Pmp hr chapter 9

1. 1
Project HR Management
Chapter 9

2. 2
 Motivation Theories
 Conflict Management
 9.1 Plan HR Management
 9.2 Acquire Project Team
 9.3 Develop Project Team
 9.4 Manage Project Team
KEY TERMS

3. Project HR Management
3
Knowledge
Area
Process
Initiating Planning Executing
Monitoring
& Control
Closing
Human
Resource
9.1 Develop HR
Plan
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
Enter phase/
Start project
Exit phase/
End project
Initiating
Processes
Closing
Processes
Planning
Processes
Executing
Processes
Monitoring &
Controlling Processes

4. 4
9.1 Plan Human Resource Management—The process of
identifying and documenting project roles ,
responsibilities, required skills, reporting relationships,
and creating a staffing management plan.
9.2 Acquire Project Team—The process of confirming
human resource availability and obtaining the team
necessary to complete project activities.
9.3 Develop Project Team—The process of improving
competencies, team interaction, and overall team
environment to enhance project performance.
9.4 Manage Project Team—The process of tracking team
member performance, providing feedback, resolving issues,
and managing changes to optimize project performance.

5. 5
Motivation Theories
 Maslow’s Hierarchy of Needs
Higher level of
needs
Basic
Needs

6. 6
Motivation Theories
 McGregor’s X & Y Theory
• Theory X
• People tends to be negative,
passive e.g. incapable, avoid
responsibility, dislike work need to
be watched
• Theory Y
• People tends to be positive e.g.
want to achieve, willing to work
without supervision, can direct their
own effort

7. 7
Motivation Theories
 Herzberg’s Theory
• Job dissatisfaction due to lack of hygiene factors
• Job satisfaction due to motivation factors.
• Poor hygiene factor may destroy motivation.
Hygiene Factors
- Working condition
- Salary
- Personal life
- Relationship at work
- Security
- Status
Motivation Factors
- Responsibility
- Self actualization
- Professional growth
- Recognition

8. 8
Motivation Theories
 Ouchi’s Theory Z:
• Japanese theory
• Job for life.
• workers are motivated by a sense of
commitment, opportunity & advancement.

9. 9
Motivation Theories
 David McClelland’s Theory ( Acquired Needs Theory)
People are motivated by one of the three needs
Needs Behavioral Style
Achievement
 These people should be given projects that are
challenging but are reachable
 They like recognition
Affiliation
 These people work best when cooperating with
others
 They seek approval rather than recognition
Power
 People whose need for power is socially
oriented, should be allowed to manager others
 These people like to organize and influence
others

10. 10
Motivation Theories
 Expectancy Theory Victor H. Vroom
• People will behave in certain ways if they think there
will be good rewards for doing so
• People become what you expect of them.

11. 11
Important Terms
 Halo Effect The assumption that because the person is
good at technical, he will be good as a project manager.
 Arbitration A method to resolve conflict. A neutral party
hears and resolve a dispute.
 Perquisites (Perks) Some employees receives special
rewards e.g. parking spaces, corner offices, executive
dining.
 Fringe Benefits Standard benefits formally given to all
employees, such as insurance, education benefits and
profit benefits.

12. 12
Conflict Management

13. 13
Conflict Management
Conflicts can be beneficial (an opportunities for improvement)
Conflicts is an inevitable consequence of organizational
interactions.
Conflicts in the team are caused due to the following reasons in
decreasing order of occurrences.
1. Schedules
2. Project priorities
3. Resources
4. Technical opinions
5. Administrative procedures
6. Cost
7. Personality

14. 14
Conflict Management
1. Forcing / Directing
• Pushing one’s viewpoint at the expense of others
• Offers only win-lose solutions.
• Driven from a power position

15. 15
Conflict Management
2. Collaborating / problem solving
• Incorporating multiple viewpoints and insights from
differing perspectives
• Leads to consensus and commitment
• win-win situation.

16. 16
Conflict Management
3. Compromising / Reconciling
• Searching for solution that bring some degree of satisfaction
to all parties.
• lose-lose situation

17. 17
Conflict Management
4. Withdrawing / Avoiding
• Retreating from an actual or potential conflict situation.

18. 18
Conflict Management
5. Smoothing / Accommodating
• Emphasizing areas of agreement rather than areas of
difference.
The best is Collaborating / problem solving / confronting
The worst choice: Forcing / Directing

19. 19
Conflict Management
Description Type of Resolving
“It seems that the real problem here is not a lack of communication, but
a lack of knowledge of what needs to be done and when. Here is a
copy of the project schedule. It should help you understand what you
need to know.”
Confronting
"Do it my way!" Forcing
"Let's calm down and get the job done!" Smoothing
“Let us do a little of what both of you suggest” Compromising
“Let's deal with this issue next week" Withdrawal
“Sandy and Amanda, both of you want this project to cause as little
distraction to your departments as possible. With that in mind, I am
sure we can come to an agreement on the purchase of equipment
and what is best for the project."
Smoothing
“We have talked about new computers enough. I do not want to get
the computers, and that is it!"
Forcing
“Let's what everyone thinks, and try to reach a consensus” Collaborating

20. 20
Project Manager Power
A Project Manager may yield authority over the project team in one of the
following ways:
Formal
(Legitimate)
Power due to Project Managers position
Reward Power stems from giving rewards.
Penalty
(Coercive)
This power comes from the ability to penalize team
members.
Expert
(Technical)
Comes from being technical or project management expert.
Referent
Power of charisma and fame. Make another person
liking/respecting the Project Manager.
The best forms of power: EXPERT and REWARD.
Derived from position in the company: FORMAL, REWARD and PENALTY.
Earned on your own: EXPERT
The worst choice: PENALTY

21. 21
LEADER
• Effectiveness
• Has vision
• Put the ladder success
towards right way
MANAGER
• Efficiency
• Manage procedures
• Ensure ladder success is
implemented correctly

22. 22
Management & Leadership Style
Some of the Management & Leadership Style which the project manager may follow
Directing……… This style involves telling others what to do.
Facilitating…… the project manager coordinates the input of others.
Coaching.......... the manager helps others achieve their goals.
Supporting…….the project manager provides assistance along the way.
Autocratic…….. a top-down approach where the manager has power to do
whatever he or she wants.
Consultative…... This bottom-up approach uses influence to achieve results. The
manager obtains others' opinions and acts as the servant-leader for the team.
Consensus…….. This style involves problem solving in a group, and making
decisions based on group agreement.

23. 23
9.1- Plan HR
Management

24. 24
9.1- Plan HR Management.
The process of identifying and documenting project roles
, responsibilities, required skills, reporting
relationships, and creating a staffing management plan.

25. 25

26. 9.1- Plan HR Management INPUTS
26
1. Project Management Plan
2. Activity Resource Requirements
3. EEF
Organizational Structure and culture
Existing human resources
Geographical dispersion and team members
Personnel administration policies
Marketplace Conditions
4. OPA

27. 9.1- Plan HR Management T & T
27
• Organization Charts and Position Descriptions
Ensure that each work package has an unambiguous owner.
Team members have an understanding of their roles and responsibility.
• Hierarchical e.g. Organizational Breakdown Structure (OBS)
• Matrix e.g. Responsibility Assignment Matrix (RAM) e.g. RACI
• Text-oriented detailed descriptions can be specified in text-oriented
formats

28. 9.1- Plan HR Management T & T
28
• Organization Charts and Position Descriptions
Responsibility Assignment Matrix (RAM) shows the project
resources assigned to each work package

29. 9.1- Plan HR Management T & T
29
• Organization Charts and Position Descriptions
RACI Chart is a developed chart from Responsibility Assignment Matrix.
Used when the team consists of internal and external resources in
order to ensure clear divisions of roles and expectations.

30. 30
9.1- Plan HR Management Outputs
1. Human Resource Plan
• Roles and Responsibilities:
 Role The function assumed by or assigned to a person in the
project
 Authority The right to apply project resources, make
decisions, sign approvals, accept deliverables,
 Responsibility The assigned duties and work that a project
team member is expected to perform
 Competency The skill and capacity required to complete
assigned activities within the project constraints

31. 31
9.1- Plan HR Management Outputs
1. Human Resource Plan
• Project Organization Charts :

32. 32
9.1- Plan HR Management Outputs
1. Human Resource Plan
• Staffing Management Plan:
Describes the entrance and release criteria human
resources into the project. Includes:
 Staff Acquisition
 Resource Calendars ( Resource Histogram )
 Staff Release Plan
 Training Needs
 Recognition and rewarding system
 Compliance
 Safety

33. 33
Resource Histogram
This chart illustrates the number of hours a person, department, or
entire project team that will be needed each week or month over the
course of the project

34. 34
9.2 Acquire Project
Team

35. 35
9.2 Acquire Project Team
process of confirming human resource availability and
obtaining the team necessary to complete project
activities.

36. 36

37. 9.2- Acquire project team INPUTS
37
1. Human Resource Management Plan
3. EEF
• Existing information on human resources including
availability, competency levels, prior experience.
• Personnel administration policies such as those that
• Organizational structure
• Colocation or multiple locations.
4. OPA

38. 38
Dedicated teamPart-time team
Partnership teamVirtual team
Team
Types

39. 9.2- Acquire project team T & T
39
1. Pre-assignment
• When project team members are selected in advance,
they are considered pre-assigned.
• This situation can occur if the project is the result of
specific people being identified as part of a competitive
proposal.
2. Negotiation with
• Functional managers to obtain resources from within
• External organizations to obtain resources from outside
like vendors, suppliers, contractors

40. 9.2- Acquire project team T & T
40
3. Acquisition
• When the performing organization is unable to provide
the staff needed
4. Virtual Teams
• When multiple organizations or offices are involved on a
project, the geographic distance of these organizations
can necessitate the creation of virtual teams
5. Multi-Criteria Decision Analysis
• Team Availability. To do the work on time
• Team Cost to be added is within budget or not.
• Team Experience
• Team Ability to do the needed work
• Team Skills

41. 9.2- Acquire project team Outputs
41
1. Project Staff Assignments
2. Resource Calendars
3. Project Management Plan Updates

42. 42
9.3 Develop Project
Team

43. 43
9.3 Develop Project Team
The process of improving competencies, team
interaction, and overall team environment to enhance
project performance.

44. 44

45. 9.3- Develop project team INPUTS
45
1. Human Resource Management Plan
2. Project Staff Assignments
3. Resource Calendars
9.3- Develop project team T & T
Interpersonal Skills (soft skills )
communication skills, conflict resolution, negotiation
Training
Personnel Assessment Tools :
attitudinal surveys , assessments, interviews, ability tests
Ground Rules
Recognition and Rewards
Colocation ( war room / tight matrix )

46. 46
Team Building Activities (Tools & Techniques)
Tuckman’s stage of team formation and development:
• FORMING team meets and learns about the project and what their
roles and responsibilities.
• STORMING there are disagreements as people learn to work together.
• NORMING team members begin to build good working relationships
• PERFORMING team becomes efficient and works effectively together.
• ADJOURNING team completes work and released from the project.

47. 9.3- Develop project team Outputs
47
Team Performance
Assessments
• Focus on team performance
• Is done to evaluate and improve the
team effectiveness as a whole
EEF Updates
• personnel administration
• employee training records
• skill assessments

48. 48
9.4 Manage Project
Team

49. 49
9.4 Manage Project Team
The process of tracking team member performance,
providing feedback, resolving issues, and managing
changes to optimize project performance.

50. 50

51. 9.4- Manage project team INPUTS
51
1. Human Resource Management Plan
• Roles and responsibilities.
• Project organization.
• Staffing management plan.
2. Project Staff Assignments
3. Team Performance Assessment
4. Issue Log
5. Work Performance Reports: e.g. CPI & SPI
6. OPA

52. 9.4- Manage project team T & T
52
1. Observation and Conversation
2. Project Performance Appraisals
• Collect info. From supervisors about members
performance to adjust the project accordingly
• Focus on individuals
3. Conflict Management
4. Interpersonal Skills
Leadership / Influencing / decision making

53. 9.4- Manage project team Outputs
53
1. Change Requests
• moving people to different assignments.
• replacing team members who leave.
2. Project Management Plan Updates
3. Project Documents Updates
Issue log / Roles description / Project staff assignments.
4. EEF Updates
5. OPA Updates

54. 54
1. All of the following are forms of power derived from the
project manager's position EXCEPT:
A. Formal.
B. Reward.
C. Penalty.
D. Expert.
Questions

55. 55
1. All of the following are forms of power derived from the
project manager's position EXCEPT:
A. Formal.
B. Reward.
C. Penalty.
D. Expert.
Answer : D
Questions

56. 56
2. The highest point of Maslow's hierarchy of needs is:
A. Physiological satisfaction.
B. Attainment of survival.
C. Need for association.
D. Esteem.
Questions

57. 57
2. The highest point of Maslow's hierarchy of needs is:
A. Physiological satisfaction.
B. Attainment of survival.
C. Need for association.
D. Esteem.
Answer : D
Questions

58. 58
3. The halo effect refers to the tendency to:
A. Promote from within.
B. Hire the best.
C. Move people into project management because they are
good in their technical fields.
D. Move people into project management because they
have had project management training.
Questions

59. 59
3. The halo effect refers to the tendency to:
A. Promote from within.
B. Hire the best.
C. Move people into project management because they are
good in their technical fields.
D. Move people into project management because they
have had project management training.
Answer : C
Questions

60. 60
4. The sponsor's role on a project is BEST described as:
A. Helping to plan activities.
B. Helping to prevent unnecessary changes to project
objectives.
C. Identifying unnecessary project constraints.
D. Helping to develop the project management plan.
Questions

61. 61
4. The sponsor's role on a project is BEST described as:
A. Helping to plan activities.
B. Helping to prevent unnecessary changes to project
objectives.
C. Identifying unnecessary project constraints.
D. Helping to develop the project management plan.
Answer : B
Questions

62. 62
5. Which of the following conflict resolution techniques will
generate the MOST lasting solution?
A. Forcing
B. Smoothing
C. Compromise
D. Problem solving
Questions

63. 63
5. Which of the following conflict resolution techniques will
generate the MOST lasting solution?
A. Forcing
B. Smoothing
C. Compromise
D. Problem solving
Answer : D
Questions

64. 64
6. The MOST common causes of conflict on a project are
schedules, project priorities, and:
A. Personality.
B. Resources.
C. Cost.
D. Management
Questions

65. 65
6. The MOST common causes of conflict on a project are
schedules, project priorities, and:
A. Personality.
B. Resources.
C. Cost.
D. Management
Answer : B
Questions

66. 66
7. You have just been assigned as project manager for a
large telecommunications project. This one year project is
about halfway done. The project team consists of 5 sellers
and 20 of your company's employees. You want to
understand who is responsible for doing what on the project.
Where would you find such information?
A. Responsibility assignment matrix
B. Resource histogram
C. Bar chart
D. Project organization chart
Questions

67. 67
7. You have just been assigned as project manager for a
large telecommunications project. This one year project is
about halfway done. The project team consists of 5 sellers
and 20 of your company's employees. You want to
understand who is responsible for doing what on the project.
Where would you find such information?
A. Responsibility assignment matrix
B. Resource histogram
C. Bar chart
D. Project organization chart
Answer : A
Questions

68. 68
8. What theory proposes that employees' efforts will lead to
effective performance and the employees will be rewarded for
accomplishments?
A. Conditional reinforcement
B. Maslow's hierarchy
C. McGregor's
D. Expectancy
Questions

69. 69
8. What theory proposes that employees' efforts will lead to
effective performance and the employees will be rewarded for
accomplishments?
A. Conditional reinforcement
B. Maslow's hierarchy
C. McGregor's
D. Expectancy
Answer : D
Questions

70. 70
9. Project performance appraisals are different from team
performance assessments in that project performance
appraisals focus on:
A. How an individual team member is performing on the
project.
B. An evaluation of the project team's effectiveness.
C. A team-building effort.
D. Reducing the staff turnover rate.
Questions

71. 71
9. Project performance appraisals are different from team
performance assessments in that project performance
appraisals focus on:
A. How an individual team member is performing on the
project.
B. An evaluation of the project team's effectiveness.
C. A team-building effort.
D. Reducing the staff turnover rate.
Answer : A
Questions

72. 72
10. A project manager had a complex problem to solve and
facilitated a team decision about what needed to be done.
A few months later, the problem resurfaced. What did the
project manager MOST likely NOT do?
A. Perform proper risk analysis
B. Confirm the decision solved the problem
C. Have the project sponsor validate the decision
D. Use an Ishikawa diagram
Questions

73. 73
10. A project manager had a complex problem to solve and
facilitated a team decision about what needed to be done.
A few months later, the problem resurfaced. What did the
project manager MOST likely NOT do?
A. Perform proper risk analysis
B. Confirm the decision solved the problem
C. Have the project sponsor validate the decision
D. Use an Ishikawa diagram
Answer : B
Questions