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09 project human res 2014
- 1. Brain Power Center PMP Preparation course Eng. Omer Alsayed Omer MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU
- 3. OSO A2013
- 4. Project Team & PM Team OSO A2013 Project management team P R O J E C T H U M A N R E S O U R C E M A N A G E M E N T ORGANIZE LEADMANAGE
- 5. PROJECT HUMAN RESOURCE MANAGEMENT OSO A2013 Managing and leading the project team • Influencing the project team (Human Factors) • Professional and ethical behavior • Influencing the project team (Human Factors) • Professional and ethical behavior
- 7. Project human resource management Processes 9.1 Plan Human Resource (P) • roles, • responsibilities, • required skills • reporting relationships, • staffing management plan. 9.2 Acquire Project Team (E) • confirming HR availability • obtaining the team necessary 9.3 Develop Project Team (E) • improving competencies, • team member interaction, • overall team environment. 9.4 Manage Project Team (E) • tracking performance, • providing feedback, • resolving issues • managing changes. OSO A2013
- 8. Project Management Process Group and Knowledge Area Mapping Knowledge Area Initiating Planning Executing M& C Closing 4. Project Integration Management 4Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct & Manage Project Work 4.4 Monitor & Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase 5. Project Scope Management 5Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope 6. Project Time Management 6Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule 6.7 Control Schedule 7. Project Cost Management 7Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs 8. Project Quality Management 8Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality 9. Project Human Resource Management 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10. Project Communications Management 10Plan Communications Management 10.2 Manage Communications 10.3 Control Communications 11. Project Risk Management 11Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Control Risks 12. Project Procurement Management 12Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements 13. Project Stakeholder Management 13Identify Stakeholders 13.2 Plan Stakeholder Management 13.3 Manage Stakeholder Engagement 13.4 Control Stakeholder Engagement OSO A2013
- 9. Inputs • Project management plan • Activity resource requirements • Enterprise environmental factors • Organizational process assets Tools & Techniques • Organization charts and position descriptions • Networking • Organizational theory • Expert judgment • Meetings Outputs • Human resource management plan OSO A2013
- 10. OSO A2013 9.1 Plan H R Management • Human resource management plan • Human resource management plan • Project M Plan• Project M Plan 4.2 Develop Project M Plan • Activity resource requirements 6.4 Estimate Activity Resources • OPA • EEF Enterprise/ Organization 11.2 Identify Risks 7.2 Estimate Costs 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 4 Integration 5 Scope 6 Time 7 Cost 8 Quality 9 HR 10 COMM 11 RISK 12 PROC 13 S/H
- 11. OSO A2013 Project /phase LIFE CYCLE HOW work will be executed change management plan configuration management project baselines INTEGRITY Needs and methods of communication
- 12. Activity Resource Requirements • Human RESOURCE needs. • The PRELIMINARY required project team competencies Enterprise Environmental Factors • culture and structure, • EXISTING human resources, • Geographical dispersion • Personnel administration policies • Marketplace conditions. Organizational Process Assets • standard processes, policies, and role • Templates • Lessons learned • Issues Escalation. OSO A2013
- 13. ?
- 14. Various FORMATS exist to document team member roles and responsibilities. Hierarchical, Matrix Text‐oriented. OSO A2013 each WORK PACKAGE has an unambiguous OWNER ALL team members have a CLEAR roles & responsibilities
- 15. OSO A2013
- 17. OSO A2013 who PERFORM an activity ,responsible for action/implementation (one/many). Responsible “Doer” Individual (ONE!!) who has ULTIMATE decision making and approval authority. Accountable “Buck Stops Here” Who need to have input into a decision /action before it occurs. Consulted “In the Loop” who must be informed that a decision/action has taken place. Informed “FYI” Activity PM PCM CM Prepare charter A R I Prepare MPR I A I Prepare Change Order I R A
- 20. OSO A2013 • understand political / interpersonal factors constructive way to • various staffing management options impact the Effectiveness of • human resource assets (specialized) improving knowledge of / access to Luncheon meetings Meetings Events Trade conferences Symposia / seminar
- 23. OSO A2013
- 26. Theory of ? OSO A2013 9.1 Plan Human Resource Management 9.1.2 Tools &Techniques: 9 . 1 . 2 . 3 Organizational Theory
- 27. HOW project human resources should be defined, staffed, managed, released : Roles and responsibilities. Project organization charts. Staffing management plan •The FUNCTION assigned to a person. Role •The RIGHT to apply resources, MAKE decisions Authority •The assigned DUTIES and work Responsibility •The skill and capacity Competency
- 29. 1 6 15 21 18 23 17 14 9 4 0 20 40 60 80 100 120 140 0 5 10 15 20 25 14‐Jan 14‐Feb 14‐Mar 14‐Apr 14‐May 14‐Jun 14‐Jul 14‐Aug 14‐Sep 14‐Oct monthly M‐P Cum M‐P OSO A2013
- 30. 3 5 12 15 12 17 12 10 5 3 0 2 4 6 8 10 12 14 16 18 01‐Jan 01‐Feb 01‐Mar 01‐Apr 01‐May 01‐Jun 01‐Jul 01‐Aug 01‐Sep 01‐Oct Resource levelling Skilled labors max availlable OSO A2013
- 31. The project management team may or may not have DIRECT CONTROL over team member selection because of : Collective Bargaining Agreements subcontractor personnel matrix project environment internal or external reporting relationships • to provide the REQUIRED human resources. PM negotiate & INFLUENCE others • AFFECT project CONSTRINS. Failure to acquire the necessary HR • decrease the probability of SUCCESS >> CANCELLATION. Insufficient HR or capabilities
- 32. Inputs • Human resource management plan • Enterprise environmental factors • Organizational process assets Tools & Techniques • Pre-assignment • Negotiation • Acquisition • Virtual teams • Multi-criteria decision analysis Outputs • Project staff assignments • Resource calendars • Project management plan (U) OSO A2013
- 35. OSO A2013 Pre‐ assignment • selected in advance Negotiation • FM, : competent ‐ scarce ‐ specialized – qualified HR Acquisition • organization is UNABLE to provide the staff Virtual teams • little or no time spent meeting face to face. Multi‐criteria decision analysis • Availability – Cost – Experience –‐ factors
- 36. OSO A2013 • person’s availability • schedule constraints: • time zones, • work hours, • vacation time, • local holidays, • commitments to other projects
- 38. Inputs Human resource management plan Project staff assignments Resource calendars Tools & Techniques Interpersonal skills Training Team-building activities Ground rules Colocation Recognition and rewards Personnel assessment tools Outputs Team performance assessments Enterprise environmental factors updates to ENHANCE project performance Improving: COMPETENCIES INTERACTION, ENVIRONMENT
- 39. PMBOK P‐ 275
- 40. Human resource management plan • Guidance on HOW PHR Project staff assignments • documents identify the PEOPLE Resource calendars • TIMES ,team members can participate in team development activities
- 41. Interpersonal skills • COMMUNICATION Training • COMPETENCIES Team-building activities • INTERPERSONAL relationships Ground rules* • clear EXPECTATIONS acceptable behavior Colocation “tight matrix” • placing ,physical LOCATION Recognition and rewards • if it SATISFIES a need Personnel assessment tools • INSIGHT into areas of strength and weakness
- 42. FormingForming team MEETS & learns about the project team MEETS & learns about the project independent and not as open. independent and not as open. StormingStorming begins to ADDRESS the project work, begins to ADDRESS the project work, If not collaborative > counter productive environment. If not collaborative > counter productive environment. NormingNorming begin to WORK TOGETHER begin to WORK TOGETHER adjust habits & behaviors to support the team. adjust habits & behaviors to support the team. The team learns to trust each other. The team learns to trust each other. PerformingPerforming WELL‐ORGANIZED unit. WELL‐ORGANIZED unit. interdependentinterdependent work through issues smoothly and effectively. work through issues smoothly and effectively. AdjourningAdjourning COMPLETES the work COMPLETES the work moves onmoves on occurs when staff is released occurs when staff is released
- 44. Team performance assessments • skills’ Improvements Competencies Improvements Reduced staff turnover rate Increased team cohesiveness Enterprise environmental factors updates •personnel administration •employee training records •skill assessments
- 45. TRACKING • feedback manages • CONFLICT resolving • issues •are submitted, change requests •is updated HR management plan •are resolved, issues •input is provided performance appraisals, •are added lessons learned challenging assignments •to team members recognition for •high performance
- 46. Inputs Human resource management plan Project staff assignments Team performance assessments Issue log Work performance reports Organizational process assets Tools & Techniques Observation and conversation Project performance appraisals Conflict management Interpersonal skills Outputs Change requests Project management plan updates Project documents updates Enterprise environmental factors updates Organizational process assets updates
- 48. Human resource management plan Roles and responsibilities, Project organization, Staffing management plan. Project staff assignments provide documentation, which includes the list of project team members Team performance assessments continually assessing team’s performance actions can be taken to resolve issues modify communication, address conflict improve team interaction
- 49. Issue log document and monitor who is responsible for resolving specific issues by a target date. Work performance reports current project status VS. forecasts. assists in determining: future human resource requirements recognition and rewards updates to the staffing management plan. Organizational process assets Certificates of appreciation, Newsletters, Websites, Bonus structures, Corporate apparel, Other organizational perquisites
- 50. OBSERVATION AND CONVERSATION used to stay in touch with the work and attitudes of project team members PROJECT PERFORMANCE APPRAISALS clarification of roles and responsibilities, constructive feedback to team members, discovery of unknown or unresolved issues, development of individual training plans, the establishment of specific goals for future time periods.
- 51. Conflict management Interpersonal skills LeadershipLeadership InfluencingInfluencing Effective decision making Effective decision making reduce the amount of conflict Sources of conflict
- 52. Withdraw/ Avoid • RETREATING from an actual or potential conflict situation • POSTPONING the issue to be better prepared or to be resolved by others. Smooth/ Accommodate • Emphasizing areas of AGREEMENT • conceding one’s position to the needs of others to maintain harmony and relationships. Compromise /Reconcile* • Searching for solutions that bring some DEGREE of satisfaction to all parties • to temporarily or partially resolve the conflict.
- 53. Force / Direct • Pushing ONE’s viewpoint at the expense of others; • only WIN‐LOSE solutions, • enforced through a power position to resolve an emergency. Collaborate /Problem Solve • Incorporating MULTIPLE viewpoints and insights from differing perspectives • requires a cooperative attitude and open dialogue that typically leads to consensus & commitment
- 54. 9.4.2 Manage Project Team‐ T&T OSO A2013
- 55. Change requests • Staffing changes (by choice /uncontrollable events) can affect the rest of the project management plan. Project management plan updates • Human resource management plan. Project documents updates • Issue log, • Roles description • Project staff assignments. Enterprise environmental factors updates • Input to organizational performance appraisals • Personnel skill updates. Organizational process assets updates • Historical information & lessons learned documentation • Templates • Organizational standard processes
- 59. OSO A2013