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b. Maslow’s Theory: The focus on human influences in organizations was reflected most noticeably
by the integration of Abraham Maslow's "hierarchy of human needs" into organization theory.
Maslow's theories have two important implications for organization theory:
1. People have different needs and are therefore motivated by different incentives to achieve
organizational objectives
2. People's needs change predictably over time, which means that – new needs arise as the
needs of people lower in the hierarchy are met
The various levels of Maslow’s theory are:
c. Staffing management plan: It is an important output of the Human Resource planning process
which establishes the timing and methods for meeting project Human Resource requirements.
The components of the Staffing management plan are:
Managing Human Resources in Projects - PM0013 Page 1 of 11
Name: Abhishek Jain Roll No.: 511035358
a. Staff acquisition – Staff acquisition describes how the project will be staffed, where the team
will be working and the level of expertise needed.
b. Resource calendars – The resource calendars show the timeframes for the project team
members either individually or collectively when resources are available for the project.
c. Release criteria – Release criteria lists the method and timing of releasing team member.
d. Training needs – Training needs is a plan which explains how to train the project team
members. The plan also identifies the need of it.
e. Recognition and rewards – Recognition and rewards are the criteria for rewarding and
promoting the desired team behaviors. To be more precise, recognition and rewards should
be based on the activities performed by each person in a team.
f. Compliance – Compliance details the strategies for complying with regulations, contracts
and Human Resources policies.
g. Safety – Safety procedures are listed to protect the team members.
d. Precedence Diagramming Method (PDM) (also known as Activity On Node (AON) technique) is
that method for documenting an activity sequence, by which each activity is represented as a
node and each node is connected to its successors by an arrow. (mathematically expressed: an
acyclic directed graph, but not necessarily a tree: Nodes may have more than one father, but
no daughter can indirectly become a father of its own father). Because in this case the nodes
represents activities with a durance, one can determine the successor- or predecessor-relation
by subtypes:
1. Finish-to-Start :- the predecessor has to be finished before successor can start
2. Finish-to-Finish :- the predecessor has to be finished before successor can be finished
3. Start-to-Start :- the predecessor has to be start before successor can be started
4. Start-to-Finish :- the predecessor has to be start before successor can be finished
b. Here, one party is ready for keeping the psychological door open to the other party. When the
issue is more important to oneself than to the other person, this strategy works better under such
situations. Forgetting or Forgiving on one issue may be key to moving the conflict to a new level
where issues may be discussed better. It can be a useful, but a temporary fix among the parties.
c. Consensus building is a process that a team can follow to reach agreement on which alternative
to proceed with for the item (action, decision, and so forth) under consideration. The agreement
is not reached by a majority vote, or any vote for that matter. Rather, the agreement is reached
through discussion, whereby each participant reaches a point when he or she has no serious
disagreement with the decision that is about to be taken. The decision will have been revised
several times for the participants to reach that point.
Q.5 what do we mean by developing a project team process. Enumerate the 5 stages of team
development.
Ans: Developing a project team is a process of enhancing the interaction among the team
members and also the project manager. The process refers to increasing competencies of
individuals and building up the team spirit, which finally leads to a quality project.
To achieve project success, there should be good communication among the team members.
Project managers should administer the development of the project team. The project manager
should create the relevant environment for teamwork, provide new goals for the team to compete
and achieve. Project managers should encourage feedback from the team. The project manager
should provide effective review and good support to the team staff.
Open communication between the project manager and team reduces conflicts. The project
stakeholders should provide the required support to the development of the project team.
Projects are done in diversified environments. The project team may experience variance in
language, industry and culture while at work. The project team should be dedicated to the project
and the team members should work together, without losing their individuality.
The goals for developing a project team are:
Q.6 List & explain the 3 major issues related to delegation which need close scrutiny.
Ans: The issues relating to delegation which need close scrutiny are:
1. What to delegate?
2. When to delegate?
3. How to delegate?
What to Delegate:
Delegation does not take place when a project manager is merely asked to go ahead with a
project without authority. The project manager, in that case, is being merely asked to do a task and
not manage a task. He cannot be expected to assume responsibility nor held accountable for
results. He has nothing to sub-delegate nor can he demand results from others.
Authority has to be granted to make commitments, use resources, issue instructions, demand
adherence and take necessary actions for the performance of tasks. As far as possible delegation
should be in writing, and in case of institutional delegation this should always be in writing, it is true
that some authority can be acquired by individuals by virtue of personal qualities and technical
competence. However, this can rarely happen between institutions. Institutional delegation has not
only to be in writing and appear formal but should contain legal overtones too.
When authority is delegated a managerial position is created. The recipient of the authority now
becomes a manager and can be expected to perform managerial functions. But mere assignment
of the task and delegation of authority will not ensure performance unless the recipient considers it
his moral obligation to produce results. This is what all of us refer to as responsibility, and it must have
become clear by now that this is not a thing which can be delegated in writing – this is something
which one undertakes by himself.
Though, one may legitimately expect responsibility to be passed on concurrently with delegation of
authority, yet it may not necessarily happen this way. Responsibility is an attitude of mind which
cannot be passed on in writing; and to that extent the delegator, whatever authority he may pass
on, will still be responsible for the tasks from which he cannot absolve himself.
Thus responsibility cannot be delegated, but only authority can be delegated, and to the extent
necessary for the accomplishment of the task. And since authority, like money, has to be used for a
cause, it must likewise be accounted for in order to ensure its best use. This is referred to as
accountability. So when authority is delegated, the delegate remains accountable to the delegator
about the use of the authority.
This can ensure compliance of the delegator's plans and directives and enable the delegator to
discharge his responsibilities. Further, because the delegate is accountable, he invariably assumes
the responsibilities, matching the extent of authority he receives. Where this does not happen, rather
than withdrawing authority the incumbent should be replaced; for authority, as we have discussed,
is essential for the accomplishment of the task.
When to Delegate:
Delegation, whether institutional or individual, enhances one's capability of doing things. One stands
to gain from delegation:
1. When one is simply overburdened and cannot handle all the tasks in the required time though
one has the know-how;
2. When one does not have the know-how and is not interested in building up the same as it may
not be of any use in future;
3. When the job is so specialized that it is either not possible to build up the capability or build it by
the time it is needed;
4. When someone can do it better qualitatively, economically and on time;
5. When the work is not secret, or when delegation will not cause problems even if it is a secret;
6. When the intention is to develop staff or growth of ancillary organizations and there are capable
individuals and organizations available; and
7. When the work is routine and the delegator's time can be more profitably utilized by diverting his
attention from routine areas.
In practice, however, delegation may not take place even though the situation may be ideally
suited for delegation. Project managers may not be delegated requisite authorities which, in turn,
Q.3 Describe the elements of enterprise environmental factors-the input to creating HR plan process.
Ans: Enterprise environmental factors: The enterprise environmental factors comprises of individuals
of an organization interacting and relating with one another. The enterprise environmental factors
that play a major role includes are existing organizational culture, knowing how different technical
disciplines work, existing Human Resources and policies and procedures, interpersonal, logical and
political issues with respect to Human Resources.
Organizational culture – Organizational culture is an idea in the field of organizational studies
and management which describes the psychology, attitudes, experiences, beliefs and values
(personal and cultural values) of an organization. It is defined as "the specific collection of values
and norms that are shared by people and groups in an organization and that controls the way
they interact with each other and with stakeholders outside the organization”. List the
Managing Human Resources in Projects - PM0013 Page 6 of 11
Name: Abhishek Jain Roll No.: 511035358
organizations or departments that are going to be engaged in the project. Enquire whether
there are any existing working arrangements between them. Know the formal and informal
relationships between the departments.
Technical – To accomplish the project successfully, list the fields of expertise needed.
Interpersonal – List formal and informal reporting relations existing among the team members.
Know the team member’s existing job descriptions.
Logistical – Find whether people are in different locations or time zones.
Political – List the individual goals and agendas of stakeholders. Find the informal authority base
and how that can impact the project. List the informal agreements that are present.
Besides these aspects, there are some restrictions. In human planning, the instances of rigidity are:
Structure of organization – The usual constraint in an organization is a weak matrix structure.
Collective bargaining agreements – Contractual agreements with service organizations can
require nuances to certain roles and reporting arrangements.
Economical conditions – Some of the restrictions on staffing options can be freezing of hiring, little
or no training funds, and lack of traveling budget.
Q.4 Describe people management skills that a project manager should possess.
Ans: Projects are often complex and multidimensional. Managing these projects or Programs
represents a challenge requiring skills in several areas of management especially in the areas of
People management, technical aspects to handle employees, effective leadership abilities etc.,
some of such skills are explained below.
1. Team Building: Building the program is one of the prime responsibilities of the project manager.
This involves maintaining
a. Effective Communications
b. Sincere interest in professional growth of team members.
c. Commitment to the project.
2. Leadership: It involves the ability to integrate individual demands, requirements and limitations
into decisions that benefit the overall project performance.
3. Conflict resolution: This includes understanding the determinants of conflicts so as to respond to
the conflicts effectively. Dysfunctional conflicts result in poor program decision making, lengthy
delay over issues and disruption of the team’s effort. Thus, the manager needs a “Sixth sense”. To
determine when a conflict is desirable what kind of conflict will be useful and how much conflict
is optional for a given situation.
4. Technical Skill: It is essential for the project manager to understand the technology, markets and
the business environment to participate effectively in the search for integrated solution and
technological innovations. Technical expertise is necessary to evaluate technical concepts and
solutions, to communicate effectively in technical terms with the project teams and to assess the
risks and make tradeoff between cost, schedule and technical issues.
5. Planning skill: It requires the ability to negotiate the necessary resource and commitments from
key personnel in the various supporting organizations with little or no formal authority. The
planning must be done such that at any point of time in the project, the plan remains viable.
6. Organizational skill: The project manager must be a social architect, that is, he must understand
how the organization works. And how to work with the organization. Organizational skills are
particularly important during the project formation when the project manager establishes the
project organization by integrating people from different discipline into an effective work team.
7. Entrepreneurial Skill: The project manager needs a general management perspective. For
example, economic considerations are one component area that normally affects the
organization’s financial performance. Thus the project manger must understand the importance
of reducing costs in the project.
8. Administration skill: The project manager must be experiences in planning, staffing, budgeting,
scheduling and other control techniques‟
9. Management support building skill: The project manager is surrounded by a variety of
organizations that either support him or control his activities. An understanding of these
interfaces is important to a project management as it enhances their ability to build favorable
relationship with senior managements.
Q.5 Explain staffing management plan. also describe Responsibility Assignment Matrix
Ans: The staffing management plan, a part of human resources plan within the project
management plan, describes when & how human resource requirements will be met. The staffing
management plan can be formal or informal, highly detailed or broadly framed, depending upon
the needs of the project. The plan is updated continually during the project to direct ongoing team
member acquisition & development actions. Information in the staffing management plan varies by
application areas & project size, but items to consider include:
Staff acquisition
Resource Calendars
Staff release plan
Training needs
Recognition & Rewards