Pmbok 4th edition chapter 9 - Project Human Resources Management
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Microsoft PowerPoint - PMBOK - Chapter 9 [Compatibility Mode]
Ahmad H. Maharma PMP
PMKnowledgeAreas&ProcessGroupsPM Process Groups / KnowledgeArea Processes
Initiating Process Group
Planning Process Group Executing Process Group
Monitoring & Controlling Process Group
Closing Process Group
Project Develop Project Charter Develop Project Management Direct and Manage Project Monitor and Control Project Work Close ProjectProject Management Integration
Develop Project Charter Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project WorkIntegrated Change Control
Project Scope Management
Collect requirementsDefine ScopeCreate WBS
Verify ScopeControl Scope
Project Time Define Activity Schedule ControlProject Time Management
Define Activity Sequence ActivityEstimating ResourceEstimating Duration Develop Schedule
Project Cost Management
Estimating CostBudgeting Cost
Project Quality Management
Quality Planning Perform Quality Assurance Perform Quality Control
Project HR Management
Human Resources Planning Acquire Project TeamDevelop Project TeamManage Project Team
Identify Stakeholders Plan Communications Distribute Information Manage stakeholders expectations
Project Risk Management
Plan Risk ManagementRisk IdentificationQualitative / Quantitative Risk Analysis
Risk Monitoring and Control
yRisk Response Planning
Project Procurement Management
Plan procurement Conduct procurement Administer Contract Close procurement
Monitoring &Controlling Processes
Enter phase/Start project
Exit phase/End project
I iti ti Pl i E ti Monitoring & Cl iInitiating Planning Executing gContol Closing
Develop Human R Pl
Acquire Project TeamDevelop Project TeamResource Resource Plan p jManage Project Team
addtheirexpertise duringtheplanningprocess strengthens their commitmentstrengthenstheircommitment
Tips: Understand clearly the role andTips:UnderstandclearlytheroleandresponsibilitiesofProjectSponsor/Initiator,
the team stakeholders functional managertheteam,stakeholders,functionalmanager,PM,portfoliomanager,programmanager
3. NORMINGW k t th d dj t k h bit d b h i th t t th t Worktogetherandadjustworkhabitsandbehaviorthatsupporttheteam.
4. PERFORMING Beingawellorganizedunit
5. ADJOURNING5. ADJOURNING Teamcompletestheworkandmoveonfromtheproject.
MotivationTheory:MaslowsHierarchy of NeedsHierarchyofNeeds
Higher Level of Needs
Image source: http://theskooloflife.com/wordpress/self-actualization-in-the-maslow-hierarchy/
l d b f h hPeoplearemotivatedbyoneofthethreeneedsNeeds Behavioral Style
These people should be given projects that are challenging but are reachable
They like recognitionAffiliation
(N-Affil) These people work best when cooperating with
others They seek approval rather than recognition
People whose need for power is socially oriented, should be allowed to manager others
These people like to organize and influence othersothers
Herzbergs Theory Job dissatisfaction due to lack of hygiene factors
J b ti f ti d t ti ti f t Job satisfaction due to motivation factors
- Working condition- Salary- Personal life- Relationship at work- Security- Status
- Responsibility- Self actualization
P f i l th- Professional growth- Recognition
ConflictManagement. Conflicts can be beneficial (an opportunities for improvement)
Conflicts is an inevitable consequence of organizational interactions.
Conflicts in the team are caused due to the following reasons in decreasing order of occurrences.g
1. Schedules2. Project priorities3. Resources4. Technical opinions4. Technical opinions
The most common cause of conflicts in projects are issues related to schedules (not personality differences)to schedules (not personality differences).
Conflict is best resolved by those involved in the conflict.
ConflictManagement General techniques to resolve conflict
Pushing ones viewpoint at the expense of others; Offers only win-
Incorporating multiple viewpoints and insights from differing
perspectives; Leads to consensus and commitment.
Searching for solution that bring some degree of satisfaction to all e
Confronting & Problem Solving
Treating conflict as problem to be solved by examining alternatives; Withdrawing/Avoiding Smoothing/Accommodating
some degree of satisfaction to all parties.
solved by examining alternatives;
Requires a give and take attitude and open dialogue.
Retreating from an actual or potential conflict situation.
Emphasizing areas of agreement rather than areas of difference.
Behaviors that focused on others
Exercise:ConflictManagementDescription Type of Resolving
It seems that the real problem here is not a lack of communication, but a lack of knowledge of what needs to be done and when Here is a copy of the project schedule
Confronting knowledge of what needs to be done and when. Here is a copy of the project schedule. It should help you understand what you need to know.
"Do it my way!" Forcing
"Let's calm down and get the job done!" SmoothingLet s calm down and get the job done! Smoothing
Let us do a little of what both of you suggest Compromising
Let's deal with this issue next week" Withdrawal
Sandy and Amanda, both of you want this project to cause as little distraction to your departments as possible. With that in mind, I am sure we can come to an agreement on the purchase of equipment and what is best for the project."
We have talked about new computers enough I do not want to get the computers ForcingWe have talked about new computers enough. I do not want to get the computers, and that is it!"
"Sandy, you say that the project should include the purchase of new computers, and Amanda, you say that the project can use existing equipment. I suggest we perform the
following test on the existing equipment to determine if it needs to be replaced "
following test on the existing equipment to determine if it needs to be replaced.
Let's what everyone thinks, and try to reach a consensus Collaborating
Theimportantthingtorealizeaboutproblemsisiftheyarenot solved completely they just return again and againnotsolvedcompletely,theyjustreturnagainandagain.
2. Analyzetheproblemy p3. Identifysolution4. Implement a decision4. Implementadecision5. Review thedecision,andconfirm thatthe
Formal (Legitimate) P d P j M i i Formal(Legitimate) PowerduetoProjectManagersposition Reward Powerstemsfromgivingrewards. Penalty (Coercive) Power due to afraid of the power the Project ManagerPenalty(Coercive) PowerduetoafraidofthepowertheProjectManager
Th b t f f EXPERT d REWARD The best forms of power: EXPERT and REWARD. Earned on your own: EXPERT
The worst choice: PENALTYDerived from position in the company: FORMAL REWARD and PENALTYDerived from position in the company: FORMAL, REWARD and PENALTY.
Best used for people whose behavior fit with theory Y BestusedforpeoplewhosebehaviorfitwiththeoryY
Laissezfaire aFrenchtermmeansleavealone Themanagerisnotdirectlyinvolveintheworkoftheteam.
Theassumptionthatbecausethepersonisgoodat technical,hewillbegoodasa project manager.aprojectmanager.
E t Th ExpectancyTheory VictorH.VroomThisisamotivationfactor.Peopleputinmoreeffortsbecausetheyaccepttobe
P i it (P k ) Perquisites(Perks)Someemployeesreceivesspecialrewardse.g.parkingspaces,corneroffices,
F i B fi FringeBenefitsStandardbenefitsformallygiventoallemployees,suchasinsurance,education
Leadership Team building Teambuilding Motivation Communicating Communicating Influencing
D i i M ki DecisionMaking Politicalandculturalawareness
N i i Negotiation
Project Human Resource Management includes the processesthat organize, manage, and lead the project team. The project
t i i d f th l ith i d l dteam is comprised of the people with assigned roles andresponsibilities for completing the project.
The type and number of project team members can change frequentlyas the project progresses.Project team members may also be referred to as the project's staffProject team members may also be referred to as the project s staff.
While the specific roles and responsibilities for the project teammembers are assigned, the involvement of all team members in project
planning and decision making can be beneficialplanning and decision making can be beneficial.Early involvement and participation of team members adds theirexpertise during the planning process and strengthens their commitment
to the projectto the project.
9.1 Develop Human Resource PlanThe process of identifyingand documenting project roles, responsibilities, and required
kill ti l ti hi d ti t ffiskills, reporting relationships, and creating a staffingmanagement plan.
9.2 Acquire Project TeamThe process of confirming humancqu e ojec ea p gresource availability and obtaining the team necessary tocomplete project assignments,
9 3 D l P j T Th f i i h9.3 Develop Project TeamThe process of improving thecompetencies, team interaction, and the overall teamenvironment to enhance project performance.
9.4Manage Project TeamThe process of tracking team memberperformance, providing feedback, resolving issues, and
managing changes to optimize project performancemanaging changes to optimize project performance.
The project management team is a subset of the project team and isresponsible for the project management and leadership activities such asinitiating planning executing monitoring controlling and closing the variousinitiating, planning, executing, monitoring, controlling, and closing the variousproject phases.
Thi l b f d t th ti l d hi tThis group can also be referred to as the core, executive, or leadership team.
For smaller projects, the project management responsibilities can be sharedby the entire team or administered solely by the project manager.
The project sponsor works with the project management team, typicallyassisting with matters such as project funding, clarifying scope, monitoringprogress, and influencing others in order to benefit the project.
M i d l di h j l i l d b i
ProjectHumanResourceManagementProcessesManaging and leading the project team also includes, but is not
limited to: lnfluencing the project team. Being aware of, and influencinglnfluencing the project team. Being aware of, and influencing
when possible, those human resource factors that may impactthe project. This includes team environment, geographicalIocations of team members communications amongIocations of team members, communications amongstakeholders, internal and external politics, cultural issues,organizational uniqueness, and other such people factors thatmay alter the project performance.
P f i l d thi l b h i Th j t t Professional and ethical behavior. The project managementteam should be aware of, subscribe to, and ensure that allteam members follow ethical behavior.
Examples of interactions (between Project Human ResourceManagement and other process) that require additional planningi l d th f ll i it tiinclude the following situations:
After initial team members create a work breakdownstructure, additional team members may need to be acquired., y q
As additional team members are acquired, their experiencelevels, or lack thereof, could increase or decrease project risk,
i h d f ddi i l i k l i dcreating the need for additional risk planning updates. When activity durations are estimated, budgeted, scoped, or
planned prior to identifying all project team members andplanned prior to identifying all project team members andtheir competency levels, the activity durations may be subjectto change.
9.1DevelopHumanResourcePlanDevelop Human Resource Plan is the process of identifying and
documenting project roles, responsibilities, and required skills,reporting relationships, and creating a staffing managementreporting relationships, and creating a staffing managementplan
Human resource planning is used to determine and identify humanresources with the necessary skills required for project successresources with the necessary skills required for...