The document discusses human resource management for project managers, including defining HRM, roles and responsibilities of the project sponsor, team, stakeholders, and managers. It also covers developing the project team through training, motivation techniques, and managing conflicts, and managing the project team by tracking performance and providing feedback.

1. 7-Human Resource Management
Project Management Training,
Qais Ur Rehman Rasooli, PMP

2. What is Human Resource
Management ?
• Includes the processes that organize, manage and lead
the project team – PMBOK,
• Project team/Staff: people with assigned roles and
responsibilities,
• Different level of skills, expertise, experience level,
• Resource can be full-time, part-time, in virtual teams,
• Involving as many resource as possible during
planning,(adds commitment and uses their expertise for
the benefit of planning)

3. Things to know about HRM for the
exam!
• Creating reward and recognition systems,
• Improve team members
• Done during executing,
• Project planned by the team and managed &
coordinated by the PM
• Continually confirm resource availability,
• HR activities are formal and require documentation
• Assume matrix organization for the exam unless otherwise
mentioned
• Track team performance and focus on team building

4. Roles & Responsibilities - Sponsor
• One who provides financial / monetary resources for the
project,
• Is a support for the project,
• Determines priorities between constraints, creates project
charter,
• Approves Project management plan,
• Projects project from outside influence and unnecessary
changes
• Helps evaluate trade off among crashing, fast tracking etc.,
• Provides formal acceptance of deliverables, transfers them

5. Roles & Responsibilities - Team
• Identify stakeholder and their requirements,
• Create WBS,
• Identify constraints, assumption, risk, contribute in planning
and estimating
• Help enforce ground rules
• Attend project team meetings,
• Contribute to process improvement,
• Recommend changes

6. Roles & Responsibilities -
Stakeholders
• Customers, user, PM, team, Sponsor, Program & Portfolio
Managers,PMO,functional, operational managers, other dep in
the org,external sellers, community,
Involved in:
• creation of project charter, MP, identifying requirements,
• Become risk owners,
• Identify constraints

7. Roles & Responsibilities – Functional
Managers
• Responsibility dependent on the Org Structure,
• Avoid conflict by coordinating need of resources with PM
• Let the PM know how other project will impact resources,
• Provide subject matter expertise,
• Contribute to planning and estimating,
• Approve final PMP,
• Recommend changes,
• Improve staff utilization and influence productivity,
• Assist with problem of team member performance and
development

8. Roles & Responsibilities – Project
Managers
• Manages the project to meet project objectives
• On big projects they have a team to help them out,
• Responsibilities dependent on the Org structure,
• Read the list on page 342 of Rita PMP Exam prep.

9. Roles & Responsibilities – Program
Managers
• Works on project and program goals,
• Manages related projects toward program goal,
• Ensure selected project support strategic goals,
• Adjust projects for the program benefits,
• Guiding and supporting individual project manager’s efforts

10. Roles & Responsibilities – Portfolio
Managers
• Works on project and program to meet strategic goals,
• Responsible for governance at the executive level ,
• Ensure value added by unrelated projects and programs
• Working with senior executives to gather support for projects
and programs,
• Getting the best return from resources invested

11. Exercise

12. 1 - Plan Human Resource Management,
2 – Acquire Project team
3 – Develop Project team
4- Manage Project team

13. Plan Human Resource Management
• Process of identifying and documenting project roles and
responsibilities,
• Required skills,
• Reporting relationships,
• Staffing management Plan
Inputs include,
PMP, EEF, OPA, Org charts and Position descriptions, these
include:
RAM, RACI Chart

14. Plan Human Resource
Management- Tool & Techniques
• Responsibility Assignment Matrix (RAM),
• RACI Chart
• OBS,
• RBS,

15. Output- Plan Human resource
management
• Human Resource Management Plan:
- Roles and Responsibilities
- Project Org Charts,
- Staffing Management Plan
• Staffing Management Plan: Answer questions like,
Where will the staff come from?
Resource Calendars, Staff release plans, trainings required,
What are the Rewards and Recognitions and their criteria?,
how will resources comply with any HR rules?
What are the safety requirements

16. 1 - Plan Human Resource Management,
2 – Acquire Project team
3 – Develop Project team
4- Manage Project team

17. Develop Project Team
• Improve team members’ competencies and interaction,
• Improve overall team environment, encourage team work
• PM should provide opportunities and challenges,
• PM provides support and feedback whenever required,
• PM should recognize and reward good performance
• Use of soft skills (mentoring, leadership, negotiation,
emotional intelligence, empathy etc.)
• Communicate effectively, honestly and timely with team
• Capitalize on cultural differences,
• Hold team building activities and encourage good decision
making

18. Develop Project Team – Tools and
Techniques
Team building Activities:
• Build trust among team members,
• WBS is a team building tool,
• Tuckman's ladder model of team building
Forming, Storming, Norming, Perform
Adjourning,
• Team building is planned before team is created and
implemented all the way through the end of the project,
• Includes things like: taking classes together, milestone
parties, holiday and birthday celebrations, WBS Creation,
outside of work trips, involving in planning.

19. Develop Project Team – Tools and
Techniques
Ground rules:
• Help establish standards and expectations for the team,
• Honesty, conflict resolution techniques,
• methods to coordinate and approve changes to team
members calendars,
• How meetings will be held
Colocation,
Recognition and Reward,
Output:
Team Performance assessment (Team Effectiveness)

20. 1 - Plan Human Resource Management,
2 – Acquire Project team
3 – Develop Project team
4- Manage Project team

21. Manage Project Team
• Tracking team member’s performance and providing
feedback,
• Resolving issues and conflicts,
• Manage team changes to optimize team performance,
• Inputs include: HRM Plan, Project staffing, Team
performance assessment, Issue log, Work performance
report, PA

22. Management and Leadership Styles
• No one way fits all, every situation asks for a specific style,
• Underlying factors are personal style, skill and expertise of
team members and complexity of the project,
• Directing: tell others what to do
• Facilitating: coordinates input from others
• Coaching: helps team member achieve their goals
• Supporting: provides assistance along the way
• Autocratic: Top down approach, power lies with the manager
• Consultee; bottom up approach, uses influence to achieve
results
• Consultive-Autocratic:solicits input but retains decision making

23. Management and Leadership Styles
• Consensus: Problem solving and decision making based on
group agreement,
• Delegating
• Bureaucratic: procedure focused- appropriate for work where
details are very important
• Charismatic: Energizes and encourages team
• Democratic: encourages team participation in decision-making
• Laissez-faire: Allow to act – used for skilled resources
• Analytical: Interview style communication make tech decisions
• Driver: constantly giving directions
• Influencing: emphasizes teamwork,team building, team DM

24. Conflict Management
• PM can
avoid many conflicts by:
Informing the team,
Clearly assigning work
Making work assign-
ments interesting,
Following good project management
• Sources of conflict:
Schedules, Project Priorities, Resources, Technical Opinions,
Administrative procedures and Personality

25. Conflict resolution techniques
• Collaborating (Problem
Solving) – Win-win situation
• Compromising
(Reconciling) – Lose-lose
situation
• Withdrawal (Avoidance)
• Smoothing
(Accommodating)
• Forcing (Directing)

26. Problem solving method
Identify
Solutions
Analyze the
problem
Define the real or
Root problem , not
the TIP OF THE
ICEBERG
Pick a solution and Implement the solution
Review the solution , and make sure the solution
solved the problem
Lessons
Learned
YesNo

27. Motivation Theories
• McGregor’s Theory of X and Y:
Theory X: people need to watched every minute, employees
are incapable, avoid responsibility , and avoid work whenever
possible,
Theory Y: People are working willing to work without
supervision and want to achieve, employees can direct their
own efforts.
• Maslow’s Hierarchy of needs: people are not most motivated
by money instead they most motivated by contribution and use
of their skills,

28. Motivation Theories
• Herzberg’s Two factor Model
-Hygiene/Maintenance factors
-Motivational Factors
Self actualization
and Fulfillment
Esteem and Status
Belonging and Social
needs
Safety and Security
Physiological needs
ModelofMaslow’sHierarchyofneeds
Self actualization
and Fulfillment and
Responsibility
Advancement
Recognition,
Professional growth
Relation with
supervisors , peers,
quality of supervision
Company policy and
pay
Working Conditions
Herzberg’smotivationand
maintenanceModel

29. Motivation Theories
David McClelland’s Theory of needs:
• Affiliation (Seek approval and work better when cooperating)
• Achievement (prefer challenges and recognition)
• Power: need of power socially oriented, are effective leaders ,
like to organize and influence others.

30. The Active PMP Learner
Research “Suppotive leadership and Servant Leadership”

31. PM Quote of the day
Nothing is done until , NOTHING IS
DONE ~Wilcuz Law