Human Resources Management Sections of this presentation were adapted from A Guide to the Project Management Body of Knowledge 4th Edition, Project Management Institute Inc., © 2009

Human Resources Management “The processes that organize and manage the project team”

Why Do We Manage Human Resources? Clearly defined roles and responsibilities are essential for the successful project Roles and responsibilities are assigned to one of six groups Project Sponsor Senior Management Project Team Stakeholders Functional Manager Project Manager

Common Responsibilities Project Sponsor Accept the product Provide key dates Risk threshold Senior Management Provide planning time Prioritize projects Prioritize triple constraint Issue project charter Protect the project Project Team Perform work tasks Manage stakeholders Define quality Review project performance & correct

Common Responsibilities Stakeholders Approve project changes Verify Scope Become risk owners Functional Manager Assigns individuals to team Assist with team member performance issues Notify PM of other project resources demands Project Manager Integrate project components In charge of project (not necessarily resources) Accountable for project failure Measure performance and act Does NOT sign the project charter

How Do We Manage Human Resources? Four processes Develop Human Resources Plan Acquire Project Team Develop Project Team Manage Project Team Develop Human Resources Plan Acquire Project Team Develop Project Team Manage Project Team

Develop Human Resources Plan Enterprise Environmental Factors Inputs Tools & Techniques Outputs Roles and Responsibilities Organizational charts and position descriptions Networking Organizational theory Organizational Process Assets Project Organizational Charts Project Management Plan Staffing Management Plan Develop Human Resources Plan Acquire Project Team Develop Project Team Manage Project Team

Organizational Charts Hierarchical Charts Matrix Based Responsibility Assignment Matrix (RAM) RACI - Responsible, Accountable, Consult, Inform R = Responsible A= Accountable C= Consult I = Inform

Develop Human Resources Plan Acquire Project Team Enterprise Environmental Factors Inputs Outputs Tools & Techniques Project Staff Assignments Pre-assessment Negotiation Acquisition Virtual teams Organizational Process Assets Resource Availability Roles and Responsibilities Staffing Management Plan Updates Project Org Charts Staffing Management Plan Develop Human Resources Plan Acquire Project Team Develop Project Team Manage Project Team

Develop Human Resources Plan Develop Project Team Inputs Tools & Techniques Project Staff Assignments General management skills Training Teambuilding activities Ground rules Co-location Recognition and rewards Outputs Staffing Management Plan Team performance assessment Resource Availability Develop Human Resources Plan Acquire Project Team Develop Project Team Manage Project Team

Develop Human Resources Plan Manage Project Team Organizational Process Assets Outputs Tools & Techniques Requested Changes Observation and conversation Project performance appraisals Conflict management Issue log Project Staff Assignments Recommended Corrective Actions Inputs Roles and Responsibilities Recommended Preventive Actions Project Org Charts Staffing Management Plan Organizational Process Assets Updates Team Performance Assessment Project Management Plan Updates Work Performance Information Performance Reports Develop Human Resources Plan Acquire Project Team Develop Project Team Manage Project Team

Power and Leadership Powers of PM Leadership Styles Directing Expert (Order of Effectiveness) Expert Reward Referent Formal (legitimate) Penalty (coercive) Leadership Styles Directing Facilitating Coaching Supporting Autocratic Consultative Consensus

Motivation Theories McGregor’s Theory of X and Y X People need to be watched every minute. They are incapable, avoid responsibility, and avoid work wherever possible Y People are willing to work without supervision and want to achieve. They can drive their own efforts X X Y

Motivation Theories Maslow’s Hierarchy of Needs People work for self actualization – to contribute and use their skills Physiological Safety Social Esteem Self Actualization

Motivation Theories Hertzberg's Theory Hygiene Factors – Poor Hygiene Factors destroy motivation Working Conditions Salary Personal Life Relationships at Work Security Status Motivating Agents – Motivates people to work harder Responsibility Self Actualization Professional Growth Recognition

Key Terms War Room – Project team located in single room to create project identity Expectancy Theory – Employees who believe that their efforts will lead to effective performance and who expect to be rewarded for their accomplishments remain productive as rewards meet expectations Perquisites – perks Fringe Benefits – Standard benefits given to all employees

Temporary Only – No Resolution Conflict Management Five Conflict Resolution Modes Withdraw Smoothing Compromising Forcing Problem Solving Temporary Only – No Resolution Provide Resolution