1. 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

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

3. 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

4. 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

5. 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

6. 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

7. 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

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

9. 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

10. 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

11. 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

12. 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

13. 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

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

15. 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

16. 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

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