Project Human Resource

Management

PMBOK- Project Management Body of

Knowledge

Book that outlines a set of standard terminology and guidelines for project
management

Published by the PMI (Project Management Institute) which is the worlds

largest not for profit organisation for the project management profession

PMBOK currently in its 5th edition

PMP (Project Management Professional) certification recognised worldwide

Project Human Resource Management

Four different human resource management processes:

1. Plan human resource management The process of identifying and

documenting project roles, responsibilities, required skills, reporting
relationships, and creating a staffing management.

2. Acquire project team - The process of confirming human resource

availability and obtaining the team necessary to complete project activities

3. Develop project team - The process of improving competencies, team

member interaction, and overall team environment to enhance project
performance

4. Manage project team - The process of tracking team member performance,

providing feedback, resolving issues, and managing changes to optimize
project performance

Plan Human Resource Management

Plan HR management input 1:

Project management plan

This refers to :

The project life cycle and the processes that will be applied to each phase

How work will be executed to accomplish the project objectives

A change management plan that documents how changes will be monitored

and controlled

A configuration management plan that documents how configuration

management will be performed

Needs and methods of communication among stakeholders

Plan HR management input 2:

Activity resource requirements

Activity resource planning refers to the decisions made in allocating human

resource needs to the project

Plan HR management input 3:

Enterprise environmental factors

These factors include:

Existing human resources

Organizational culture and structure

Geographical dispersion of project team members

Marketplace conditions

Plan HR management input 4:

Organisational Process Assessments

These organisational assets include:

Organizational standard processes, policies, and role descriptions

Templates for organizational charts and position descriptions

Lessons learned on organizational structures that have worked in previous

projects

Escalation procedures for handling issues within the team and within the
performing organization

Plan Human Resource Management

Plan HR management Tools & Techniques 1:

Organisational charts and position descriptions

Various formats exist, most fall under one of three heading types:
Hierarchical, matrixed, text-orientated

Purpose of these charts is to ensure each work package involved in the

project has an unambiguous owner

Plan HR management Tools &

Techniques 2: Networking

Networking is the formal and informal interaction with others in an

organization, industry, or professional environment

Plan HR management Tools &

Techniques 3: Organisational Theory

Organizational theory provides information regarding the way in which

people, teams, and organizational units behave

It is important to recognize that different organizational structures have

different individual response, individual performance, and personal
relationship characteristics

Plan HR management Tools &

Techniques 4: Expert judgement

Expert judgment is used to:

List the preliminary requirements for the required skills;

Assess the roles required for the project

Determine reporting relationships needed based on the organizational culture

Provide guidelines on lead time required for staffing, based on lessons

learned and market conditions

Identify risks associated with staff acquisition, retention, and release plans

Identify and recommend programs for complying with applicable government

and union contracts

Plan HR management Tools &

Techniques 5: Meetings

Meetings leverage a combination of other tools and techniques to allow for all
project management team members to reach consensus on the human
resource management plan

Plan HR management Output 1: Human

resource management plan

provides guidance on how project human resources should be defined,

staffed, managed, and eventually released

roles and responsibilities: responsibility, authority, competency

Project organization charts: graphical display of project team members

and their reporting relationships

Staffing management plan: staff acquisition, resource calendars, staff

release plan, training needs, recognition

Acquire Project Team

Acquire

Project Team is the process of confirming

human resource availability and obtaining the
team necessary to complete project activities.

Acquire Project Team

It is important that the following factors are considered during the
process of acquiring the project team:

The project manager should effectively negotiate and influence others.

Insufficient human resources or capabilities decrease the probability of

success.

If the human resources are not available due to constraints the project
manager may be required to assign alternative resources.

Acquire Project team: Inputs

Human resource Management Plan

The human resource management plan provides guidance on how project human
resources should be identified, staffed, managed, and eventually released .
Enterprise Environmental Factors

Existing information on human resources;

Personnel administration policies;

Organizational structure; and

Colocation or multiple locations.

Organizational Process Assets

Organizational standard policies, processes, and procedures.

Acquire Project team: tools and

techniques
Pre-assignment

When project team members are selected in advance, they are considered preassigned.
Negotiation

For example, the project management team may need to negotiate with:
Functional managers, other project management teams and External
organizations, vendors, suppliers, contractors, etc.
Acquisition

This can involve hiring individual consultants or subcontracting work to another

organization.

Acquire Project team: tools and

techniques
Virtual teams

Virtual teams can be defined as groups of people with a shared goal

who fulfill their roles with little or no time spent meeting face to face.
Multi-criteria decision Analysis

By use of a multi-criteria decision analysis tool, criteria are developed

and used to rate or score potential team members.

Availability, cost, Experience, Ability, Knowledge, Skills, Attitude,

International factors.

Acquire Project team: outputs

Project Staff Assignments

The project is staffed when appropriate people have been

assigned to the team.
Resource calendars

Resource calendars document the time periods that each project

team member is available to work on the project.
Project Management Plan updates

When gaps occur, the project management plan needs to be

updated to change the team structure, roles, or responsibilities.

Develop Project Team

The process of improving competencies, team member interaction, and
overall team environment to enhance project performance.

Input 1: Human resource Management Plan

It provides guidance on how project human resources should be defined,

staffed, managed, controlled, and eventually released and identifies
training strategies and plans for developing the project team.

Input 2:

Project Staff Assignments

Team development starts with a list of the project team members;

Project staff assignment documents identify the people who are on the
team.

Input 3:

Resource calendars

Identifies times when the project team members can participate in team
development activities.

Develop Project Team Tools and

techniques
Interpersonal

Skills

They are behavioural competencies that include proficiencies such as

communication skills, emotional intelligence, conflict resolution, negotiation,
influence, team building, and group facilitation.
Training

Activities designed to enhance the competencies of the project team

members. Examples of training methods include classroom, online, computerbased training from another project team member, mentoring, and coaching.

Develop Project Team Tools and

techniques
Team-Building

Activities

Help individual team members work together effectively. Team-building strategies are
particularly valuable when team members operate from remote locations without the
benefit of face-to-face contact.
Ground

Rules

Establish clear expectations regarding acceptable behaviour by project team members.

Colocation

Involves placing the most active project team members in the same physical location
to enhance their ability to perform as a team.

Develop Project Team Tools and

techniques
Personnel Assessment tools

Help project managers assess the team preferences, aspirations, how they
process and organize information, how they tend to make decisions, and how
they prefer to interact with people.
Recognition

and rewards

People are motivated if they feel they are valued in the organization and this
value is demonstrated by the rewards given to them.

Output 1: Team Performance

Assessments

The performance of a successful team is measured in terms of technical

success according to agreed-upon project objectives, performance on

project schedule and performance on budget.

Output 2: Enterprise Environmental

Factors updates

The enterprise environmental factors that may be updated as a result of

the Develop Project Team process include personnel administration,

employee training records, and skill assessments.

Manage Project Team

The process of tracking team member performance,

providing feedback, resolving issues, managing changes

Project management team observes team behaviour,

manages conflict, resolves issues, and appraises team
member performance

Change requests can be submitted, HR plan is updated,

issues resolved, input is provided for performance
appraisals, and lessons learned are added to the
organizations database

Manage Project Team

Input 1: Human ResourceManagement

Plan

This is an output of the Plan Human Resource Management

process.

The important elements of the plan which are used in this process
are
Defines

Roles and Responsibilities

Project

organization (who reports to whom, etc.)

Staffing

management plan (when team members are to work on

project)

Input 2: Project staff assignments

This is an output of the Aquire Project Team process

Similarly to the previous input, they tell who is going to

be on the project, and what their roles and
responsibilities will be.

Input 3: Team Performance assessments

This is an output of the Develop Project Team process

They are the project management teams assessments of

the project teams performance.

Based on which issues are resolved, communication is

modified, conflict is addressed, and team interaction is
improved

Input 4: Issue log

The issue log is a project document which is an important

input for recording what issues exist, and for recording
any resolutions to those issues

Documents who is responsible for resolving specific issues

by a target date.

Input 5: Work performance reports

This is an output of the Direct and Manage Project Work

process

This information assists in determining recognition and

awards for team members, and in planning future human
resource needs on the project.

Helps with Schedule control, cost control, quality control,

scope verification

Input 6: Organisational process assets

Organisation keeps a database of all the information and

records of the previous executed projects and these
information are stored in a central repository called
Organisational Process Assets

Includes templates for certificates of appreciation,

newsletters, websites, bonus structures and other
incentives

TOOLS & TECHNIQUES 1:

Observation and conversation

The project manager needs to monitor not just the work,

but the attitudes of project team members as they make
progress towards project deliverables.

two types of experts on a project:

subject matter experts, whom you consult when making a
decision
work experts, whom you consult when asking how things
are going

TOOLS & TECHNIQUES 2:

Project performance appraisals

Project performance appraisals can be useful for...

Clarification of roles and responsibilities

Giving constructive feedback to team members

Giving recognition for accomplishments by team

members

Resolving interpersonal issues

TOOLS & TECHNIQUES 3:

Conflict management

Team ground rules, group norms, solid PM practices like

communication planning and role definition reduces the
amount of conflict

There are five techniques for conflict management

Withdraw/Avoid

Smooth/Accommodate

Compromise/Reconcile

Force/Direct

Collaborate/Problem Solve

TOOLS & TECHNIQUES 4:

Interpersonal Skills

PM uses technical, human, and conceptual skills to

analyze situations and interact appropriately with team
members

Some of interpersonal skills needed by PM

Leadership

Influencing

Effective decision making

Output 1: Change requests

Moving people, outsourcing, replacing team members

Staffing changes may affect the rest of the project

management plan, and need to be processed through the
Perform Integrated Change Control process.

Output 2:
Project management plan updates

Theproject management plan, in particular thehuman

resources management plan, may need to be updated as a
result of the activities in this process, as well as some of
theproject documentsrelating to human resources
management

Roles and responsibilities may be clarified and updated;

any staffing changes will result in changes in the Staffing
Management Plan.

Output 3:
Enterprise environmental factors updates

Enterprise environmental factors refer to both internal

and external factors that surround or influence a projects
success

Project performance appraisals may be inputs to

organizational performance appraisals

Personnel skill updates

Output 3:
Organizational process assets updates

Historical information and lessons learned documentation

Templates

Organizational standard processes

QUESTIONS

The following are all tools and techniques of Manage Project Team EXCEPT:
A. Conflict management.
B. Project performance appraisals.
C. Conversation.
D. Work performance reports.

Questions

The following are all tools and techniques of Manage Project Team EXCEPT:
A. Conflict management.
B. Project performance appraisals.
C. Conversation.
D. Work performance reports.

Choices A, B, and C are all tools and techniques used with the Manage Project
Team process. Work performance reports is an input to the process.

Questions

Which of the following are you likely to find in an issue log?

A. The name of the person responsible for resolving specific issues by a target
date
B. Documents that may be audited by an industry regulatory authority
C. Documents that senior managers don't like to see
D. Performance metrics

Questions

Which of the following are you likely to find in an issue log?

A. The name of the person responsible for resolving specific issues by a target
date
B. Documents that may be audited by an industry regulatory authority
C. Documents that senior managers don't like to see
D. Performance metrics

Choice A is the correct answer. Issues arise throughout the course of a project. A
written log documents and helps monitor who is responsible for resolving specific
issues by a target date.

Questions

During Manage Project Team, what are change requests used for?
A. To indicate budget overruns
B. To pander to stakeholders
C. To request staffing changes
D. To request cross-training for team members

Questions
During Manage Project Team, what are change requests used for?
A. To indicate budget overruns
B. To pander to stakeholders
C. To request staffing changes
D. To request cross-training for team members

Staffing changes can affect the rest of the project management plan and are
submitted using change requests(C)

Questions
To acquire the project team, the project manager may need to:
(a)negotiate and influence others.
(b)submit a written demand to the HR department.
(c) bribe the project sponsor.
(d) none of the above.

Questions
To acquire the project team, the project manager may need to:
(a)negotiate and influence others.
(b)submit a written demand to the HR department.
(c) bribe the project sponsor.
(d) none of the above.

The project manager or project management team should effectively

negotiate and influence others who are in a position to provide the required
human resources for the project (A).