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Project Human Resource Management

Based on PMBOK Guide - Fifth Edition

Version 1.0

PMBOK is registered trademark of the Project Management Institute, Inc.

Agenda

What is Human Resource Management Functional Manager vs. Project Manager The Project Human Resource Management Processes Plan Human Resource Management Acquire Project Team Develop Project Team Manage Project Team Conflict Management Powers of Project Manager Organization theories Quiz

What is Human Resource Management ?


Project human resource management includes the processes that organize, manage, and lead the project team.
The project team is composed of the people with assigned roles and responsibilities for completing the project. The project management team is a subset of the project team and is responsible for the project management and leadership activities such as initiating, planning, executing, monitoring, controlling and closing the various project phases.

Functional Manager vs. Project Manager


Functional Manager Manages and owns resources in a specific department like Engineering or HR Generally the subject matter expert of the functional area that he/she heads Exact roles and responsibility of a functional manager depends upon the organizations products or services Project Manager In charge of the project but not necessarily the resources Is not necessarily the technical expert Negotiates with functional manager for the best available resources Is responsible for the project quality Is accountable for project failure; however, the project success belongs to the whole team

Assign specific individuals to the project team and negotiates with the project manager regarding resources

The Project Human Resource Management Processes

S. No. 1 2 3 4

Project Human Management Process Plan Human Resource Management Acquire Project Team Develop Project Team Manage Project Team

Done During Planning Process Group Execution Process Group Execution Process Group Execution Process Group

Plan Human Resource Management


Plan Human Resource Management is the process of identifying and documenting project roles, responsibilities, reporting relationships and creating a staffing management plan. Inputs Project Management Plan Activity resource requirements Enterprise environmental factors Organizational process assets Outputs Human resource management plan Tools & Techniques Organization chart and position descriptions Networking Organizational theory Expert Judgment Meetings

Project Management Institute, A Guide to the Project Management Body of Knowledge, ( PMBOK Guide) Fifth Edition, Project Management Institute, Inc., 2013, Page 258.

Acquire Project Team


Acquire Project Team is the process of confirming human resource availability and obtaining the team necessary to complete project assignments. Inputs Enterprise environmental factors Organizational process assets Human resource management plan Outputs Project staff assignments Resource calendars Project management plan updates Tools & Techniques Pre-assignment Negotiation Acquisition Virtual teams Multi-criteria decision analysis

Project Management Institute, A Guide to the Project Management Body of Knowledge, ( PMBOKGuide) Fifth Edition, Project Management Institute, Inc., 2013, Page 267.

Develop Project Team


Develop Project Team is the process of improving the competencies, team interaction, and the overall team environment to enhance project performance. Inputs Project staff assignments Human resource management plan Resource calendars Outputs Team performance assessments Enterprise environmental factors updates Tools & Techniques Interpersonal skills Training Team-building activities Ground rules Co-location Recognition and rewards Personnel assessment tools

Project Management Institute, A Guide to the Project Management Body of Knowledge, ( PMBOKGuide) Fifth Edition, Project Management Institute, Inc., 2013, Page 273.

Manage Project Team


Manage Project Team is the process of tracking performance, providing feedback, resolving issues, and managing changes to optimize project performance. Inputs Project staff assignments Human resource management plan Team performance assessments Work performance reports Organizational process assets Issue log Tools & Techniques Observation and conversation Project performance appraisals Conflict management Interpersonal skills

Outputs Change requests Project management plan updates Project documents updates Organizational process asset updates Enterprise environmental factors updates
Project Management Institute, A Guide to the Project Management Body of Knowledge, ( PMBOKGuide) Fifth Edition, Project Management Institute, Inc., 2013, Page 279.

Team dynamics and conflict management


Stage of team formation Forming (formal coming together) -> Storming (disagreements may emerge) -> Norming (Trust develops) -> Performing (Start delivering) -> Adjourning (Completes work and moves on)

Conflict is an inevitable consequence of organizational interactions.


Conflict can be avoided by:
Keeping team informed of the exact project status Clearly assigning work with no overlapping responsibilities Continuously motivating the team about the work challenges *Sources of Conflict : Scarce resources Scheduling priorities Personal work styles Conflict Resolution Technique : Withdraw/Avoid Smooth/Accommodate Compromise/Reconcile Force/Direct Collaborate/Problem solve

Project Management Institute, A Guide to the Project Management Body of Knowledge, ( PMBOKGuide) Fifth Edition, Project Management Institute, Inc., 2013, Page 283.

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Powers of the Project Manager


Here are some of the forms of power that the project manager can use to
influence and manage the team: Legitimate (formal) Reward Penalty Expert Referent

The best forms of power are expert and referent. These are based upon the project managers knowledge and personality. Penalty is the worst way of influencing and managing the team. Legitimate, reward, and penalty are powers derived from the project managers position in the company. Expert power exists when the project manager is an expert on the subject matter.
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Organizational Theories
How can a project manager reward team members if he or she does not understand what motivates them? McGregors Theory of X and Y: All workers fit into two categories (either X or Y).
Theory X: People should be watched every minute. People avoid work whenever possible. Theory Y: People are willing to work without supervision and they want to achieve something.

Maslows Hierarchy of Needs

Herzbergs theory: Classifies factors into Hygiene factors (e.g. Adequate Pay, working conditions, etc.) and motivating agents (recognition, responsibility, etc.)
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Leadership Styles
A project manager needs to establish a leadership style that matches the needs of the team McKinseys Seven-S Management needs to focus on hard elements as well as soft elements. Hard elements Strategy Structure Systems Soft elements Shared values Skills Style Staff
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Autocratic/Authoritarian: Gives clear direction and expects compliance

Participative/Democratic: Offers guidance to team members but also encourage participation


Delegative (laissez faire): Offers little or no guidance to the team and believes in letting them be

Quiz-1
1. Which conflict resolution technique is best for a long lasting solution?
A. B. C. D. Smoothing Forcing Problem Solving Withdrawal

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Quiz-1
1. Which conflict resolution technique is best for a long lasting solution?
A. B. C. D. Smoothing Forcing Problem Solving Withdrawal

Answer 1: The right answer is C. Problem Solving is the best way to resolve conflict.

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Quiz-2
2. As a project manager, you are deciding the inputs that you need to use on your project. Which process uses an issue log as one of the inputs?

A. B. C. D.

Plan Human Resource Management Manage Project Team Manage Communications Control Communications

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Quiz-2
2. As a project manager, you are deciding the inputs that you need to use on your project. Which process uses an issue log as one of the inputs?

A. B. C. D.

Plan Human Resource Management Manage Project Team Manage Communications Control Communications

Answer 2: The correct answer is B. The manage project team process uses an issue log to manage and close all team member related issues.

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Quiz-3
3. What type of power would a person have if others believe he or she is highly knowledgeable in their technical area?
A. B. C. D. Reward Coercive Referent Expert

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Quiz-3
3. What type of power would a person have if others believe he or she is highly knowledgeable in their technical area?
A. B. C. D. Reward Coercive Referent Expert

Answer 3: The right answer is D. Reward power: The power to give incentives, rewards, bonuses, etc. Coercive: The power to hire and fire. Referent: The power that comes with admiration and respect. Expert: The power that comes with expert knowledge.

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Quiz-4
4. You have just been been assigned as the project manager of an existing project involving 50 company employees and 10 sub-contractors. You want to know who is assigned to do what. Where should you look for this information? A. B. C. D. Responsibility assignment matrix Project organization Chart Pareto chart Resource histogram

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Quiz-4
4. You have just been been assigned as the project manager of an existing project involving 50 company employees and 10 sub-contractors. You want to know who is assigned to do what. Where should you look for this information? A. B. C. D. Responsibility assignment matrix Project organization Chart Pareto chart Resource histogram

Answer 4: The right answer is A. Who is assigned to work on what is listed in the responsibility assignment matrix.

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Quiz-5
5. While assessing the performance of your team members, you found that some of them are not strong enough to handle the tasks assigned. You will: A. Communicate the improvement needs and establish a performance review and monitoring schedule B. Assign double the work and tell him to report the progress each at the beginning and end of the day C. Return the team members to the functional department and warn the functional head D. Wait for them to fail so that you can prove your point and in the mean time start hiring additional resources

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Quiz-5
5. While assessing the performance of your team members, you found that some of them are not strong enough to handle the tasks assigned. You will: A. Communicate the improvement needs and establish a performance review and monitoring schedule B. Assign double the work and tell him to report the progress each at the beginning and end of the day C. Return the team members to the functional department and warn the functional head D. Wait for them to fail so that you can prove your point and in the mean time start hiring additional resources

Answer 5: The correct answer is A.

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Quiz-6
6. Your software project is in the critical system testing stage when two of the senior members of the team come to you with a conflict on usage of the simulation software during testing. One senior member claims that the other person keeps the software engaged nearly all of the working hours of the project. You decide to change their working schedules so that they no longer overlap. You are using which of the following techniques for conflict resolution? A. B. C. D. Forcing Smoothing Compromising Confronting

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Quiz-6
6. Your software project is in the critical system testing stage when two of the senior members of the team come to you with a conflict on usage of the simulation software during testing. One senior member claims that the other person keeps the software engaged for almost all of the working hours of the project. You decide to change their working schedules so that they no longer overlap. You are using which of the following techniques for conflict resolution? A. B. C. D. Forcing Smoothing Compromising Confronting

Answer 6: D. Confronting. This is the confronting or problem solving approach for conflict resolution because it solves the real problem in such a way that the problem itself goes away.
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Thank You

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