1. Resource Management

2. Human Resource Planning
Plan Human Resource Management is a process that identifies and records project roles, responsibilities, and staff management planning.
Human Resource Planning
Acquire Project Team
Develop Project Team
Manage Project Team

3. The first process, Human Resource Planning, involves knowing what roles need filled.
There are several different key roles that are generally need for each project. Identifying
the roles, filling the roles, and making sure the right person is in the right roles is an important responsibility for PMP.
Key roles and responsibilities:
Sponsor. This roles is fulfilled by the person or group that provides the financial resources for the project.
Project Management Team. The members of this team are directly responsibility for the project decisions. Such members can include the entire project team, upper management, or sponsors.
Project Manager. This roles is fulfilled by the person who will be in charge of organizing and leading the team that is responsible for the project deliverables.
Project Team. Individual project contributors that are responsible for completing the project deliverables in order to complete the project objectives.

4. Once project roles are determined, the responsibilities of those roles must be clear to ensure the right people fulfill the right roles.
Key responsibilities of roles:
Sponsor
Provide high-level requirements
Provide financial resources
Approves project charter, baselines, change requests
Manages politics and reviews variances outliers
Provides leadership for different aspects of the project management plan throughout the project
Project Management Team
Project Manager
Responsible for meeting project objectives
Manages team and stakeholders
Manages change requests
Collect project and performance data
Supports team members
Assists with planning and scheduling
Provides project data such as cost estimates
Completes assigned work project objectives
Provides expert judgement
Participates in team meetings
Project Team

5. Though project managers do not always have authority over team members, they are responsible for the project team.
The project manager should have complete knowledge of the who is responsible for each
project task, who is accountable for each project task, which stakeholders should be consulted for decisions made, and who should be informed about the decisions made. A good tool to use to display this information and track the roles and responsibilities of team members is the RACI chart.
Project Team
Stakeholders
PM Assistant PM
Activity 1 R A C I RA
Note 1: Only one role should be accountable for a task, but there can be many roles responsible.
Note 2: Smaller tasks can have one role accountable and responsible.
Activity 2
Activity 3

6. Human Resource Planning
The second process of Resource Management is to Acquire the Project Team.
Human Resource Planning
Acquire Project Team
Develop Project Team
Manage Project Team

7. To Acquire a Project Team is the act of obtaining human resources needed to deliver a successful project.
Key methods to acquire team:
Pre-Assignments are pre-selected team members based on the work that needs to be completed
This method is required when implementation of a project is dependent on certain expertise being a part of the project team to deliver a successful proposal.
Virtual Teams is a method that connects different resources without requiring them to be in the same location.
This method has limited if any face to face communication. The virtual teams tend to use electronic forms of communication to complete project tasks, so the main role of the project manager is to ensure that the proper forms of communication are in place.
Negotiations are used to expand the team by seeking help from other project management teams or make staff assignments between multiple projects. This method requires use of delegation to efficiently use staff members.

8. When the project is properly staffed, all team members will have appropriate assignments.
The process of acquiring a project team ends when each team member is assigned their responsibility and the project is able to take off. There are different outcomes that should be fulfilled once the team is put together:
Project Staff Assignment Documentation. Making a team directory with members names, memos that have been sent, and general project information.
Work Schedules. Documenting each members availability (such as when each member is taking a vacation) and project conflict so that plans can be made ahead of time.
Updates to Project Management Plan. Include the resource requirements needed for the implementation of the project.
Note: Be sure that the halo effect does not come into play on the team where if one person is good at one thing, it is assumed they are good at everything.

9. Human Resource Planning
The third process in Resource Management is to Develop the Project Team.
Human Resource Planning
Acquire Project Team
Develop Project Team
Manage Project Team

10. The process of Developing a Project Team involves the improvement of interaction within the team to enhance project performance.
When starting with a new team, there are several action a PM can take to ensure that the team will work well together.
Creating Team Building Activities will improve the feelings of the group and help people get to know each other. A PM can also use training as a team building activity.
Creating Ground Rules will clarify what the expectations of the project team are and what acceptable behavior between team members is.
If possible Co-locating a team, or moving each member into the same location, will help improve team communication.
Team Performance Assessments can help a PM gauge how the team is interacting with each member and how the overall performance of the team looks. Individual member performance can be looked at as well.
Also, throughout the project, a PM should discuss the reasons for the project, how the results will benefit the clients, and explain how important the support of the team is. By emphasizing the importance of the project and the impact, a PM can keep their team engaged with the project through out its lifecycle.

11. Herzberg’s Hygiene Theory
There are several different theories that a PM can refer to or implement when developing their project team.
Hygiene Factors
Working Conditions
Personal Life
Security
Status
Policies
Salary
Herzberg’s Hygiene Theory
Knowing the satisfaction and dissatisfaction of team members based on influences in the environment

12. Safety/Security Social Esteem Maslow’s Hierarchy of Needs
Self Actualization
Esteem
Social
Safety/Security
Physiological
Maslow’s Hierarchy of Needs
Managing a person based on what motivates the individual

13. Members are motivated by better job performance and rewards
There are several different theories that a PM can refer to or implement when developing their project team.
Achievement Theory
Based on what motivates people, a PM can determine the best way to manage them
Expectancy Theory
Members are motivated by better job performance and rewards
Need
Behavior
Power
Organized, motivated, lead others. PMs should focus on rewards such as more responsibility.
Achievement
Result and Recognition oriented. PMs should provide them with reasonable challenges.
Affiliation
Seek Acceptance. Enjoy the team collaboration aspect of projects. PMs should make sure to provide group work.
Effort
Job Performance
Rewards

14. Human Resource Planning
The last part of Resource Management is to Manage the Project Team.
Human Resource Planning
Acquire Project Team
Develop Project Team
Manage Project Team

15. The process of Managing a Project Team involves tracking performance, assigning tasks, providing feedback, and resolving conflicts.
In order to complete all of these managing tasks, there are several methods that can be used.
Observation and Conservation is a key method to determine how the team is managing together. This method allows the PM to assess the work being done and the attitudes of the team members.
Project Performance Appraisals is a method to keep project team engagement. By implementing a method to
appraise the work, the project performance can be measured and tracked and rewards can be given for good performance as objectives are met. Appraisals can also be “360” which means that members, superiors, and peers can all appraise the work done and opinions and inputs can be received from all sides.
Issue Logs can be created to document what task each member is working on, problems encountered, resolutions found, and the overall progress made on the tasks assigned. #
Category
Issue
Impact
Urgency
Responsible Member
Actions
Status
Due
Comments

16. The most common method practiced by a PMP will be conflict management.
Conflict management is the resolving of conflicts by searching for alternative solutions. Though each team member is responsible for resolving their own conflicts, a PM should be aware when conflicts arise and what effect each conflict has on the project performance.
Methods for conflict resolution:
Problem Solving. Finding the best solution to realistically solve a problem.
Compromising. Finding a middle ground that works for all parties involved.
Forcing. Dictating a solution (not highly recommended). Only a temporary solution would be provided.
Smoothing. Focusing on positivity that could help to find a resolution or ease tensions.
Withdrawal. Ignoring a problem. This should not be done if a successful project is wanted. This leads to a lose-lose scenario for everyone involved.
Note: Major outcomes of properly managing a project team include requested changes are successful and corrective and preventative actions are developed to improve future project work.

17. Knowledge Check
Start

18. 1. The Project Manager should be able to fulfill the role of:
A. An Integrator
B. A Functional Manager
C. A Line Manager
D. A Sponsor

19. 2. To be successful in a functional organization, the PM must rely on:
A. Referent Power
B. Authority
C. Informal Power Structure
D. Broad Span of Control

20. 3. The information used for the development of the human resource management plan includes all except:
A. The Project Life Cycle
B. A Change Management Plan
C. A Configuration Management Plan
D. Organizational Standard Processes

21. 4. All of the following can be used to document team member roles and responsibilities EXCEPT:
A. Hierarchical-type Organizational Chart
B. Matrix-based Responsibility Chart
C. Text-oriented Format
D. Functional Chart

22. 5. Resource Breakdown Structure is an example of:
A. Hierarchical-type Organizational Chart
B. Responsibility Assignment Matrix
C. Text-oriented Format
D. Functional Chart

23. 6. Which of the following types of Organizational Charts can be BEST used to track project costs:
A. Hierarchical-type Organizational Chart
B. Organizational Breakdown Structure
C. Resource Breakdown Structure
D. Responsibility Assignment Matrix

24. 7. War room creation during project deployment phase is an example of:
Team Building activity
B. Establishing Ground Rules
C. Co-Location
D. General Management Skills

25. 8. Which of the following is not true for a Responsibility Assignment Matrix (RAM):
A. Defines what project team is responsible for each WBS component
B. Defines what project member is responsible for each activity
C. Text description of roles, responsibilities, authorities
D. Defines all people associated with each activity

26. 9. Building a virtual team for a project will limit the usability of which of the following tools and techniques for Team Development:
A. Team Building
B. Establishing Ground Rules
C. Co-Location
D. Reward and Recognitions

27. 10. Which of the following is the most important element of Project Management Plan that is useful in HR Planning process:
A. Risk Management activities
B. Quality Assurance activities
C. Activity Resource requirements
D. Budget Control activities

28. The Results