Chapter 9 Human Resource Management

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Human Resource Management Contents Human Resource Management overview Human Resource Management processes Management and Leadership styles Motivation theories

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Human Resource Management Learning Objectives By the end of this chapter, you should be able to: 1.Articulate the importance of Human Resource Management on projects 2.Name the Human Resource Management process 3.Explain the activities that occur in each process 4.Summarize concepts such as motivation theories, management styles, etc.

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Project Human Resource Management Processes ProcessProcess Group Plan Human Resource Management Planning Acquire Project TeamExecuting Develop Project TeamExecuting Manage Project TeamExecuting Please animate

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Review Quiz All of the following are Human Resource Management processes except: A. Plan Human Resource Management B. Execute Human Resource Plan C. Acquire Project Team D. Develop Project Team

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Plan Human Resource Management Identify and document project roles and responsibilities Project organization charts Staffing management plan includes:  Acquisition  Resource calendars  Staff resource plan  Staff training  Recognition and rewards  Compliance  Safety Output is Human Resource Management Plan

PMP, CAPM, PgMP, PMI- SP, PMI-RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Plan Human Resource Management Class Group Activity – 30 Minutes –Divide Class into 3 groups (3 to 4 students in each group) –Discuss and brainstorm the inputs/outputs –Present your inputs/outputs to the rest of the teams –Check and compare your inputs/outputs with PMBOK ® Guide 5 th edition

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Human Resource Management Plan Main output of Plan Human Resource Management Defines how project human resources should be defined, staffed, and managed. Includes: Roles and responsibilities Role Authority Responsibility Competency Project organization charts Staffing management plan

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Acquire Project Team Input is Human Resource management plan Output is project staff assignments

PMP, CAPM, PgMP, PMI- SP, PMI-RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Acquire Project Team Class Group Activity – 30 Minutes –Divide Class into 3 groups (3 to 4 students in each group) –Discuss and brainstorm the inputs/outputs –Present your inputs/outputs to the rest of the teams –Check and compare your inputs/outputs with PMBOK ® Guide 5 th edition

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Acquire Project Team Outcomes Know that this task is never completed during a project. Skills required from a Project Manager  Negotiation  Virtual teams  Administer appraisals  Hire / Fire team members

Develop Project Team Improve competencies, team camaraderie, and overall team performance Human resource management plan and project staff assignments are inputs Team performance assessment is the main output

PMP, CAPM, PgMP, PMI- SP, PMI-RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Develop Project Team Class Group Activity – 30 Minutes –Divide Class into 3 groups (3 to 4 students in each group) –Discuss and brainstorm the inputs/outputs –Present your inputs/outputs to the rest of the teams –Check and compare your inputs/outputs with PMBOK ® Guide 5 th edition

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Develop Project Team Tools and Techniques Stages of team development Forming Storming Norming Performing Adjourning

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Review Quiz Which one of the following is not one of the stages of team development? A. Forming B. Storming C. Conflicting D. Adjourning

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Develop Project Team Tools and Techniques Ground Rules Colocation Recognition and rewards

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Manage Project Team Assessing team member performance, providing feedback, and resolving conflicts Change requests are an output of this process

PMP, CAPM, PgMP, PMI- SP, PMI-RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Manage Project Team Class Group Activity – 30 Minutes –Divide Class into 3 groups (3 to 4 students in each group) –Discuss and brainstorm the inputs/outputs –Present your inputs/outputs to the rest of the teams –Check and compare your inputs/outputs with PMBOK ® Guide 5 th edition

Powers of the Project Manager Formal (Legitimate) – based on position Reward – ability to give rewards in return for performance Penalty – opposite of reward Expert – power derived from experience and knowledge Referent – power of charisma or fame, or referring power to senior management.

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Review Quiz The power of the project manager that emanates from her knowledge and experience is called: A. Expert power B. Knowledge power C. Experience power D. Leadership power

Management and Leadership Styles Directing Facilitating Coaching Supporting Autocratic Consultative Consultative-Autocratic Consensus Delegating Bureaucratic Charismatic Democratic or participative Laissez-fair Analytic Driver Influencing

Source of Conflict Memorize the top four, and remember that personality is last 1.Schedule 2.Project priorities 3.Resources 4.Technical opinion 5.Administrative procedure 6.Cost 7.Personality

Conflict Resolution Confronting (Problem Solving)  Solving the problem so that it goes away  Win-win situation  Compromising  Lose-lose situation, each party loses something Withdrawal (Avoidance)  Not best way to deal with situations Smoothing (Accommodating)  emphasizes agreement rather than difference of opinion Collaborating - consensus Forcing – pushing one point of view

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals Review Quiz The conflict resolution technique in which both parties lose something is called: A. Confronting B. Losing C. Smoothing D. Compromising

McGregor's Theory of X and Y McGregor believed that all workers fit into one of two groups X and Y Theory X People are incapable, avoid responsibility, and avoid work whenever possible Theory Y People are willing to work without supervision and want to achieve

Moslow's Hierarchy of Needs People are not most motivated by security or money. Instead motivated to contribute and use skills – self actualization

David McClelland's Theory of Needs People are most motivated by one of the three needs listed in this table. Need for Achievement Give challenging / reachable projects Like recognition Need for Affiliation Work best when cooperating with others Seek approval rather than recognition Need for Power (socially oriented rather than personal) Should be allowed to manage others Like to organize and influence others

Herzberg's Theory Deals with Hygiene Factors. Poor hygiene factors may destroy motivation, but improving them under most circumstances, will not improve motivation. Examples Working conditions Salary Personal life Relationships at work Security Status

Herzberg (Cont…) Motivating Agents Responsibility Self-actualization Professional growth Recognition

Chapter Summary 1. Human Resource Management Processes: a. Plan Human Resource Management b. Acquire Project Team c. Develop Project Team d. Manage Project Team 2. Leadership styles 3. Powers of the project manager 4. Management Theories

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals End of Chapter Quiz Question 1: The Human Resource Management process in which the project manager spends time on improving the competencies of the project team is: A.Acquire Project Team B.Develop Project Team C.Manage Project Team D.Motivate Project Team

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals End of Chapter Quiz Question 2: The number one source of conflict on a project is: A.Too much work B.Lack of recognition C.Schedules D.Personalities

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals End of Chapter Quiz Question 3: As a result of poor performance on the project, you, the project manager, write a negative review for one of the project team members. This is an example of which power of the project manager? A.Leader B.Referent C.Penalty D.Reward

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals End of Chapter Quiz Question 4: Peter Parker, a project manager for Expert Consultants, Inc., believes that people are inherently lazy, avoid work, cannot be trusted, and must be closely supervised at all times. Which theory does this attitude signify? A.Maslow’s hierarchy of needs B.McGregor’s Theory X C.Herzberg’s Hygiene theory D.McClelland’s theory of needs

PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions Inc – Quality Educational Services For Professionals End of Chapter Quiz Question 5: 2 project team members are not getting along and refuse to work with each other. You have a meeting with them, discuss the situation, and come to a resolution. This is called: A.Confronting B.Withdrawal C.Resolving D.Smoothing

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