Project Human Resource Management - PMBOK 5

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Project Human Resource Management
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Project Human Resource Management
Processes that organize, manage and lead the project team. Project team is comprised of the
people with assigned roles and responsibilities for completing the project.

Human Resource Management Processes
Process Process Group
Plan Human Resource
Management
Planning
Acquire Project Team Executing
Develop Project Team Executing
Manage Project Team Executing

Plan Human Resource Management
Identifying and documenting project roles, responsibilities and required skills,
reporting relationships and creating a staffing management plan.

Inputs Tools and Techniques Outputs
□ Project Management
Plan
□ Activity Resource
Requirement
 Enterprise
Environmental Factors
 Organizational Process
Assets
 Organization charts and
position descriptions
 Networking
 Organizational theory
 Expert Judgment
 Meetings
□ Human Resource
Plan
Plan Human Resource Management

Plan Human Resource Management- Inputs
Project Management Plan provides useful information such as , how work will
be executed to accomplish the project objectives, A change management plan that
documents how changes will be monitored and controlled, how integrity of the
project baselines will be maintained . Need and method of communication among
stakeholders.
Activity Resource Requirements provides information on the preliminary resource
requirement of the project. These requirements are progressively elaborated during
the Human resource planning phase.
Enterprise Environmental Factors that can influence this process include
Organization culture and structure , Existing human resources, Personnel
administration policies and marketplace condition.
Organizational Process Assets that can influence this process include
Organizational standard processes and policies and standardized role descriptions,
Templates for organizational charts and position descriptions, and Historical
information on organizational structures that have worked in previous projects.

Plan Human Resource Management -Tools and
Techniques
The objective of Organization charts and position descriptions is to ensure that
each work package has an unambiguous owner and all the team members have clear
understanding of their roles and responsibilities. Three formats that are most common
for creating this document are hierarchical, matrix, and text-oriented
Fig Reference PMBOK 4th Edition

Plan Human Resource Management -Tools and
Techniques
Sample RACI Chart
Fig Sample RACI Chart-Reference PMBOK 4th Edition

Plan Human Resource Management-Tools and
Techniques
Networking is the process of communicating with others (within Organization,
industry or professional environment). It includes luncheon meetings, informal
conversations including meetings and events, trade conferences, and symposia.
Networking within the organization helps project manager in understanding the
political and organizational force that will influence the project.
Organizational theory -Different organizational structures have different individual
response, individual performance, and personal relationship characteristics.
Organizational theory provides information regarding the way in which people, teams,
and organizational units behave. This information helps in effective planning and in
reducing the amount of time, cost and effort needed to create the plan

Plan Human Resource Management - Outputs
Human Resource Plan has three components roles and responsibility, organization
charts and the staffing management plan.
□ Roles and responsibility details role, authority, responsibility and competency
for the resource requirement of the project.
□ Project Organization Chart is a graphic display of project team members and
their reporting relationships. It can be formal or informal, highly detailed or
broadly framed, based on the needs of the project.
□ Staffing Management Plan details how and when the project will be staffed,
released, training needs of resources, recognition & rewards, compliance and
resource calendar. It also includes policies and procedures that protect team
members from safety hazards.

Acquire Project Team
Confirming human resource availability and obtaining the team necessary to complete
project assignments

Acquire Project Team
 Human resource
management plan
 Enterprise
environmental factors
 Organizational process
assets
 Pre-assignment
 Negotiation
 Acquisition
 Virtual Teams
 Multi- criteria decision analysis
 Project Staff
Assignments
 Resource Calendars
 Project
Management Plan
Updates

Acquire Project Team - Inputs
Human Resource Management Plan provides information on how project human
resource should be identified, staffed, managed, controlled and eventually released.
It also contains details on skills required , roles and responsibilities for a particular
position and the competency level that a project demands.
Enterprise Environmental Factors that can influence this process are existing
information for human resources including who are available, competency levels,
prior experience personnel administration policies, processes and procedures
Organizational Process Assets that can influence the Acquire Project Team process
include, but are not limited to, organization standard policies, processes, and
procedures.

Acquire Project Team– Tools and Techniques
Pre-assignment refers to assigning the project team members in advance, this is
needed when specific skilled resources are required or the resources are defined in the
project charter
Negotiation with functional managers and other project managers is required if
project manager needs specific skills for the project
Acquisition is needed when specific skills are not available in the organization. This
can involve hiring individual consultants or subcontracting work to another
organization
Virtual teams can be defined as groups of people with a common goal who fulfill their
roles with little or no time spent meeting face to face. Communication is important in
such teams, the availability of electronic communication such as e-mail, audio
conferencing, web-based meetings and video conferencing has made such teams
feasible.

Acquire Project Team– Tools and Techniques
Multi – Criteria Decision Analysis, Selection criteria are often used as a part of
acquiring the project team . By use of a multi- criteria decision analysis tool, criteria
are developed and used to rate or score potential team members. The criteria are
weighted according to the relative importance of the needs within the team. Some
examples of selection criteria that can be used to score team members are:
 Availability . Identify whether the team member is available to work on the
project within time period needed. If there are any concerns for availability during
project timeline.
 Cost. Verify if the cost of adding the team member is within the prescribed budget.
 Experience, Verify that the team member has the relevant experience that will
contribute to the project success.
 Ability, Verify that the team member has the competencies needed by the project.
 Knowledge and Skills. The team member has relevant knowledge of the
customer, similar implemented projects, nuances of the project environment and
relevant skills to use a project tool.
 Attitude that includes his ability to gel with other members of the team.
 International factors such as location of the team member, time zone and
communication capabilities

Acquire Project Team – Outputs
Project Staff Assignments includes assignment of resource to each role defined
initially. The documentation of these assignments can include a project team directory,
memos to team members, and names inserted into other parts of the project
management plan, such as project organization charts and schedules.
Resource Calendars documents the time periods that each project team member
can work on the project. This should be created keeping in mind each person’s
schedule conflicts, involvement in other projects and his/her holiday
Project Management Plan Updates Elements of the project management plan that
may be updated include, but are not limited to the human resources plan.

Develop Project Team
Process of improving competencies, team interaction, and the overall team
environment to enhance project performance.

Develop Project Team
 Human resource
management plan
Project staff
assignments
 Resource Calendars
□ Interpersonal Skills
□ Trainings
□ Team building activities
□ Ground rules
□ Co-location
□ Recognition and rewards
□ Personnel assessment tools
 Team Performance
assessments
 Enterprise
updates

Develop Project Team - Inputs
Human Resource Management Plan provides guidance on how project human
resource should be defined , staffed , managed , controlled , and eventually released.
It identifies training strategies and plans for developing the project team. Items such
as rewards, feedback, additional training and disciplinary actions can be added to the
plan as a result of ongoing team performance assessments and other form of project
team management.
Project staff Assignments details the assignments or activities to be performed by
the Project team
Resource Calendars identify the times when the project team members can
participate in team development activities.

Develop Project Team – Tools and Techniques
Interpersonal Skills also referred to as soft skills are very critical for team
development. It include skills such as empathy, influence, creativity, and group
facilitation, these are valuable assets when managing the project team.
Trainings help in enhancing the competencies of the project team members.
Training can be formal or informal. Training can be formal or informal ; classroom
based ,on line, instructor-led or on the job training.
Team building activities are critical to improve interpersonal relationships,
resolving team issues and to keep the team motivated so that team members work
together effectively . They are critical for the team members who operate virtually
from remote locations . Project managers should obtain top management support,
obtain commitment of team members, introduce appropriate rewards and
recognition, create a team identity, manage conflicts effectively, promote trust and
open communication among team members, and, above all, provide good team
leadership to build effective teams.

Develop Project Team– Tools and Techniques
Traditionally, a team goes through five stages of development.
Forming: a group of people come together to accomplish a shared purpose.
Storming: Disagreement about mission, vision, and approaches combined with the
fact that team members are getting to know each other can cause strained
relationships and conflict.
Norming: The team has consciously or unconsciously formed working relationships
that are enabling progress on the team’s objectives.
Performing: Relationships, team processes, and the team’s effectiveness in working
on its objectives are synching to bring about a successfully functioning team.
Adjourning : In the adjourning phase, the team completes the work and moves on
from the project.

Develop Project Team – Tools and Techniques
Histogram is a statistical tool used in the analysis and determination of possible
solutions to quality control problem. It depicts how often the problem happens or its
frequency
Ground Rules define the acceptable behavior by the project team members. This
allows team members to discover values that are important to one another
Co-Location 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. E.g. create a
war room where all the team members work, or co-locate the project team at the
customer’s site.
Recognition and Rewards helps in keeping the team motivated and to boost their
spirits. People are motivated if they feel they are valued in the organization and this
value is demonstrated by the rewards given to them.

Abraham Maslow’s Hierarchy of Needs (1954)
(In order of priority)
Self
Actualization
Esteem
Social
Safety
Physiological Air, water, food, house, clothing
Security, stability, freedom from threat
and physical harm
Love, affection, approval, friends,
association
Accomplishment, Respect, Attention,
Appreciation
Self fulfillment, growth, learning
Recognition and Rewards – Theories of
Motivation

Recognition and Rewards – Theories of Motivation
 The average worker is inherently lazy and needs supervisions
 The average worker dislikes work and avoids work whenever possible
 To induce adequate effort, the supervisor must threaten punishment and exercise careful supervision
 The average worker avoids increased responsibility and seeks to be directed
McGregor’s Theory X
Theory X relies on Strict Rules, Performance incentives, Rewards, Threats to job
security

 Workers are willing to do the job without continuous supervision
 The average worker wants to be active and finds the physical and mental effort on the job satisfying
 Greatest results come from willing participation which will tend to produce self-direction towards goals without coercion and
control
 The average worker seeks opportunity for personal improvement and self respect
Theory Y relies on worker participation in decisions, cordial manager-worker relationships, worker
designed job methodology, worker individualism
McGregor’s Theory Y

William Ouchi’s Theory Z
According to Theory Z, people who don’t fit either Theory X or Theory Y are really a combination of the two.

Herzberg’s Motivation – Hygiene Theory
As per this theory presence of hygiene factors doesn’t motivate someone , however their
absence de-motivates. Motivation factors will motivate but they will not work without the
hygiene factors in place.
I. Motivating factors
I. Achievements
II. Recognitions
III. Work Itself
IV. Responsibility
V. Advancement
VI. Possibility for growth
Hygiene Factors are Company Policy, Paycheck, status, Relationship with co-workers

Expectancy Theorem of Motivation by Victor Vroom
1. You need to give people an expectation of a reward in order to motivate them
2. The rewards or awards should be achievable, if they are impossible to achieve,
they will de-motivate them
3. People are motivated by achievements
4. People “expect” to be rewarded for achievements

McLelland’s Achievement Theory
1. People need achievement, power and affiliation to be motivated.
2. Achievement is when someone performs well and is recognized for it
3. Power means he or she has a lot of control or influence in the company
4. Affiliation , a strong sense from being a part of a working team and having good
relationships with coworkers

Ouchi’s Theory
1. Formulated from Quality movement and Quality circles
2. Both Management and Workers need to be involved, and they should trust each
other

The Oldham-Hackman job characteristics model
I. Skill Variety – the number of job skills that the job holder has the opportunity
to exercise
II. Task Identity – the degree to which your work and its result are identifiable as
belonging to you
III. Task Significance – the degree to which your job has an influence on others
IV. Autonomy – the discretion you have about the way that you do the job
V. Feedback – the information that you get back about the result of your work

Forms of Power
Below are the five Kinds of Power that can help the project managers maximize his ability
to influence and manage the team
 Formal – positional, granted by organizational/upper mgmt
 Expert – power earned through a recognized level of knowledge or skill in a
specific area
 Reward – the power to give a positive consequences, like promotions, salary rise
etc.
 Penalty – the power to provide negative consequences, like suspension,
termination, reprimands
 Referent – power gained when team members admire, and willingly follow an
individual as a role model

Revising Key Terms : Forms of Power at Work
Exercise : Forms of Power at Work
1. A functional manager assigns a tester to work on the project manager’s
team. This is an example of _________ power
2. The programmers always listen to the team lead because he’s really a
good software architect. This is an example of _________ power

Revising Key Terms : Forms of Power at Work
Answers to Exercise : Forms of Power at Work
1. A functional manager assigns a tester to work on the project manager’s
team. This is an example of Legitimate power
2. The programmers always listen to the team lead because he’s really a
good software architect. This is an example of Expert power

Leadership Style
Following are the leadership style that managers can use to interact with organizational
members
 Autocratic – traditional figure of a boss who makes binding decisions
regardless of what subordinates think or desire
 Laissez-Fare – Other extreme of autocratic, the staff can pursue anything
they wish, enhances free thinking
 Democratic – participative, decisions made jointly by management and staff

Develop Project Team– Outputs
Team Performance assessments gives insight to project manager on areas that
need improvement.
Enterprise Environmental Factors Updates The Enterprise environmental factors
that may be updated as a result of the Develop Project Team process include, but are
not limited to, personnel administration, including updates for employee training
records and skill assessments.

Manage Project Team
Tracking team member performance, providing feedback, resolving issues and
managing changes to optimize project performance.

Manage Project Team
 Human resource
management plan
 Project staff
assignments
 Team Performance
Assessments
 Issue log
 Work performance
reports
 Organizational process
assets
□ Observation and
Conversation
□ Project performance
appraisals
□ Conflict management
□ Interpersonal skills
 Change Requests
 Project
management plan
updates
 Project document
updates
Enterprise
updates
 Organizational
process assets
updates

Manage Project Team - Inputs
Human Resource Management Plan contains the human resource plan which
includes roles and responsibilities, project organization and staffing management plan
Project staff assignments provide a list of team members assigned to the project
that needs to be evaluated under the appraisal process
Team Performance Assessment is done on continuous basis formally or informally
by the project management team. This helps in issues and conflict resolution
Issue Log, Issues arise in the course of managing the project team. An issue log can
be used t document and monitor who is responsible for resolving specific issues by a
target date.
Work Performance Reports provide information on project performance vis-à-vis
project management plan. It aids in determining the future resource requirements,
recognition and rewards and updates to the staffing management plan.
Organizational process assets that can influence this process include certificates of
appreciation, newsletters, website, bonus structure, corporate apparel and
organizational perquisites

Manage Project Team – Tools and Techniques
Observation and Conversation are used to stay in touch with the team member’s
work and attitudes. The project management team monitors progress toward project
deliverables, accomplishments that are a source of pride for team members, and
interpersonal issues.
Project performance appraisals helps in clarification of roles and responsibilities,
constructive feedback to team members, discovery of unknown or unresolved issues,
development of individual training plans, and the establishment of specific goals for
future time periods.

Interpersonal skills use a combination of technical, human and conceptual
skills to analyze situations and interact appropriately with team members. E.g.
Leadership, Influence and effective decision making
Conflict Management results in greater productivity and positive
working relationships. When managed properly, differences of opinion can lead to
increased creativity and better decision making. Below are the source of conflicts on
the Project
More than 50% conflicts on the projects are due to disagreement over
schedules, priorities and resources)
1. Schedules
2. Project Priorities
3. Human Resources
4. Technical Opinions
5. Procedures
6. Cost
7. Personality

Conflict Resolution Methods
 Confronting/Problem Solving. Treating conflict as a problem to be solved by
examining alternatives; requires a give-and-take attitude and open dialogue.
 Withdrawing/Avoiding. Retreating from an actual or potential conflict
situation.
 Smoothing/Accommodating. Emphasizing areas of agreement rather than
areas of difference.
 Compromising. Searching for solutions that bring some degree of satisfaction to
all parties.
 Forcing. Pushing one’s viewpoint at the expense of others; offers only win-lose
solutions.
 Collaborating. Incorporating multiple viewpoints and insights from differing
perspectives; leads to consensus and commitment.

Manage Project Team – Outputs
Change Requests due to change in staffing. The change request should be processed
and approved through integrated change control process. Staffing changes may include
moving people to different assignments , outsourcing some of the work, and replacing
the team member who leave.
Project Management Plan Updates may include changes in the human resource
management plan
Project Documents Updates that may be updated include
 Issue Log
 Role description
 Project staff assignment
Enterprise Environmental Factors updates include input to organizational
performance appraisals and personnel skill updates
Organizational process assets updates include Historical information and lessons
learned documentation Templates, and Organizational standard processes.

Manage Project Team – Outputs
Enterprise Environmental Factors updates include input to organizational
performance appraisals and personnel skill updates
Organizational process assets updates include Historical information and lessons
learned documentation Templates, and Organizational standard processes.
Change Requests due to change in staffing. The change request should be processed
and approved through integrated change control process
Project management plan updates include updates to staffing management plan

Revising Key Terms : Conflict Management
Exercise 2: Resolving Conflict
Figure out the conflict resolution technique that is being used in the cases
below:
1. I don’t really have time to deal with this right now. Just figure it out and
get back to me.
2. Hold on a second. Let’s sit down and figure out what the real problem is.

Revising Key Terms : Conflict Management
Exercise 2: Resolving Conflict
Figure out the conflict resolution technique that is being used in the cases
below:
1. I don’t really have time to deal with this right now. Just figure it out and
get back to me - Withdrawal
2. Hold on a second. Let’s sit down and figure out what the real problem is –
Problem Solving / Confronting

Halo Effect
Extending the impression of a particular outstanding trait to influence the total
judgment of a person E.g. : Assuming that a person who is good in technology will be
a good project manager

Revising Key Terms : Complete the following
Exercise 3: HR Management
1. The main output of the Acquire Project Team process is
___________ assignments
2. The _________ effect causes people with technical expertise
to be put in the position for which they are unqualified

Revising Key Terms : Complete the following
Exercise 3: HR Management
1. The main output of the Acquire Project Team process is
Project Resources assignments
2. The Halo effect causes people with technical expertise to be
put in the position for which they are unqualified

QUIZ !

Project Human Resource Management - PMBOK 5

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