Chapter 9:

PROJECT HUMAN RESOURCE

MANAGEMENT

Project Human Resource Management

Reference
PMBOK 5E: Ch 9
Page: 255

Project Human Resource Management includes the processes that

organize, manage, and lead the project team.

Project team members may have varied skill sets, may be assigned full or
part-time, and may be added or removed from the team as the project
progresses.
9.1 Plan Human Resource Management

9.2 Acquire Project Team

9.3 Develop Project Team
9.4 Manage Project Team
Presenter: Md. Tohid Been Mannan, PMP

Plan Human Resource Management

Reference
PMBOK 5E: Ch 9
Page: 255

What? the process of identifying and documenting project roles,

responsibilities, required skills, reporting relationships, and creating a

staffing management plan.
Why? it establishes project roles and responsibilities, project organization
charts, and the staffing management plan including the timetable for staff
acquisition and release.

Presenter: Md. Tohid Been Mannan, PMP

Plan HRM: Tools and Techniques

Organization Charts and Position Descriptions

Presenter: Md. Tohid Been Mannan, PMP

Reference
PMBOK 5E: Ch 9
Page: 255

Plan HRM: Tools and Techniques

RAM & RACI

Reference
PMBOK 5E: Ch 9
Page: 255

A responsibility assignment matrix (RAM) is a grid that shows the

project resources assigned to each work package.

Presenter: Md. Tohid Been Mannan, PMP

Plan HRM: Tools and Techniques

Reference
PMBOK 5E: Ch 9
Page: 255

Networking is the formal and informal interaction with others in an

organization, industry, or professional environment.
Organizational theory provides information regarding the way in
which people, teams, and organizational units behave.

When planning human resource management of the project, the

project management team will hold planning meetings.

Presenter: Md. Tohid Been Mannan, PMP

Plan HRM: Outputs

Human Resource Management Plan

Reference
PMBOK 5E: Ch 9
Page: 255

Roles and responsibilities

Role. The function assumed by or assigned to a person in the project.
Authority. The right to apply project resources, make decisions, sign

approvals, accept deliverables, and influence others to carry out the work
of the project.
Responsibility. The assigned duties and work that a project team
member is expected to perform in order to complete the projects
activities

Competency. The skill and capacity required to complete assigned

activities within the project constraints.
Presenter: Md. Tohid Been Mannan, PMP

Plan HRM: Outputs

Human Resource Management Plan

Reference
PMBOK 5E: Ch 9
Page: 266

Project organization charts A project organization chart is a graphic

display of project team members and their reporting relationships

The staffing management plan describes when and how project team
members will be acquired and how long they will be needed.
Staff acquisition
Resource Calendar
Staff Release plan

Training Needs
Recognition & rewards
Compliance
Safety
Presenter: Md. Tohid Been Mannan, PMP

Plan HRM: Outputs

Resource histogram

Presenter: Md. Tohid Been Mannan, PMP

Reference
PMBOK 5E: Ch 9
Page: 266

Acquire Project Team

Reference
PMBOK 5E: Ch 9
Page: 267

What? Acquire Project Team is the process of confirming human

resource availability and obtaining the team necessary to complete
project activities

Why? outlining and guiding the team selection and responsibility

assignment to obtain a successful team

Presenter: Md. Tohid Been Mannan, PMP

10

Acquire Project Team: Tools & Techniques

Reference
PMBOK 5E: Ch 9
Page: 270

Pre-assignment
Negotiation
Acquisition
Virtual Team
MCDA
Availability Cost Experience Ability Knowledge Skills -

Attitude - International Factors

Presenter: Md. Tohid Been Mannan, PMP

11

Develop Project Team

Reference
PMBOK 5E: Ch 9
Page: 267

What? the process of improving competencies, team member interaction,

and overall team environment to enhance project performance.

Why? it results in improved teamwork, enhanced people skills and
competencies, motivated employees, reduced staff turnover rates, and
improved overall project performance

Presenter: Md. Tohid Been Mannan, PMP

12

Develop Project Team: Tools and Techniques

Reference
PMBOK 5E: Ch 9
Page: 277

Interpersonal skills
Training
Ground rules
Collocation, also referred to as tight matrix,

Recognizing and rewarding

Personnel assessment tools

Presenter: Md. Tohid Been Mannan, PMP

13

Develop Project Team: Tools and Techniques

Team Building

Reference
PMBOK 5E: Ch 9
Page: 277

Team-building activities can vary from a 5-minute agenda item in a

status review meeting to an off-site, professionally facilitated
experience designed to improve interpersonal relationships.

Forming
Storming
Norming
Performing
Adjourning

Presenter: Md. Tohid Been Mannan, PMP

14

Develop Project Team: Outputs

Team Performance Assessments

Reference
PMBOK 5E: Ch 9
Page: 277

The performance of a successful team is measured in terms of technical

success according to agreed-upon project objectives, performance on
project schedule, and performance on budget.
The evaluation of a teams effectiveness may include indicators such as:
Improvements in skills
Improvements in competencies
Reduced staff turnover rate, and

Increased team cohesiveness

Presenter: Md. Tohid Been Mannan, PMP

15

Manage Project Team

Reference
PMBOK 5E: Ch 9
Page: 279

What? the process of tracking team member performance, providing

feedback, resolving issues, and managing team changes to optimize

project performance.
Why? It influences team behavior, manages conflict, resolves issues, and
appraises team member performance.

Presenter: Md. Tohid Been Mannan, PMP

16

Manage Project Team: Tools & Techniques

Conflict Management

Reference
PMBOK 5E: Ch 9
Page: 282

Conflict is inevitable in a project environment. Sources of conflict

include scarce resources, scheduling priorities, and personal work styles.
Withdraw/Avoid: Retreat from

Smooth/Accommodate: Emphasize areas of agreement

Compromise/Reconcile: Some degree of satisfaction to all parties
Force/Direct: Pursuing ones viewpoint
Collaborate/Problem Solve: Try to solve problem with all viewpoints

Presenter: Md. Tohid Been Mannan, PMP

17

Manage Project Team: Tools & Techniques

Interpersonal Skill

Reference
PMBOK 5E: Ch 9
Page: 279

Leadership. Successful projects require strong leadership skills. Leadership

is important through all phases of the project life cycle.
Key influencing skills include: Persuasion, Active Listening, Awareness of
Perspectives, Information Gather
Effective decision making
Focus on goals to be served,
Follow a decision-making process,

Study the environmental factors,

Analyze available information,
Develop personal qualities of the team members,

Stimulate team creativity, and

Manage risk.

Presenter: Md. Tohid Been Mannan, PMP

18

Manage Project Team: Tools & Techniques

Powers of a Project Manager

Reference
Rita 8E: Ch 9
Page: 359

Formal (Legitimate) Based on power

Reward because of performance of a team member

Penalty (Coercive) ability to penalize team-members

Expert - being the technical or project manager
Referent comes from another person liking/respecting you.

Presenter: Md. Tohid Been Mannan, PMP

19

Manage Project Team: Tools & Techniques

Other terms & theories

Reference
Rita 8E: Ch 9
Page: 365

Expectancy theory: Employees who believe their efforts will lead

to effective performance & who expect to be rewarded for their

accomplishments will remain productive as rewards meet their

expectations
Arbitration & Perquisites/Perks (special rewards e.g. parking), &
Fringe benefits

Presenter: Md. Tohid Been Mannan, PMP

20

Manage Project Team: Tools & Techniques

Motivation Theory

McGregors Theory of X and Y

Reference
Rita 8E: Ch 9
Page: 365

o
y

Maslows Hierarchy of needs

Self
Actualiz
ation
Esteem

Self Fulfillment, growth, learning

Accomplishment, respect, attention, appreciation

Social

Love, affection, approval, friends, association

Safety

Security, Stability, Freedom from harm

Physiological

Need for air, food, water, housing, clothing

Presenter: Md. Tohid Been Mannan, PMP

21

Manage Project Team: Tools & Techniques

Motivation Theory

Reference
Rita 8E: Ch 9
Page: 365

David McLellands theory of needs

Primary Need

Behavioral Style

Achievement

These people should be given projects that are challenging

but are reachable
They like recognition

Affiliation

These people work best when cooperating with others

They seek approval rather than recognition

Power

People whose need for power is socially oriented, rather

than personally oriented, are effective leaders and should
be allowed to manage others.
These people like to organize and influence others

Presenter: Md. Tohid Been Mannan, PMP

22

Manage Project Team: Tools & Techniques

Motivation Theory

Reference
Rita 8E: Ch 9
Page: 365

Herzbergs Theory deals with hygiene Factors

Examples of hygiene factors are:
Working conditions
Salary

Personal life
Relationships at work
Security
Status
Presenter: Md. Tohid Been Mannan, PMP

23

THANK YOU!!!
Presenter: Md. Tohid Been Mannan, PMP

24