pmbok 4th edition chapter 9 - project human resources management

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CHAPTER 9 PROJECT HUMAN RESOURCE MANAGEMENT Ahmad H. Maharma PMP®

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I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.this is the first presentations uploaded to Slide Share, For more information do not hesitate to contact me.Ahmad H. Maharma - PMP®Ramallah, Palestine Phone: + (972) (2) 2968644Mobile: + (972) (599) 001155 E-Mail: [email protected]

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Page 1: Pmbok 4th edition   chapter 9 - Project Human Resources Management

CHAPTER 9

PROJECT HUMAN RESOURCE MANAGEMENT

Ahmad H. Maharma PMP®

Page 2: Pmbok 4th edition   chapter 9 - Project Human Resources Management

PM Knowledge Areas & Process Groups

PM 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

Close Project

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

Schedule Control

Project Cost Management

Estimating CostBudgeting Cost

Control 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

ProjectCommunications Management

Identify Stakeholders Plan Communications Distribute Information Manage stakeholders expectations

Performance Reporting

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

Page 3: Pmbok 4th edition   chapter 9 - Project Human Resources Management

10. Project Human Resource Management

PlanningProcesses

Monitoring &Controlling Processes

Enter phase/Start project

Exit phase/End project

InitiatingProcesses

ClosingProcesses

ExecutingProcesses

Knowledge AreaProcess

I iti ti Pl i E ti Monitoring & Cl iInitiating Planning Executing gContol Closing

HumanR

Develop Human R Pl

Acquire Project TeamDevelop Project TeamResource Resource Plan p jManage Project Team

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Project Human Resource Management

• Include the process that organize, manage, and lead the project team.p j

• Early involvement and participation of team members b fitbenefits:– add their expertise during the planning process – strengthens their commitmentstrengthens their commitment

• Tips: Understand clearly the role andTips: Understand clearly the role and responsibilities of Project Sponsor/Initiator, the team stakeholders functional managerthe team, stakeholders, functional manager, PM, portfolio manager, program manager

Page 5: Pmbok 4th edition   chapter 9 - Project Human Resources Management

Team Building Activities (Tools & Techniques)Tuckman’s stage of team formation and development:development:

1. FORMING– The team meets and learns about the project and what their roles and responsibilities.

2. STORMING– Address the project work, technical decisions and the project management approach. 

Conflict/disagreement may occurs.3. NORMING

W k t th d dj t k h bit d b h i th t t th t– Work together and adjust work habits and behavior that support the team.4. PERFORMING

– Being a well‐organized unit5. ADJOURNING5. ADJOURNING

– Team completes the work and move on from the project.

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Motivation Theory: Maslow’s Hierarchy of NeedsHierarchy of Needs

Higher Level of Needs

Basic Needs

Image source: http://theskooloflife.com/wordpress/self-actualization-in-the-maslow-hierarchy/

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Motivation Theory: McGregor’s X & Y TheoryTheory

• Theory X

– People tends to be negative, passive e.g. incapable, avoid responsibility, need to be watched

– Extrinsic Motivationh• Theory Y– People tends to be positive e.g. want to achieve, willing to work 

without supervision, can direct their own effort– Intrinsic Motivation

Page 8: Pmbok 4th edition   chapter 9 - Project Human Resources Management

Motivation Theory: Acquired Needs TheoryTheory

• David McClelland’s Theory

l d b f h hPeople are motivated by one of the three needsNeeds Behavioral Style

Achievement (N-Ach)

These people should be given projects that are challenging but are reachableThey like recognition

Affiliation (N-Affil)

These people work best when cooperating with othersThey seek approval rather than recognition

Power (N-Pow)

People whose need for power is socially oriented, should be allowed to manager othersThese people like to organize and influence othersothers

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Motivation Theory: Two Factors TheoryTheory

• Herzberg’s 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

Hygiene Factors

- Working condition- Salary- Personal life- Relationship at work- Security- Status

Motivation Factors

- Responsibility- Self actualization

P f i l th- Professional growth- Recognition

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Conflict Management.• 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.g1. 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.

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Conflict Management• General techniques to resolve conflict

CollaboratingForcing

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.f

Compromising

Searching for solution that bring some degree of satisfaction to all eh

avio

rs th

at

ocus

ed o

n se

lf

Confronting & Problem Solving

Treating conflict as problem to be solved by examining alternatives; Withdrawing/Avoiding Smoothing/Accommodating

some degree of satisfaction to all parties.

B fo

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.

Behaviors that focused on others

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Exercise: Conflict ManagementDescription 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."

Smoothing

“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!"

Forcing

"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 "

Confronting

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

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Problem Solving

• The important thing  to realize about problems is if they  are not solved completely they just return again and againnot solved completely,  they  just return again and again. 

• The process of problem solving has these steps 

1. Define the cause of the problem2. Analyze the problemy p3. Identify solution4. Implement a decision4. Implement a decision5. Review the decision, and confirm that the 

problem is solved.p

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Project Manager PowerA Project Manager may yield authority over the project team in one of the following ways 

Formal (Legitimate) P d P j M i i– Formal (Legitimate) ‐ Power due to Project Managers position

– Reward – Power stems from giving rewards.

– Penalty (Coercive) – Power due to afraid of the power the Project ManagerPenalty (Coercive)  Power due to afraid of the power the Project Manager holds.

– Expert (Technical) – Comes from being technical or project management expert.p

– Referent – Power of charisma and fame. Make another person liking/respecting the Project Manager.

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.

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Management & Leadership Style• Autocratic

– Top down approach. The manager has power to do whatever she/he wants.– Sometime appropriate when decisions must be made for emergency 

situation or time pressure.

• Democratic/Participative– Encouraging team participation in the decision making process

Best used for people whose behavior fit with theory Y– Best used for people whose behavior fit with theory Y

• Laissez‐faire  ‐ a French term means “leave alone”

– The manager is not directly involve in the work of the team.– Effective for highly skilled team

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Important Terms• Halo Effect

The assumption that because the person is good at technical, he will be good as a project manager.a project manager.

• ArbitrationA method to resolve conflict. A neutral party hears and resolve a dispute.

E t Th• Expectancy Theory  ‐ Victor H. Vroom 

This is a motivation factor. People put in more efforts because they accept to be rewarded for their efforts.

P i it (P k )• Perquisites (Perks)Some employees receives special rewards e.g. parking spaces, corner offices, executive dining.

F i B fi• Fringe BenefitsStandard benefits formally given to all employees, such as insurance, education benefits and profit benefits.

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Project Manager Interpersonal Skills

• Leadership• Team building• Team building• Motivation• Communicating• Communicating• InfluencingD i i M ki• Decision Making

• Political and cultural awarenessN i i• Negotiation

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Project Human Resource Management Processes

Project Human Resource Management includes the processesthat organize, manage, and lead the project team. The projectt 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 projectplanning 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 commitmentto the projectto the project.

Page 19: Pmbok 4th edition   chapter 9 - Project Human Resources Management

Project Human Resource Management Processes

9.1 Develop Human Resource Plan‐The process of identifyingand documenting project roles, responsibilities, and requiredkill ti l ti hi d ti t ffiskills, reporting relationships, and creating a staffingmanagement plan.

9.2 Acquire Project Team‐The 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 Team‐The process of improving thecompetencies, team interaction, and the overall teamenvironment to enhance project performance.

9.4 Manage Project Team‐The process of tracking team memberperformance, providing feedback, resolving issues, andmanaging changes to optimize project performancemanaging changes to optimize project performance.

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Project Human Resource Management Processes

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.

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M i d l di h j l i l d b i

Project Human Resource Management ProcessesManaging and leading the project team also includes, but is notlimited 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.

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Project Human Resource Management Processes

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 breakdown

structure, additional team members may need to be acquired., y q• As additional team members are acquired, their experience

levels, 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, orplanned 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.

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Page 24: Pmbok 4th edition   chapter 9 - Project Human Resources Management

9.1 Develop Human Resource PlanDevelop Human Resource Plan is the process of identifying anddocumenting 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 project success.

• The human resource plan documents project roles and responsibilities,j t i ti h t d th t ffi t l i l di thproject organization charts, and the staffing management plan including the

timetable for staff acquisition and release.

• lt may also include identification of training needs, team‐building strategies,plans for recognition and rewards programs, compliance considerations,safety issues, and the impact of the staffing management plan on the

i tiorganization.

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Page 26: Pmbok 4th edition   chapter 9 - Project Human Resources Management

9.1.1 Develop Human Resource Plan: lnputs.1 Activity Resource Requirements:

Human Resource planning uses activity resourcerequirements to determine the human resource needs for theproject.

The preliminary requirements regarding the required peopleand competencies for the project team members arep p jprogressively elaborated as part of the human resourceplanning process.

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9.1.1 Develop Human Resource Plan: lnputs.2 Enterprise Environmental Factors:

The enterprise environmental factors (Section 1 .8) that can influence the Develop Human Resource Plan process include, but are not limited to:• Organizational culture and structure• Organizational culture and structure,• Existing human resources,• Personnel administration policies, andp ,• Marketplace conditions.

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Page 29: Pmbok 4th edition   chapter 9 - Project Human Resources Management

9.1.1 Develop Human Resource Plan: lnputs.3 Organizational Process Assets:

The organizational process assets that can influence theproject team with the Develop Human Resource Plan processinclude, but are not limited to:• Organizational standard processes and policies and• Organizational standard processes and policies andstandardized role descriptions,

• Templates for organizational charts and positiondescriptions, and Historical information on organizationalstructures that have worked in previous projects.

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5.1.2 Develop Human Resource Plan: Tools and Techniques

.1 Organization Charts and Position Descriptions:Various formats exist to document team member roles andresponsibilities. Most of the formats fall into one of threetypes: hierarchical, matrix, and text‐oriented. Additionally,some project assignments are listed in subsidiary projectp j g y p jmanagement plans such as the risk, quality, or communicationplans.

Regardless of the method utilized, the objective is to ensurethat each work package has an unambiguous owner and thatthat each work package has an unambiguous owner and thatall team members have a clear understanding of theirroles and responsibilities.

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5.1.2 Develop Human Resource Plan: Tools and Techniques

.2 Networking:•Networking is the formal and informal interaction with others in an

i ti i d t f i l i torganization, industry, or professional environment.

•lt is a constructive way to understand political and interpersonal factorsthat will impact the effectiveness of various staffing management options.

•Human resources networking activities include proactivecorrespondence, luncheon meetings, informal conversations includingmeetings and events, trade conferences, and symposia.

•Networking can be a useful technique at the beginning of a project.

•lt can also be an effective way to enhance project managementlt can also be an effective way to enhance project managementprofessional development during the project and after the protect ends.

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Page 33: Pmbok 4th edition   chapter 9 - Project Human Resources Management

5.1.2 Develop Human Resource Plan: Tools and Techniques

.3 0rganizational Theory:0rganizational theory provides information regarding the wayin which people, teams, and organizational units behave.

Effecti e se of this information can shorten the amo nt 0fEffective use of this information can shorten the amount 0ftime, cost, and effort needed t0 create the human resourceplanning outputs and improve the likelihood that theplanning will be effective.

lt is important to recognize that different organizationalstructures have different individual response, individualperformance, and pers0nal relationship characteristics.p , p p

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Page 35: Pmbok 4th edition   chapter 9 - Project Human Resources Management

9.1.3 Develop Human Resource Plan: 0utputs

.1 Human Resource Plan:The human resource plan, a part of the project managementplan, provides guidance on how project human resourcesshould be defined, staffed, managed, controlled, andeventually released.yThe human resource plan should include, but not be limitedto, the following:• Roles and responsibilities. The following should be

addressed when listing the roles and responsibilitiesneeded to complete a project:needed to complete a project:

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9.1.3 Develop Human Resource Plan: 0utputs

• Role. The label describing the portion of a project for which aperson is accountable.

• Authority. The right to apply project resources, makedecisions, and sign approvals.

• Responsibility The work that a project team member is• Responsibility. The work that a project team member isexpected t0 perform in order to complete the project'sactivities.

• Competency. The skill and capacity required to completeproject activities. lf project team members do not possessrequired competencies, performance can be jeopardized.required competencies, performance can be jeopardized.When such mismatches are identified, proactive responsessuch as training, hiring, schedule changes, or scope changesare initiatedare initiated.

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9.1.3 Develop Human Resource Plan: 0utputs• Project organization charts. A project organization chart is a graphic

display of project team members and their reporting relationships.• Staffing management plan. The staffing management plan, a part ofStaffing management plan. The staffing management plan, a part of

the human resources plan within the project management plan,describes when and how human resource requirements will bemet.met.– Staff acquisition– Resource calendars– Staff release plan– Training needs– Recognition and rewards– Recognition and rewards.– Compliance.– Safety Policies and procedures that protect team members from

safety hazards can be included in the staffing management planas well as the risk register.

Page 38: Pmbok 4th edition   chapter 9 - Project Human Resources Management
Page 39: Pmbok 4th edition   chapter 9 - Project Human Resources Management

9.2 Acquire Project Team

Acquire Project Team is the process of confirming humanresource availability and obtaining the team necessary to

l t j t i tcomplete project assignments.

The project management team may or may not have directThe project management team may or may not have directcontrol over team member selection because of collectivebargaining agreements, use of subcontractor personnel, matrix

j i i l l iproject environment, internal or external reportingrelationships, or other various reasons.

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9.2.1 Acquire Project Team: lnputs.1 Project Management Plan:

The project management plan described in Section 4.2‐3.1contains the human resource plan which has the followingcontains the human resource plan which has the followinginformation that is used to provide guidance on how projecthuman resources should be identified, staffed, managed,controlled, and eventually released.It includes:

• Roles and responsibilities defining the positi0ns skills and• Roles and responsibilities defining the positi0ns, skills, andcompetencies that the project demands,

• Project organization charts indicating the number of peopleneeded for the project, and

• Staffing management plan delineating the time periods eachproject team member will be needed and other informationproject team member will be needed and other informationimportant to acquiring the project team.

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Page 42: Pmbok 4th edition   chapter 9 - Project Human Resources Management
Page 43: Pmbok 4th edition   chapter 9 - Project Human Resources Management

9.2.2 Acquire Project Team: Tools and Techniques

.1 Pre‐Assignment:When project team members are selected in advance they areconsidered pre‐assigned.

This sit ation can occ r if the project is the res lt of specificThis situation can occur if the project is the result of specificpeople being promised as part of a competitive proposal, ifthe project is dependent upon the expertise of particularpersons, or if some staff assignments are defined within theproject charter.

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9.2.1 Acquire Project Team: lnputs.2 Enterprise Environmental Factors:

The enterprise environmental factors that can influence theAcquire Project Team process include but are not limited to:Acquire Project Team process include, but are not limited to:• Existing information for human resources including who is

available, their competency levels, their prior experience,h k h d htheir interest in working 0n the project and their cost rate;

• Personnel administration policies such as those that affectoutsourcing;g;

• 0rganizational structure as described in Section 2.4.2i and• Location or multiple locations.

.3 Organizational Process Assets:The organizational process assets that can influence the AcquireProject Team process include but are not limited toProject Team process include, but are not limited to,organization standard policies, processes, and procedures.

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9.2.2 Acquire Project Team: Tools and Techniques.2 Negotiation:

Staff assignments are negotiated on many projects. Forexample the project management team may need toexample, the project management team may need tonegotiate with:

• Functional managers to ensure that the project receives appropriatelycompetent staff in the required time frame, and that the project teammembers will be able, willing, and authorized to work on the projectuntil their responsibilities are completed,

• Other project management teams within the performing organizationto appropriately assign scarce or specialized human resources, and

• External organizations, vendors, suppliers, contractors, etc., forappropriate, scarce, specialized, qualified, certified, or other suchspecified human resources.

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9.2.2 Acquire Project Team: Tools and Techniques

.3 Acquisition:When the performing organization lacks the in‐house staffneeded to complete a project, the required services may beacquired from outside sources. This can involve hiringindividual consultants or subcontracting work to anothergorganization.

.4 Virtual Teams:The use of virtual teams creates new possibilities whenacquiring project team members. Virtual teams can bedefined as groups of people with a shared goal who fulfilldefined as groups of people with a shared goal who fulfilltheir roles with little or no time spent meeting face to face.The availability of electronic communication such as e‐mail,audio conferencing web based meetings and videoaudio conferencing, web‐based meetings and videoconferencing has made such teams feasible.

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9.2.3 Acquire Project Team: 0utputs

.1 Project Staff Assignments:The project is staffed when appr0priate people have beenassigned through the previously described methods. Thedocumentation of these assignments can include a projectteam directory, memos to team members, and namesy, ,inserted into other parts of the project management plan,such as project organization charts and schedules.

2 R C l d.2 Resource Calendars:Resource calendars document the time periods that eachproject team member can work on the project. Creating aproject team member can work on the project. Creating areliable schedule depends on having a good understanding ofeach person's schedule conflicts, including vacation time andcommitments to other projects to accurately document teamcommitments to other projects, to accurately document teammember availability.

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9.2.3 Acquire Project Team: 0utputs

.3 Project Management Plan Updates:Elements of the pr0ject management plan that may beupdated include, but are not limited to the human resourcesplan.

For example, when specific people are assigned to projectrules and responsibilities, there may not be an exact fitbetween the staffing requirements indicated in the humanresource plan and the individual.

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9.3 Develop Project TeamDevelop Project Team is the process of improving thecompetencies, team interaction, and the overall teamenvironment to enhance project performance.environment to enhance project performance.

Project managers should acquire skills to identify, build,maintain, motivate,l d d i i j hi hi h f dlead, and inspire project teams to achieve high team performance and tomeet the project's objectives.

Teamwork is a critical factor for project success, and developing effectiveproject teams is one of the primary responsibilities of the project managerProject managers should create an environment that facilitates teamwork.

Project managers should continually motivate their team by providingchallenges and opportunities, by providing timely feedback and support asneeded, and by recognizing and rewarding good performance.

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Page 51: Pmbok 4th edition   chapter 9 - Project Human Resources Management
Page 52: Pmbok 4th edition   chapter 9 - Project Human Resources Management

9.3 Develop Project Team

Objectives of developing a project team include, but are notlimited to:• lmprove knowledge and skills of team members in order toincrease their ability to complete project deliverables, whilelowering costs, reducing schedules, and improving quality;g , g , p g q y;

• lmprove feelings of trust and agreement among teammembers in order to raise morale, Iower conflict, and increase

k dteam work; and• Create a dynamic and cohesive team culture to improve bothindividual and team productivity, team spirit, and cooperation,individual and team productivity, team spirit, and cooperation,and to allow cross‐training and mentoring between teammembers to share knowledge and expertise.

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9.3.1 Develop Project Team: lnputs

.1 Project Staff Assignments:Team development starts with a list of the project teammembers. Project staff assignment documents identify thepeople who are on the team.

2 Project Management Plan:.2 Project Management Plan:The project management plan contains the human resourceplan which identifies training strategies and plans fordeveloping the project team.

.3 Resource Calendars:R l d id tif ti h th j t tResource calendars identify times when the project teammembers can participate in team development activities.

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9.3.2 Develop Project Team: Tools and Techniques

.1 lnterpersonal Skills:

These are sometimes known as "soft skills," and areparticularly important to team development.

The project management team can greatly reduce problemsand increase cooperation by understanding the sentiments ofp y gproject team members, anticipating their actions,acknowledging their concerns, and following up on theirissues Skills such as empathy influence creativity and groupissues. Skills such as empathy, influence, creativity, and groupfacilitation are valuable assets when managing the projectteam.

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9.3.2 Develop Project Team: Tools and Techniques.2 Training:

Training includes all activities designed to enhance thecompetencies of the project team memberscompetencies of the project team members.Training can be formal or informal. Examples of trainingmethods include classroom, online, computer‐based, on‐the‐job training from another project team member, mentoring,and coaching.lf project team members lack necessary management orlf project team members lack necessary management ortechnical skills, such skills can be developed as part of theproject work. Scheduled training takes place as stated in thehuman resource plan. Unplanned training takes place as aresult of observation, conversation, and project performanceappraisals conducted during the controlling process ofpp g g pmanaging the project team.

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9.3.2 Develop Project Team: Tools and Techniques

.3 Team‐Building Activities:Team‐building activities can vary from a five‐minute agendaitem in a status review meeting to an off‐site, professionallyfacilitated experience designed to improve interpersonalrelationships.pThe objective of team‐building activities is to help individualteam members work together effectively.Team‐building strategies are particularly valuable when teammembers operate from remote locations without the benefitof face‐to‐face contact.of face to face contact.Informal communication and activities can help in buildingtrust and establishing good working relationships.

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9.3.2 Develop Project Team: Tools and TechniquesOne theory states that there are five stages of development that teams maygo through. Usually these stages occur in order.

• Forming: This phase is where the team meets and learns about theproject and what their formal roles and responsibilities are. Teammembers tend to be independent and not as open in this phase.

• Storming: During this phase, the team begins to address the projectwork, technical decisions, and the project management approach.

• Norming: ln the norming phase, team members begin to work togetherand adjust work habits and behaviors that support the team, The teambegins to trust each other.

• Performing: Teams that reach the performing stage function as a well‐organized unit. They are interdependent and work thr0ugh issuessmoothly and effectively.

• Adjourning: ln the adjourning phase, the team completes the work andmoves on from the project.

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9.3.2 Develop Project Team: Tools and Techniques

.4 Ground Rules:Ground rules establish clear expectations regardingacceptable behavior by project team members.Early commitment to clear guidelines decreasesmisunderstandings and increases productivitymisunderstandings and increases productivity.Discussing ground rules allows team members to discovervalues that are important to one another.AII project team members share responsibility for enforcingthe rules once they are established.

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9.3.2 Develop Project Team: Tools and Techniques

.5 Co‐location:Co‐location involves placing many or all of the most activeproject team members in the same physical location toenhance their ability to perform as a team. Co‐location can betemporary, such as at strategically important times during thep y, g y p gproject, or for the entire project.Co‐location strategies can include a team meeting room,l h d l d h i hplaces to post schedules, and other conveniences that

enhance communication and a sense of community.

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9.3.2 Develop Project Team: Tools and Techniques

.6 Recognition and Rewards:Part of the team development process involves recognizingand rewarding desirable behavior. The original plansconcerning ways in which to reward people are developedduring the Develop Human Resource Plan process.g p plt is important to recognize that a particular reward given toany individual will only be effective if it satisfies a need whichi l d b h i di id lis valued by that individual.0nly desirable behavior should be rewarded. For example, thewillingness to work overtime to meet an aggressive schedulewillingness to work overtime to meet an aggressive scheduleobjective should be rewarded or recognized; needing to workovertime as the result of poor planning by the team membershould not be rewardedshould not be rewarded.

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9.3.3 Develop Project Team: 0utputs

.1 Team Performance Assessments:As project team development efforts such as training, teambuilding, and co‐location are implemented, the projectmanagement team makes formal or informal assessments ofthe project team's effectiveness.p jEffective team development strategies and activities areexpected to increase the team's performance, whichi h lik lih d f i j bj iincreases the likelihood of meeting project objectives.Team performance assessment criteria should be determinedby all appropriate parties and incorporated in the Developby all appropriate parties and incorporated in the DevelopProject Team inputs. This is especially important in contract‐related or collective bargaining projects.

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9.3.3 Develop Project Team: 0utputsThe evaluation of a team's effectiveness may include indicators such as:

• lmprovements in skills that allow individuals to perform assignmentsmore effectively,

• lmprovements in competencies that help the team perform better as ateam,

• Reduced staff turnover rate, and,• Increased team cohesiveness where team members share information

and experiences openly and help each other to improve the overallproject performance.p j p

.2 Enterprise Environmental Factors Updates:The enterprise environmental factors that may be updated as a result ofThe enterprise environmental factors that may be updated as a result ofthe Develop Project Team process include, but are not limited to,personnel administration, including updates for employee training recordsand skill assessments.and skill assessments.

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9.4 Manage Project Team

Manage Project Team is the process of tracking team memberperformance, providing feedback, resolving issues, and

i h t ti i j t fmanaging changes to optimize project performance.The project management team observes team behavior,manages conflict, resolves issues, and appraises team memberg , , ppperformance.

As a result of managing the project team, change requests aresubmitted, the human resource plan is updated, issues areresolved input is provided for performance appraisals andresolved, input is provided for performance appraisals, andlessons learned are added to the organization's database.Project managers should provide challenging assignments toteam members and provide recognition for high performance.

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9.4.1  Manage Project Team: lnputs

.1 Project Staff Assignments:Project staff assignments provides documentation whichincludes the list of project team members.

2 Project Management Plan.2 Project Management Plan:The project management plan contains the human resourceplan (Section 9.1.3.1).p ( )The human resource plan includes, but is not limited to:o Roles and responsibilities,o Project organization, ando The staffing management plan.

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3 T P f A t

9.4.1  Manage Project Team: lnputs.3 Team Performance Assessments:

The project management team makes ongoing formal or informalassessments of the project team's performance.By continually assessing the project team's performance, actions can betaken to resolve issues, modify communication, address conflict, andimprove team interaction.

.4 Performance Reports:Performance reports provide documentation about the current projectstatus compared to project forecasts. Performance areas that can helpwith project team management include results from schedule control, costcontrol, quality control, and scope verification. The information fromperformance reports and related forecasts assists in determining futurehuman resource requirements, recognition and rewards, and updates tothe staffing management plan.

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9.4.1  Manage Project Team: lnputs

.5  Organizational Process Assets:The organizational process assets that can influence the Manage Project Team process include, but are not limited to:• Certificates of appreciation,• Ne sletters• Newsletters,• Websites,• Bonus structuresBonus structures,• Corporate apparel, and• Other organizational perquisites.

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9.4.2 Manage Project Team: Tools and Techniques

.1 Observation and Conversation:Observation and conversation are used to stay in touch withthe work and attitudes of project team members. The projectmanagement team monitors progress toward projectdeliverables, accomplishments that are a source of pride for, p pteam members, and interpersonal issues.

.2 Project Performance Appraisals:0bjectives for conducting performance appraisals during thecourse of a project can include clarification of roles andresponsibilities, constructive feedback to team members,responsibilities, constructive feedback to team members,discovery of unknown or unresolved issues, development ofindividual training plans, and the establishment of specificgoals for future time periodsgoals for future time periods.

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9.4.2 Manage Project Team: Tools and Techniques

.3 Conflict Management:Conflict is inevitable in a project environment. Sources ofconflict include scarce resources, scheduling priorities, andpersonal work styles.Team ground rules group norms and solid projectTeam ground rules, group norms, and solid projectmanagement practices like communication planning and roledefinition, reduce the amount of conflict.Successful conflict management results in greater pr0ductivityand positive working relationships.When managed properly differences of opinion can lead toWhen managed properly, differences of opinion can lead toincreased creativity and better decision making..

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9.4.2 Manage Project Team: Tools and Techniques

When handling conflict in a team environment, project managersshould recognize the following characteristics of conflict and the

fli t tconflict 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,, p ,and

• Conflict resolution should focus on the present, not the past.

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9.4.2 Manage Project Team: Tools and TechniquesThere are six general techniques for resolving conflict. As each one has itsplace and use, these are not given in any particular order:

• Withdrawing/Avoiding: Retreating from an actual or potential conflictWithdrawing/Avoiding: Retreating from an actual or potential conflictsituation.

• Smoothing/Accommodating: Emphasizing areas of agreement ratherthan areas of differencethan areas of difference

• Compromising: Searching for solutions that bring some degree ofsatisfaction to all parties

• Forcing: Pushing one’s viewpoint at the expense of others, offers onlywin-lose solutions

• Collaborating: Incorporating multiple viewpoints and insights fromCollaborating: Incorporating multiple viewpoints and insights fromdiffering perspectives: leads to consensus and commitment.

• Confronting/Problem Solving: Treating conflict as a problem to besolved by examining alternatives: requires a give and take attitude andsolved by examining alternatives: requires a give-and-take attitude andopen dialogue.

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9.4.2 Manage Project Team: Tools and Techniques

.4 Issue Log: Issues arise in the course of managing the project team.A written log documents and helps monitor who is responsible for

l i ifi i b t t d tresolving specific issues by a target date.

5 Interpersonal Skills:.5 Interpersonal Skills:Project managers use a combination of technical, human andconceptual skills to analyze situations and interact appropriately withteam members.These include:

L d hi• Leadership:• Influencing:• Effective Decision-Making• Effective Decision-Making

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9.4.3 Managing Project Team: Outputs.1:  Enterprise Environmental Factors Updates:

• Inputs to organizational performance appraisals• Personnel skill updates

.2:  Organizational Process Assets Updates:• Historical information and lessons learned documentation• Templates and• Templates, and• Organizational standard processes

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9.4.3 Managing Project Team: Outputs.3 Change Requests:

Staffing changes, whether by choice or by uncontrollable events, canaffect the rest of the project management plan.p j g pWhen staffing issues disrupt the project management plan, such ascausing the schedule to be extended or the budget to be exceeded, achange request can be processed through the perform lntegrated changeg q p g p g gcontrol process.Staffing changes can include moving people to different assignments,outsourcing some of the work, and replacing team members who leaveg , p gpreventive actions are those that can be developed to reduce theprobability and/or impact of problems before they occur.These actions may include cross‐training to reduce problems duringy g p gproject team member absences and additional role clarification to ensureall responsibilities are fulfilled.

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9.4.3 Managing Project Team: Outputs.4 Project Management Plan Updates:

Elements of the project management plan that may beupdated include, but are not limited to, the staffingmanagement Plan.

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For more information do not hesitate to contact me.

Ahmad H. Maharma ‐ PMP®

• Ramallah, Palestine • Phone: + (972) (2) 2968644• Mobile: + (972) (599) 001155

E‐Mail: [email protected]