PMBOK - CAP 9 HRM

Chapter Nine - PMBOK- 4th Edition

Presentation compiled by: Shaymaa Kadry, PMPE-mail: [email protected]: Shaymaa_Kadry

Project human resource management includes the processes that organize,

manage, and lead the project team. The project team is comprised of the people

with assigned roles and responsibilities for completing the project. The type and

number of project team members can change frequently as the project progresses.

Project team members may also be referred to as the project’s staff. While the

specific roles and responsibilities for the project team members are assigned, the

involvement of all team members in project planning and decision making can be

beneficial. Early involvement and participation of team members adds their

expertise during the planning process and strengthen their commitment to the

project.

The project management team is a subset of the project team and is responsible forthe project management and leadership activities. This group can also be referred toas the core, executive, or leadership team. For smaller projects, the projectmanagement responsibilities can be shared by the entire team or administered solelyby the project manager. The project sponsor works with the project managementteam, typically assisting with matters such as project funding, clarifying scope,monitoring progress, and influencing others in order to benefit the project.

Managing and leading the project team also includes, but is not limited to:Managing and leading the project team also includes, but is not limited to:Influencing the project team - Professional and ethical behavior.

Examples of interactions that require additional planning include the followingsituations:

• After initial team members create a work breakdown structure, additional team membersmay need to be acquired.

• As additional team members are acquired, their experience levels, or lack thereof, couldincrease or decrease project risk, creating the need for additional risk planning updates.

• When activity durations are estimated, budgeted, scoped, or planned prior to identifyingall project team members and their competency levels, the activity durations may be subjectto change.

1•Develop Human Resources Plan

2•Acquire Project Team

2•Acquire Project Team

3•Develop Project Team

4•Manage Project Team

Inputs

Tools and

Activity Resource requirementsEnterprise Environmental FactorsOrganizational Process assets

Organization charts and Position descriptionsTools and Techniques

Outputs

Organization charts and Position descriptionsNetworkingOrganizational Theory

Human Resource Plan

Inputs

Activity Resource requirements: The preliminary requirements regarding therequired people and competencies for the project team members are progressivelyelaborated as part of the human resource planning process.

Enterprise Environmental Factors: Some of those that can influence humanresource plan process include: Organizational culture and structure, existingresource plan process include: Organizational culture and structure, existinghuman resources, personnel administration policies and marketplace conditions.

Organizational Process assets: this may include organizational standardprocesses and policies and standardized role descriptions, templates fororganizational charts and position description, and historical information onorganizational structures that have worked in previous projects.

Tools and Techniques

Organization charts and Position descriptions

Hierarchical –type charts Matrix based charts Text Oriented Formats


Networking: The formal and informal interaction with others in an organization,industry or professional environment. It’s a constructive way to understandpolitical and interpersonal factors that will impact the effectiveness of variousstaffing management options. Its activities may include meetings and events,staffing management options. Its activities may include meetings and events,trade conferences and symposia.

Organizational Theory: It provides information regarding the way in whichpeople, teams, and organizational units behave. Effective use of this informationcan shorten the amount of time, cost, and effort needed to create the humanresource planning outputs and improve the likelihood that the planning will beeffective. It’s important to recognize that different organizational structures havedifferent individual response, individual performance, and personal relationshipcharacteristics.

Outputs

Human Resource Plan: include, but not be limited to, the following

Roles and Responsibilities: The following should be addressed: role –authority – responsibility- competency

Project Organization chartsProject Organization charts

Staffing management Plan: Staff Acquisition - Resource Calendars - Staff Release Plan - Training needs - Recognition and rewards – Compliance – Safety

Inputs

Tools and

Project Management PlanEnterprise Environmental factorsOrganizational Process Assets

Pre-assignmentTools and Techniques

Outputs

Pre-assignmentNegotiationAcquisitionVirtual Team

Project Staff assignmentResource CalendarsProject management plan updates

Inputs

Project Management Plan: It includes: Roles and responsibilities defining the positions,skills, and competencies that the project demands - Project organization charts indicatingthe number of people needed for the project - Staffing management plan delineating thetime periods each project team member will be needed and other information important toacquiring the project team.

Enterprise Environmental factors: The enterprise environmental factors that caninfluence the Acquire Project Team process include, but are not limited to:

- Existing information for human resources including who is available, theircompetency levels, their prior experience, their interest in working on the project andtheir cost rate;- Personnel administration policies such as those that affect outsourcing;- Organizational structure; and- Location or multiple locations.

Organizational Process Assets: The organizational process assets that can influence theAcquire Project Team process include, but are not limited to, organization standardpolicies, processes, and procedures.


Pre-assignment: In some cases, project team members are known in advance; that is,they are pre-assigned. This situation can occur if the project is the result of specificpeople being promised as part of a competitive proposal, if the project is dependenton the expertise of particular persons, or if some staff assignments are defined withinthe project charter

Negotiation: Staff assignments are negotiated on many projects. For example, theproject management team may need to negotiate with:

• Functional managers to ensure that the project receives appropriately competentstaff in the required time frame, and that project team members will be able towork on the project until their responsibilities are completed

• Other project management teams within the performing organization toappropriately assign scarce or specialized resources

• External organizations, vendors, suppliers, contractors, etc., for appropriate,scarce, specialized, qualified, certified or other specified human resources.Special consideration should be given to external negotiation policies, practices,processes, guidelines, legal and other such criteria.

Virtual Team: The virtual team format makes it possible to:

Acquisition: When the performing organization lacks the in-house staff needed tocomplete the project, the required services can be acquired from outside sources. This caninvolve hiring individual consultants or subcontracting work to another organization.


Virtual Team: The virtual team format makes it possible to:• Form teams of people from the same company who live in widespread geographic areas

• Add special expertise to a project team even though the expert is not in the same geographic area

• Incorporate employees who work from home offices• Form teams of people who work different shifts or hours• Include people with mobility limitations or disabilities, and• Move forward with projects that would have been ignored due to travel expenses

Communications Planning becomes increasingly important in a virtual teamenvironment. Additional time may be needed to set clear expectations, develop protocolsfor confronting conflict, include people in decision-making, and share credit in successes.

Outputs

Project Staff assignment: The project is staffed when appropriate people have beenassigned to work on it. Documentation can include a project team directory, memos toteam 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 each project team member can workon the project. Creating a reliable schedule depends on having a good understanding ofeach person's schedule conflicts, including vacation time and commitments to otherprojects, to accurately document team member availability.

Project management plan updates

Inputs


Project Staff assignmentProject Management PlanResource Calendars

Interpersonal skillsTraining

Techniques

Outputs

TrainingTeam-Building activitiesGround RulesCo-locationRecognition and rewards

Team performance assessmentsEnterprise environmental factors updates

Inputs

Project Staff assignment: Team development starts with a list of the project teammembers. Project staff assignment documents, identify the people who are on theteam.

Project Management Plan: contains the human resource plan which identifiestraining strategies and plans for developing the project team. As the projecttraining strategies and plans for developing the project team. As the projectprogresses, items such as rewards, feedback, additional training, and disciplinaryactions are added to the plan as a result of ongoing team performance assessmentsand other forms of project team management.

Resource Calendars: identifies times that project team members can participate inteam development activities.


Interpersonal skills: sometimes known as 'soft skills,' are particularly important toteam development. By understanding the sentiments of project team members,anticipating their actions, acknowledging their concerns, and following up on theirissues, the project management team can greatly reduce problems and increasecooperation. Skills such as empathy, influence, creativity, and group facilitation arecooperation. Skills such as empathy, influence, creativity, and group facilitation arevaluable assets when managing the project team

Training: Training includes all activities designed to enhance the competencies of theproject team members. Training can be formal or informal. Examples of trainingmethods include classroom, online, computer-based, on-the-job training from anotherproject team member, mentoring, and coaching. If project team members lacknecessary management or technical skills, such skills can be developed as part of theproject work. Scheduled training takes place as stated in the staffing managementplan. Unplanned training takes place as a result of observation, conversation, andproject performance appraisals conducted during the controlling process of managingthe project team.

Team-Building activities: Team-building activities can vary from a five-minuteagenda item in a status review meeting to an off-site, professionally facilitatedexperience designed to improve interpersonal relationships. Their objective is to helpindividual team members work together effectively. Team- building strategies areparticularly valuable when team members operate virtually from remote locations,


particularly valuable when team members operate virtually from remote locations,without the benefit of face-to-face contact. Informal communications and activities canhelp in building trust and establishing good working relationships.

One theory states that there are five stages of development that teams may go through.Usually these stages occur in order. However, it’s not uncommon for a team to getstuck in a particular stage or slip to an earlier stage. Those stages are: Forming-Storming – Norming - Performing- Adjourning

The duration of a particular stage depends upon team dynamics, team size, and teamleadership. Project managers should have a good understanding of team dynamics inorder to move their team members through all stages in an effective manner.


Ground Rules: Ground rules establish clear expectations regarding acceptablebehavior by project team members. Early commitment to clear guidelines decreasesmisunderstandings and increases productivity. The process of discussing ground rulesallows team members to discover values that are important to one another. All projectteam members share responsibility for enforcing the rules once they are established.team members share responsibility for enforcing the rules once they are established.

Co-location: Co-location involves placing many or all of the most active project teammembers in the same physical location to enhance their ability to perform as a team.Co-location can be temporary, such as at strategically important times during theproject, or for the entire project. Co-location strategy can include a meeting room,sometimes called a war room, with electronic communication devices, places to postschedules, and other conveniences that enhance communication and a sense ofcommunity. While co-location is considered good strategy, the use of virtual teamswill reduce the frequency that team members are located together.

Recognition and rewards


Recognition and rewards: Part of the team development process involvesrecognizing and rewarding desirable behavior. The original plans concerning ways toreward people are developed during Human Resource Planning . Award decisions aremade, formally or informally, during the process of managing the project teamthrough performance appraisals.through performance appraisals.Only desirable behavior should be rewarded. For example, the willingness to workovertime to meet an aggressive schedule objective should be rewarded or recognized;needing to work overtime as the result of poor planning should not be rewarded. Win-lose (zero sum) rewards that only a limited number of project team members canachieve, such as team member of the month, can hurt team cohesiveness. Rewardingwin-win behavior that everyone can achieve, such as turning in progress reports ontime, tends to increase support among team members.Recognition and rewards should consider cultural differences. For example,developing appropriate team rewards in a culture that encourages individualism canbe difficult.

Outputs

Team performance assessments: As development efforts such as training, teambuilding, and co-location are implemented, the project management team makes informalor formal assessments of the project team's effectiveness. Effective team developmentstrategies and activities are expected to increase the team's performance, which increasesthe likelihood of meeting project objectives. The evaluation of a team's effectiveness canthe likelihood of meeting project objectives. The evaluation of a team's effectiveness caninclude indicators such as:

− Improvements in skills that allow a person to perform assigned activities moreeffectively

− Improvements in competencies and sentiments that help the team perform betteras a group

− Reduced staff turnover rate

Enterprise environmental factors updates: eg.: personnel administration. Includingupdates for employee training records and skill assessments.

Inputs Project Staff assignmentProject Management PlanTeam performance assessmentsPerformance reportsOrganizational process assets


Outputs

Observation and conversationProject performance appraisalsConflict managementIssue logInterpersonal skills

Enterprise environmental factors updatesOrganizational process assets updatesChange requestsProject management plan updates

Inputs

Project Staff assignment

Project Management Plan

Team performance assessments: The project management team makes ongoingformal or informal assessments of the project team's performance. By continuallyformal or informal assessments of the project team's performance. By continuallyassessing the project team's performance, actions can be taken to resolve issues, modifycommunication, address conflict, and improve team interaction.

Performance reports: Performance reports provide documentation aboutperformance against the project management plan. Examples of performance areas thatcan help with project team management include results from schedule control, costcontrol, quality control, scope verification, and procurement audits. The informationfrom performance reports and related forecasts assists in determining future humanresource requirements, recognition and rewards, and updates to the staffingmanagement plan.

Organizational process assets


Observation and conversation: Observation and conversation are used to stay intouch with the work and attitudes of project team members. The project managementteam monitors indicators such as progress toward project deliverables,accomplishments that are a source of pride for team members, and interpersonalissues.

Project performance appraisals: Objectives for conducting performance appraisalsduring the course of a project can include 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 forfuture time periods.The need for formal or informal project performance appraisals depends on thelength of the project, complexity of the project, organizational policy, labor contractrequirements, and the amount and quality of regular communication.


Conflict management: Successful conflict management results in greaterproductivity and positive working relationships. Sources of conflict include scarceresources, scheduling priorities, and personal work styles. Team ground rules, groupnorms, and solid project management practices, like communication planning andnorms, and solid project management practices, like communication planning androle definition, reduce the amount of conflict. When managed properly, differences ofopinion are healthy, and can lead to increased creativity and better decision-making.When the differences become a negative factor, project team members are initiallyresponsible for resolving their own conflicts. If conflict escalates, the project managershould help facilitate a satisfactory resolution. Conflict should be addressed early andusually in private, using a direct, collaborative approach. If disruptive conflictcontinues, increasingly formal procedures will need to be used, including the possibleuse of disciplinary actions.


Conflict management - continued: When handling conflict in a team environment,project managers should recognize the following characteristics of conflict and theconflict management process:

• Conflict is natural and forces a search for alternatives,• Conflict is a team issue,• Conflict is a team issue,• Openness resolves conflict,• Conflict resolution should focus on issues, not personalities, and• Conflict resolution should focus on the present, not the past.

The success of project managers in managing their project teams often depends agreat deal on their ability to resolve conflict. Different project managers may havedifferent conflict resolution styles. Factors that influence conflict resolution methodsinclude:

• Relative importance and intensity of the conflict,• Time pressure for resolving the conflict,• Position taken by players involved, and• Motivation to resolve conflict on a long-term or a short-term basis.


Conflict management - continued: There are six general techniques for resolvingconflict. As each one has its place and use, these are not given in any particular order:

• Withdrawing/Avoiding.• Smoothing/Accommodating.• Compromising.• Compromising.• Forcing.• Collaborating.• Confronting/Problem Solving.


Issue log: As issues arise in the course of managing the project team, a written logcan document persons responsible for resolving specific issues by a target date. Thelog helps the project team monitor issues until closure. Issue resolution addressesobstacles that can block the team from achieving its goals

Interpersonal skills: Project managers use a combination of technical, human, andconceptual skills to analyze situations and interact appropriately with team members.Using appropriate interpersonal skills aids project managers in capitalizing on thestrengths of all team members. Some of the interpersonal skills the project managersuse most often are leadership, influencing, effective decision making.

Outputs

Enterprise environmental factors updates

Organizational process assets updates

Change requests: Staffing changes can affect the rest of the project management plan.Change requests: Staffing changes can affect the rest of the project management plan.When staffing issues disrupt the project management plan, such as causing the scheduleto be extended or the budget to be exceeded, a change request can be processed throughthe Perform Integrated Change Control process. Staffing changes can include movingpeople to different assignments, outsourcing some of the work, and replacing teammembers who leave.Preventive actions are those that can be developed to reduce the probability and/orimpact of problems before they occur. These actions may include cross-training to reduceproblems during project team member absences and additional role clarification to ensureall responsibilities are fulfilled.

Project management plan updates

PMBOK - CAP 9 HRM

Documents

Transcript of PMBOK - CAP 9 HRM