person's schedule conflicts, including vacation
time and commitments to other projects
Project Management plan Updates

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 3. Develop Project Team
Develop Project Team is the process of improving the
competencies, interaction of team members, and overall
team environment to enhance project performance

The key benefit of this process is that it results in improved teamwork,

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

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 Develop Project Team
Project managers should acquire skills to identify, build, maintain, motivate, lead
and inspire project teams to achieve high team performance and meet the
projects objectives. usually the PM focuses in two major areas:
Administrative Behavioral
Recruiting process Team Development
Employee Relations Conflict Management
Power and Influence
Compensation and Evaluation
Motivation
Org. Rules & Regulations (Government)
Rewards and Recognition

The PMs deal with upper management, subordinates, functional managers,

interface personnel, and people outside the organization. The degree to
which the PM can influence each of these groups will have a bearing on
the success or failure of the project

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 Develop Project Team
The Project manager may exert some type of power so that the necessary concessions or
cooperation can be obtained. The ability to use the power is derived from the PM's position
in the organizations hierarchy ; Types of powers are;

Expert The authority of the project
manager comes from experience with
the technology the project focuses
on.
Reward/Penalty The project
manager has the authority to give
something of value to team members,
or to withhold something of value.
Formal (Legitimate )The
project manager has been assigned
by senior management and is in
charge of the project. Also known as
positional power.
Coercive The project manager has the
authority to discipline the project team
members. This is also known as penalty
power. When the team is afraid of the
project manager, its coercive.
Referent The project team personally
knows the project manager. Referent can
also mean the project manager refers to
the person who assigned him the position,
also mean the project team wants to work
on the project or with the project manager
because of the high priority and impact of
the project
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 Develop Project Team (Tools & Techniques)

Recognition and Rewards

Part of the team development process; involves recognizing and
rewarding desirable behavior
Must be a link between performance and reward
Specific to needs of project and right for project environment
Consider the cultural differences of team members
Training
All activities designed to enhance the competencies of the project team
members
Ground Rules
Establish clear expectations regarding acceptable behavior by project
team members; early commitment to clear guidelines decrease
misunderstandings and increases productivity
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 Develop Project Team (Tools & Techniques)

Team-Building Activities
Forming allows the project team to come together and learn about each
other.
Storming a struggle for project team control and momentum of whos
going to lead the project team. It is during this phase that people figure out
the hierarchy of the team and the informal roles of team members.
Naming Once control on the project team has been established, the
project teams focus shifts toward the project work. This is where people
learn to work together.
Performing Team members have settled into their roles and focus on
completing the project work as a team. During this stage, a synergy is
developed.
Adjourning The project team, like the project, is not a permanent fixture in
the organization. At some point, the members of the team disperse onto
other projects and join different project teams. 29
 Develop Project Team (Output)

Team Performance Assessments

As team development techniques are implemented, the project
management team makes formal or informal assessments of the project
team's effectiveness
Effective team development strategies and activities are executed to
increase the team's performance and likelihood of meeting project
objectives
Evaluation should include indicators of:
Improvements in skills that allow a person to perform assigned activities
more effectively
Improvements in competencies and sentiments that help the team perform
better as a group
Reduced staff turnover rate

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 4. Manage Project Team
Manage a project team is the process of tracking team member
performance, providing feedback, resolving issues, and managing team
changes to optimize project performance.

The key benefit of this process is that it influences team behavior,

manages conflicts, resolves issues, and appraises team member
performance. 31
 Manage Project Team
Manage Project Team is the process of tracking team member
performance, providing feedback, resolving issues, and
coordinating changes to enhance project performance
Project management team observes team behavior,
manages conflict, resolves issues, and appraises team
member performance
Complicated when team members are accountable to
both a functional manager and the project manager
within a matrix organization
Effective management of this dual reporting relationship is often a
critical success factor for the project and is generally the responsibility of
the project manager

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 Manage Project Team (Inputs)

Issue Log
As issues arise, a written log can document who is responsible for
resolving specific issues by a target date; helps the project team
monitor issues until closure
Address obstacles that can block the team from achieving its goals;
these obstacles include factors, such as:
Differences of opinion
Situations to be investigated
Emerging or unanticipated responsibilities that need to be assigned to
someone on the project team
Issue - point or matter in question or in dispute, or a point or
matter that is not settled and is under discussion or over which
there are opposing views or disagreements
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 Manage Project Team (Tools & Techniques)

Observation and Conversation

Used to stay in touch with the work and attitudes of project team members
Project management team monitors indicators such as:
Progress toward project deliverables
Accomplishments that are a source of pride for team members
Interpersonal issues
Project Performance Appraisals
Project team members receive feedback from the people who supervise their project work
Evaluation information can be gathered from people who interact with project team members
by using 360-degree feedback principles
Objectives for conducting performance appraisal during the course of a project can include:
Requalification of roles and responsibilities
Structure time to ensure team members receive positive feedback
Discovery of unknown or unresolved issues
Development of individual training plans
Establishment of specific goals for future time periods

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 Manage Project Team (Tools & Techniques)

Conflict Management
Here are recommended steps to conflict resolution
Pay attention Meet with both parties and explain the purpose of the meeting: to
find a solution to the problem.
Listen Ask the team members what the problem is, allow each to speak their case
fully without interrupting, and then ask questions to clarify any of the facts
Resolve Often if the meeting takes place with both team members, a resolution
will quickly boil to the surface
Wait If this is not the case in your meeting, dont make an immediate decision. Tell
the team members how important it is to you, and to the project, that they find a
way to work together.
Act If the team members will not budge on their positions, then you will have to
make a decision. And then stick to it.

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 Manage Project Team (Tools & Techniques)

Conflict Management
There are five different approaches to conflict resolution
Collaborate / Problem solving This approach confronts the problem head-on
and is the preferred method of conflict resolution.
Direct / Force The person with the power makes the decision. The decision
made may not be the best decision for the project, but its fast
Reconcile / Compromising This approach requires both parties to give up
something, decision made is a blend of both sides of the argument.
Smoothing / Accommodate smoothes out the conflict by minimizing the
perceived size of the problem. It is a temporary solution but can calm team
relations and boisterous discussions.
Avoid / Withdrawal This is the worst conflict resolution approach, as one side
of the argument walks away from the problem, but conflict is not resolved, and it
is considered a yield-lose solution
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 Manage Project Team (Outputs)

Change Requests
Project Management Update
Project Document Update
Lessons learned in the areas of human resources can include:
Project organization charts, position descriptions, and staffing
management plans that can be saved as templates
Ground rules, conflict management techniques, and recognition
events that were particularly useful
Procedures for virtual teams, co-location, negotiation, training, and
team building that proved to be successful
Special skills or competencies by team members that were discovered
during the project Issues and solutions documented in the project
issue log
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