Human Resource Management

You might be thinking this chapter will be an easy - Maslow’s hierarchy of needs
one. Many parts of it are easy, but you still need to - McClelland’s theory of needs
look for gaps in your project management knowledge. - Herzberg’s theory
The following are the most common knowledge gaps • Training
people have about human resource management. ® Halo effect
Review these, and look for others that apply to you as • Colocation/tight matrix
you read the rest of this chapter. - War room
• Management and leadership
0 Creating recognition and reward styles
systems is an important human resource function, and • Problem-solving method
such systems are a required part of project • Expectancy theory ®
management. The project manager is responsible for Perquisites
improving the team members’ competencies. Human • Fringe benefits ®
resource management is primarily done in the Preassignment ® Negotiation
executing process group. • Multi-criteria decision analysis
The project managers human resource activities are • Virtual teams
formal and require documentation. • Stages of team formation and
There should be formal roles and responsibilities on development
the project, and these include assisting the project • Types of teams
manager, responsibilities at meetings, and other
nonactivity-related work.
The exam assumes (unless stated otherwise) that the
project is operating in a matrix environment.
Therefore, such topics as motivation theories and
powers of the project manager are more serious than
you might otherwise expect.
Projects are planned by the team and coordinated by
the project manager.
The project manager must continually confirm
resource availability.
For large projects the project manager- might have
some of the team help with

QUICKTEST
• Human resource management process
• Role of:
- Project manager
- PM team
- Sponsor
- Team
- Stakeholders
- Functional manager
- Portfolio manager
- Program manager
• HR responsibilities for project managers
• Human resource management plan
• Staffing management plan
• Recognition and reward systems
• Team building
• Powers of the project manager
• Conflict resolution techniques
• Sources of conflict ® Team performance
assessment
• Project performance appraisals
• Personnel assessment tools ® Issue log
• Responsibility assignment matrix (RAM)
- RACI chart

• Organizational breakdown structure

• Resource breakdown structure
• Resource histogram
• Ground rules
• Motivation theory
- McGregor’s theory of X and Y
EXECUTING

CLOSING

INITIATING
0 Select project manager
• Determine company culture and existing systems
° Collect processes,
procedures, and historical information
° Divide large projects into phases
0 Understand the business case
0 Uncover initial requirements, assumptions, risks, constraints, and existing agreements
0 Assess project and product feasibility within the given constraints
• Create measurable objectives
0 Develop project charter
0 Identify stakeholders and determine their expectations, influence, and impact

PLANNING
(This is the only process group with a set order)
0 Determine how you will plan for each knowledge area
° Determine detailed requirements
0 Create project scope statement
9 Assess what to purchase and create procurement documents
0 Determine planning team
0 Create WBS and WBS dictionary
0 Create activity list
0 Create network diagram
0 Estimate resource requirements
0 Estimate time and cost
0 Determine critical path
0 Develop schedule
0 Develop budget
0 Determine quality standards, processes, and metrics
0 Create process improvement plan
• Determine all roles and responsibilities
0 Plan communications and stakeholder engagement
• Perform risk identification, qualitative and quantitative risk analysis, and risk response planning
• Go back—iterations
• Finalize procurement documents
0 Create change management plan
• Finalize the “how to execute and control” parts of all management plans
0 Develop realistic and final PM plan and performance measurement baseline
0 Gain formal approval of the plan
0 Hold kickoff meeting

Execute the work according to the PM plan

Produce product deliverables (product scope)

Gather work performance data

Request changes
Implement only approved changes
Continuously improve
Follow processes
Determine whether processes are correct and effective (quality assurance)
Perform quality audits
Acquire final team
Manage people
Evaluate team and individual performance
Hold team-building activities
Give recognition and rewards
Use issue logs
Facilitate conflict resolution

Release resources as work is completed

Send and receive information, and solicit feedback

Report on project performance

Manage stakeholder engagement and expectations

MONITORING & CONTROLLING

0 Take action to control the project
0 Measure performance against the performance measurement baseline
9 Measure performance against other metrics in the PM plan
9 Analyze and evaluate performance
0 Determine if variances warrant a corrective action or other change request
* Influence the factors that cause changes
* Request changes
0 Perform integrated change control
0 Approve or reject changes
0 Update the PM plan and project documents
0 Inform stakeholders of the results of change requests
* Monitor stakeholder engagement
0 Manage configuration
0 Create forecasts
* Gain acceptance of interim deliverables from the customer
0 Perform quality control
0 Perform risk reassessments and audits

0 Manage reserves 0 Control procurements

Hold meetings Select sellers

0 Confirm work is done to requirements

0 Complete procurement closure
0 Gain final acceptance of the product
0 Complete financial closure
0 Hand off completed product
0 Solicit feedback from the customer about the project
9 Complete final
performance reporting
0 Index and archive records
9 Gather final lessons learned and update knowledge base

Rita’s Process Chart- Human Resource Management

Where are we in the project management process?
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