Human Resources Human Resources ManagementManagement

Sections of this presentation were adapted Sections of this presentation were adapted from from A Guide to the Project Management A Guide to the Project Management

Body of KnowledgeBody of Knowledge 4 4thth Edition, Project Edition, Project Management Institute Inc., © 2009Management Institute Inc., © 2009

Human Resources ManagementHuman Resources Management

““The processes that organize and manage The processes that organize and manage the project team”the project team”

Why Do We Manage Human Why Do We Manage Human Resources?Resources?

Clearly defined roles and responsibilities Clearly defined roles and responsibilities are essential for the successful projectare essential for the successful projectRoles and responsibilities are assigned to Roles and responsibilities are assigned to one of six groupsone of six groups Project SponsorProject Sponsor Senior ManagementSenior Management Project TeamProject Team StakeholdersStakeholders Functional ManagerFunctional Manager Project ManagerProject Manager

Common ResponsibilitiesCommon Responsibilities

Project SponsorProject Sponsor Accept the productAccept the product Provide key datesProvide key dates Risk thresholdRisk threshold

Senior ManagementSenior Management Provide planning timeProvide planning time Prioritize projectsPrioritize projects Prioritize triple constraintPrioritize triple constraint Issue project charterIssue project charter Protect the projectProtect the project

Project TeamProject Team Perform work tasksPerform work tasks Manage stakeholdersManage stakeholders Define qualityDefine quality Review project Review project

performance & correctperformance & correct

Common ResponsibilitiesCommon ResponsibilitiesStakeholdersStakeholders Approve project Approve project

changeschanges Verify ScopeVerify Scope Become risk ownersBecome risk owners

Functional ManagerFunctional Manager Assigns individuals to Assigns individuals to

teamteam Assist with team member Assist with team member

performance issuesperformance issues Notify PM of other project Notify PM of other project

resources demandsresources demands

Project ManagerProject Manager Integrate project componentsIntegrate project components In charge of project (not necessarily resources)In charge of project (not necessarily resources) Accountable for project failureAccountable for project failure Measure performance and actMeasure performance and act Does NOT sign the project charter

How Do We Manage Human How Do We Manage Human Resources?Resources?

Four processesFour processes Develop Human Resources PlanDevelop Human Resources Plan Acquire Project TeamAcquire Project Team Develop Project TeamDevelop Project Team Manage Project TeamManage Project Team

Develop Human Resources Plan

Acquire Project Team

Develop Project Team

Manage Project Team

Develop Human Resources Develop Human Resources PlanPlan

Enterprise Environmental Factors

Organizational Process Assets

Project Management Plan

Roles and ResponsibilitiesOrganizational charts and

position descriptions

Networking

Organizational theory

Inputs OutputsTools & Techniques

Project Organizational Charts

Staffing Management Plan

Develop Human Resources Plan

Acquire Project Team

Develop Project Team

Manage Project Team

Organizational ChartsOrganizational Charts

Hierarchical ChartsHierarchical Charts

Matrix Based Matrix Based Responsibility Assignment Matrix (RAM)Responsibility Assignment Matrix (RAM)

RACI - RACI - RResponsible, esponsible, AAccountable, ccountable, CConsult, onsult, IInformnform

Activity Ann Ben Carlos DinaDefine A R I IDesign I A R CDevelop I A R CTest A I I R

Person

R = Responsible A= Accountable C= Consult I = Inform

AnnaProject Manager

EdInstrument Lead

TedPainter

FredDocument Control

Acquire Project TeamAcquire Project TeamEnterprise Environmental Factors

Organizational Process Assets

Roles and Responsibilities

Project Staff AssignmentsPre-assessment

Negotiation

Acquisition

Virtual teams

Inputs OutputsTools & Techniques

Resource Availability

Staffing Management Plan Updates

Project Org Charts

Staffing Management Plan

Develop Human Resources Plan

Acquire Project Team

Develop Project Team

Manage Project Team

Develop Project TeamDevelop Project Team

Project Staff Assignments

Staffing Management Plan

Resource Availability

General management skills

Training

Teambuilding activities

Ground rules

Co-location

Recognition and rewards

Inputs

Outputs

Tools & Techniques

Team performance assessment

Develop Human Resources Plan

Acquire Project Team

Develop Project Team

Manage Project Team

Manage Project TeamManage Project TeamOrganizational Process Assets

Project Staff Assignments

Roles and Responsibilities

Observation and conversation

Project performance appraisals

Conflict management

Issue log

Inputs

OutputsTools & TechniquesRequested Changes

Project Org Charts

Staffing Management PlanTeam Performance AssessmentWork Performance Information

Performance Reports

Recommended Corrective Actions

Recommended Preventive Actions

Organizational Process Assets Updates

Project Management Plan Updates

Develop Human Resources Plan

Acquire Project Team

Develop Project Team

Manage Project Team

Power and LeadershipPower and Leadership

Powers of PM Powers of PM (Order of Effectiveness)(Order of Effectiveness) ExpertExpert RewardReward Referent Referent Formal (legitimate)Formal (legitimate) Penalty (coercive)Penalty (coercive)

Leadership StylesLeadership Styles DirectingDirecting FacilitatingFacilitating CoachingCoaching SupportingSupporting AutocraticAutocratic ConsultativeConsultative ConsensusConsensus

Motivation TheoriesMotivation Theories

McGregor’s Theory of X and YMcGregor’s Theory of X and Y X People need to be watched every minute. They are X People need to be watched every minute. They are

incapable, avoid responsibility, and avoid work incapable, avoid responsibility, and avoid work wherever possiblewherever possible

Y People are willing to work without supervision and Y People are willing to work without supervision and want to achieve. They can drive their own effortswant to achieve. They can drive their own efforts

X X

Y

Motivation TheoriesMotivation Theories

Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs People work for self actualization – to contribute and People work for self actualization – to contribute and

use their skillsuse their skills

Physiological

Safety

Social

Esteem

Self

Actualization

Motivation TheoriesMotivation TheoriesHertzberg's TheoryHertzberg's Theory Hygiene Factors – Poor Hygiene Factors destroy Hygiene Factors – Poor Hygiene Factors destroy

motivationmotivationWorking ConditionsWorking ConditionsSalarySalaryPersonal LifePersonal LifeRelationships at WorkRelationships at WorkSecuritySecurityStatusStatus

Motivating Agents – Motivates people to work harderMotivating Agents – Motivates people to work harderResponsibilityResponsibilitySelf ActualizationSelf ActualizationProfessional GrowthProfessional GrowthRecognitionRecognition

Key TermsKey Terms

War Room – Project team located in single room War Room – Project team located in single room to create project identityto create project identityExpectancy Theory – Employees who believe Expectancy Theory – Employees who believe that their efforts will lead to effective that their efforts will lead to effective performance and who expect to be rewarded for performance and who expect to be rewarded for their accomplishments remain productive as their accomplishments remain productive as rewards meet expectationsrewards meet expectationsPerquisites – perksPerquisites – perksFringe Benefits – Standard benefits given to all Fringe Benefits – Standard benefits given to all employeesemployees

Conflict ManagementConflict Management

Five Conflict Resolution ModesFive Conflict Resolution Modes WithdrawWithdraw SmoothingSmoothing CompromisingCompromising ForcingForcing Problem SolvingProblem Solving

Temporary Only – No Resolution

Provide Resolution