Chapter 9 of PMBOK

Project HR Activities
HR Planning
Acquire Project Team Develop Project Team Manager Project Team

Interactions that require additional planning:

After initial team members create the WBS, additional

team members may need to be acquired As new team members come on board, their experience level could increase or decrease risk, creating a need for additional risk planning Competence of new team members can cause schedule and duration changes

HR Planning
Human resource planning determines roles,

responsibilities, reporting relationships, and creates the staffing management plan. Project roles can be designated for persons or groups (however, it is easier to get ownership from a person)
They can come from inside or outside the organization

Staffing Mgt Plan include:

How and when people will be acquired
How they will be released from the project Training needs Recognition and rewards Safety issues Impact of the man loading on the organization

HR Planning
Inputs Tools & Techniques Outputs Roles and responsibilities Project org. charts Staffing management plan Enterprise Environmental Organizational charts Factors and position descriptions Organizational Process Assets PM Plan -activity resource requirements Networking Organizational theory

Misc Terminology
Efficiency What you are required to do can be more than 1 because our capability is always higher Productivity What you were supposed to do Performance Is individual Incentives Should be for the team

Tools and Techniques

Organizational charts and position descriptions Networking
Organizational theory

Organizational charts and position descriptions

Various formats can be used to document team

member roles and responsibilities. There are three major types: hierarchical, matrix, text

Linear Responsibility Matrix

Planning PM FM Acquisition Test

VP

You define the legend

Team Forming Stages

Dr. Tuckman Forming Storming Normming Performing Adjourning

RACI Chart: A type of RAM

Define deliver ables Sponsor R User A Develo p plan Develo p progra m I A Test version a I I Develo Live p test interfac e I A A I Deliver to custom er R A A I

PM
Planner Tech staff

C
I I

R
C C

R
I C

A
I R

C
I R

R
I C

C
C C

R = responsible C = contributes

A = approvers/ accepts I = informed

Motivational Theories
Intrinsic [internal] Personal enjoyment Long-lasting Extrinsic [external] Rewards or penalty Maslows Hierarchy of needs Herzbergs Motivational Hygiene Factors McClelland Theory McGregors Theory X,Y Ouchis Theory Z Expectancy Theory Blake Mouton Managerial Grid Steven Covey and Improving Effectiveness 7 Habits of highly

successful managers

Roles and Responsibilities

Role
Authority The right to apply resources, make decisions, and sign approvals Responsibility Is work the team member is expect to perform Competency is the skill and capacity to complete the project activities

Acquiring Project Team

Input Tools & Tech Outputs

Enterprise environmental Pre-assignment factors

Org process assets Roles and responsibilities Project org charts Staffing mgt plan Negotiations Acquisition Virtual teams

Project staff assignment

Resource availiablity Staffing mgt plan (update)

Inputs
Enterprise environmental factors Org process assets
Roles and responsibilities Project org charts Staffing mgt plan

Develop Project Team

Inputs Tools & Tech Outputs

Project staff assignment

Staffing mgt plan Resource availability

General mgt skills

Training Team building activities Ground rules Co-location Recognition & rewards

Team performance appraisal

Team Building Activities

The proper use of most PM tools & techniques

contribute to teambuilding. Such as, team participation in developing the WBS and in meetings. Team building activities should encourage informal communication as they build trust and good working relationships

A real time is:

A small group of people
With complementary skills Committed to common purpose, performance goals,

and methods for which they hold themselves accountable That takes the risk of conflict

How to build a team

Facilitated off-site workshops
Inter-personal skills development training and

workshops Communications training Conflict resolution Myers-Briggs Physical challenge workshops Planned team outings Shared space, publicity, and symbols

Recognition and Rewards

Desired behavior should be rewarded
Zero Sum (win-lose) rewards that only a few can

achieve can hurt team cohesiveness e.g. team member of the month What gets measured gets done

Recognition and Rewards

Prized assignments
Additional responsibilities Presentation opportunities Training opportunities Flexible scheduling/days off Letter of commendation Better offices, new equipment Bonuses, trips Promotions, pay raises

Output: Team Performance Assessments

In project based organizations, the PM team makes

formal and informal assessments of the teams effectiveness. Evaluation of team effectiveness includes:
Improvements in individual skills
Improvements in team behaviors Improvements in project performance based on

improvements in individual skills and team behaviors Reduced staff turnover rate

Powers of the PM
How earned?
BEST Best Expert recognized by others Reward giving rewards to others Formal power based on the position Referent refer to authority of management Worst Penalty ability to penalize team members On your own PMs Position PMs Position Others position PMs Position

Conflict Resolution
1.
2. 3. 4. 5.

Problem solving solving the real problem, confronting Compromising solutions that satisfy both parties Withdrawal retreating or postponing a decision Smoothing emphasis on agreement rather than differences Forcing one viewpoint at the expense of another

Source of Conflict (in order of priority)

1.
2. 3. 4. 5. 6. 7.

Schedules Project priorities Resources Technical Opinions Administrative procedures Cost Personality

Herzbergs Motivational Hygiene Factors

1.
2. 3. 4. 5. 6.

Achievement Recognition Work itself Responsibility Advancement Growth

Maslows Hierarchy of Needs

Self Actualization = Achievement Self Esteem = Recognition Social Safety Physiological

Manage Project Team

Inputs Org. process assets Tools & Tech Observation and conversation Outputs Requested changes

Project staff assignment

Roles and responsibilities Project org. charts Staffing mgt. plan

Proj. performance appraisals

Conflict management Issue logs

Recommended corrective actions

Recommended preventive actions Org. process assets (updates) PM Plan (update)

Team performance assessment

Work performance info Performance reports

Project Performance Appraisals

Feedback is done by people who supervise their project

work Info for the appraisal is from people who interact with the team member 360 degree feedback