6- Project Human Resource Management

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1. 1

40. 40 Questions .

55. 55 Thank you .

15. 15 9.1 Develop Human Resource Plan Eng.elsaka 09 @gmail.com

23. 23 9.2 Acquire Project Team Eng.elsaka 09 @gmail.com

31. 31 9.3 Develop Project Team Eng.elsaka 09 @gmail.com

39. 39 9.4 Manage Project Team Eng.elsaka 09 @gmail.com

2. Project Human Resource Management Unit 9 Eng.elsaka 09 @gmail.com

41. 41 1 ) Conflict on projects is usually caused by: A ) Schedule, project priorities, resources, and technical opinions. B ) schedules, personalities, priorities, and resources. C ) schedules, personalities, priorities, and technical opinions D ) schedules, cost, priorities, and resources

42. 42 1 ) Conflict on projects is usually caused by: A ) Schedule, project priorities, resources, and technical opinions. B ) schedules, personalities, priorities, and resources. C ) schedules, personalities, priorities, and technical opinions D ) schedules, cost, priorities, and resources

43. 43 2 ) Which of the following is the BEST way to resolve conflict? A ) Compromising B ) Forcing C ) Smoothing D ) Withdrawal

44. 44 2 ) Which of the following is the BEST way to resolve conflict? A ) Compromising B ) Forcing C ) Smoothing D ) Withdrawal

47. 47 4 ) Two team members are having a big disagreement over the type of computer hardware to use on the project. Who should resolve this dispute? A ) Two members and their project manager B ) project manager C ) Management D ) System supervisor

48. 48 4 ) Two team members are having a big disagreement over the type of computer hardware to use on the project. Who should resolve this dispute? A ) Two members and their project manager B ) project manager C ) Management D ) System supervisor

53. 53 7 ) When promoting a technical specialist to a project management position, the company is commonly taking which of the following risks? A ) Creating a solid project manager B ) transforming a specialist into a generalist C ) Creating a technically unsound team D ) providing for the needs of others

54. 54 7 ) When promoting a technical specialist to a project management position, the company is commonly taking which of the following risks? A ) Creating a solid project manager B ) transforming a specialist into a generalist C ) Creating a technically unsound team D ) providing for the needs of others

49. 49 5 ) You have just learned that one of your team members has not been adequately trained to complete project activities as assigned to him. How will you handle this situation? A ) Replace this team member with someone more qualified. B ) request proper training be provided and paid for by the functional manager. C ) revise the schedule to account for the decreased effectiveness of this resource. D ) Mentor this resource during the remainder of project duration

50. 50 5 ) You have just learned that one of your team members has not been adequately trained to complete project activities as assigned to him. How will you handle this situation? A ) Replace this team member with someone more qualified. B ) request proper training be provided and paid for by the functional manager. C ) revise the schedule to account for the decreased effectiveness of this resource. D ) Mentor this resource during the remainder of project duration

21. • Project staff Assignments (Output) • Resource Calendars (Output) • Project Management Plan updates (Output) 21 9.2 Acquire Project Team Eng.elsaka 09 @gmail.com

25. 25 9.3 Develop Project Team • Project staff Assignments (Input) • Project Management Plan (Input) • Resource Calendars (Input) Eng.elsaka 09 @gmail.com

36. 36 9.4 Manage Project Team • Observation and Conversation (Tools) • Project Performance Appraisals (Tools) • Interpersonal skills (Tools) Eng.elsaka 09 @gmail.com

51. 51 6 ) The project manager ’ s success as a leader is dependent on his inter - personal skills and his : A ) ability to lead, delegate, and negotiate. B ) Skill with which they can do the detailed technical tasks. C ) Ability to conduct project team meetings. D ) Hiring and firing skills.

52. 52 6 ) The project manager ’ s success as a leader is dependent on his inter - personal skills and his : A ) ability to lead, delegate, and negotiate. B ) Skill with which they can do the detailed technical tasks. C ) Ability to conduct project team meetings. D ) Hiring and firing skills.

5. 5 Project HR management Develop human resource plan Acquire project team Develop project team Manage project team Human Resource Management

37. 37 9.4 Manage Project Team • Enterprise Environmental Factors updates (Output) • Organizational Process Assets updates (Output) • Change Requests (Output) • Project Management Plan updates (Output) Eng.elsaka 09 @gmail.com

11. Networking (Tools & Techniques) Networking s is the formal and informal interaction with others in an organization, industry, or professional environment. Organizational Theory (Tools & Techniques) Organizational theory provides information regarding the way in which people, teams, and organizational units behave. 11 9.1 Develop Human Resource Plan Eng.elsaka 09 @gmail.com

10. Organizational Charts and Position Descriptions (Tools & Techniques) Objective is to ensure that each work package has an unambiguous owner and that all team members have a clear understanding of their roles and responsibilities; Three most common types: 3 . Matrix - Based Charts A responsibility assignment matrix (RAM) is used to illustrate the connections between work packages or activities and project team members 10 9.1 Develop Human Resource Plan

45. 45 3 ) A project manager is meeting with a team member and says ” I know you want to become involved in meetings with the customer. Because of your performance on the project so far, I have rearranged things so you can become involved with the customer ” this is an example of: A ) Team performance assessment B ) Reward power C ) Team building D ) Project performance appraisals

46. 46 3 ) A project manager is meeting with a team member and says ” I know you want to become involved in meetings with the customer. Because of your performance on the project so far, I have rearranged things so you can become involved with the customer ” this is an example of: A ) Team performance assessment B ) Reward power C ) Team building D ) Project performance appraisals

33. 33 9.4 Manage Project Team • Project staff Assignments (Input) • Project Management Plan (Input) • Team Performance Assessments (Input) • Performance Reports (Input) • Organizational Process Assets (Input) Eng.elsaka 09 @gmail.com

12. Human Resource Plan (Outputs) Provides guidance on how project human resources should be defined, staffed, managed, controlled, and eventually released. Roles and responsibilities. Defines the positions, skills, and competencies that the project demands; Project organization charts. A project organization chart is a graphic display of project team members and their reporting relationships. Staffing Management Plan A part of the human resources plan within the project management plan, describes when and how human resource requirements will be met. 12 9.1 Develop Human Resource Plan Eng.elsaka 09 @gmail.com

28. 28 9.3 Develop Project Team Team - Building activities (Tools & Techniques) ► Forming ► Storming ► Norming ► Performing ► A djourning

7. 7 9.1 Develop Human Resource Plan • The process of identifying and documenting project roles, responsibilities and reporting relationships, as well as creating the staffing management plan • The human resource plan documents project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release. • Important consideration should be given to the availability of, or competition for, scarce or limited human resources. • Project roles can be designated for persons or groups. Those persons or groups can be from inside or outside the organization performing the project.

26. 26 9.3 Develop Project Team Interpersonal skills (Tools & Techniques) Are particularly important to team development The project management team can greatly reduce problems and increase cooperation of project team members by: • Understanding their sentiments • Anticipating their actions • Acknowledging their concerns • Following up on their issues Eng.elsaka 09 @gmail.com

16. 16 9.2 Acquire Project Team The process of obtaining the human resources needed to complete the project Project management team may or may not have control over the selection of team members It is important that the following factors are considered during acquiring the project team: • The project manager should effectively negotiate and influence others who are in a position to provide the required human resources for the project. • Failure to acquire the necessary human resources may affect project schedules, budgets, customer satisfaction, quality, and risks. • If the human resources are not available, the project manager may be required to assign alternative resources, perhaps with lower competencies. Eng.elsaka 09 @gmail.com

32. 32 9.4 Manage Project Team • The process of tracking team member performance, providing feedback, resolving issues, and coordinating changes to enhance project performance • Project management team observes team behavior, manages conflict, resolves issues, and appraises team member performance • Complicated when team members are accountable to both a functional manager and the project manager within a matrix organization • Effective management of this dual reporting relationship is often a critical success factor for the project and is generally the responsibility of the project manager Eng.elsaka 09 @gmail.com

17. • Project Management Plan (Input)  Human Resource management Plan  Staffing management Plan • Enterprise Environmental Factors (Input)  Existing information for human resources  Personnel administration policies • Organizational Process Assets (Input) 17 9.2 Acquire Project Team Eng.elsaka 09 @gmail.com

24. 24 9.3 Develop Project Team The process of improving the competencies and interaction of team members to enhance project performance; • Improve knowledge and skills of team members in order to increase their ability to complete project deliverables, while lowering costs, reducing schedules, and improving quality; • Improve feelings of trust and agreement among team members in order to raise morale, lower conflict, and increase team work; and • Create a dynamic and cohesive team culture to improve both individual and team productivity, team spirit, and cooperation, and to allow cross - training and mentoring between team members to share knowledge and expertise. Eng.elsaka 09 @gmail.com

29. 29 9.3 Develop Project Team Team Performance Assessments (Outputs) The project management team makes formal or informal assessments of the project team ’ s effectiveness. The evaluation of a team ’ s effectiveness may include indicators such as: • Improvements in skills that allow individuals to perform assignments more effectively, • Improvements in competencies that help the team perform better as a team, • Reduced staff turnover rate, and • Increased team cohesiveness.

13. Human Resource Plan (Outputs) Provides guidance on how project human resources should be defined, staffed, managed, controlled, and eventually released. Roles and responsibilities. Role The label describing the portion of a project for which a person is accountable. Examples are Civil Engineer, Business Analyst. Authority Right to apply project resources, expend funds, make decisions, or give approvals Responsibility Work that a project team member is expected to perform in order to complete the project's activities Competency Skill and capacity required to complete project activities 13 9.1 Develop Human Resource Plan Eng.elsaka 09 @gmail.com

6. 6 • 9.1 Develop Human Resource Plan The process of identifying and documenting project roles, responsibilities, and required skills, reporting relationships, and creating a staffing management plan. • 9.2 Acquire Project Team The process of confirming human resource availability and obtaining the team necessary to complete project assignments. • 9.3 Develop Project Team The process of improving the competencies, team interaction, and the overall team environment to enhance project performance. • 9.4 Manage Project Team The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance. Human Resource Management

34. 34 9.4 Manage Project Team Conflict Management (Tools & Techniques) Successful conflict management results in greater productivity and positive working relationships Sources of conflict include: • Scarce resources, Scheduling priorities, Personal work styles To reduce conflict, the project management team should establish: • Team ground rules, • Group norms • Solid project management practices, like communications planning and role definition Project team members are initially responsible for resolving their own conflicts Project manager should facilitate a satisfactory resolution of conflict before it escalates

20. Multi - Criteria Decision Analysis (Tools & Techniques) Selection criteria are often used as a part of acquiring the project team. By use of a multi - criteria decision analysis tool, criteria are developed and used to rate or score potential team members.  Availability.  Cost  Experience  Skills 20 9.2 Acquire Project Team Eng.elsaka 09 @gmail.com

14. 14 inputs 1 . Activity resource requirements 2 . Enterprise environmental factors 3 . Organizational process assets Tools & techniques 1 . Organizational charts and position descriptions 2 . Networking 3 . Organizational theory outputs 1 . Human resource plan 9.1 Develop Human Resource Plan

18. Pre - Assignment (Tools & Techniques) Project team members selected in advance  Specific people were promised as part of a competitive bid  Expertise of particular people is required by the project  Staff assignment are defined within the project charter Negotiation (Tools & Techniques) The project management team may need to negotiate with: • Functional managers to ensure that the project receives appropriately competent staff in the required time frame. • Other project management teams within the performing organization to appropriately assign scarce or specialized human resources. • External organizations, vendors, suppliers, contractors, etc., for appropriate, scarce, specialized, qualified, certified resources. 18 9.2 Acquire Project Team

9. Organizational Charts and Position Descriptions (Tools & Techniques) Objective is to ensure that each work package has an unambiguous owner and that all team members have a clear understanding of their roles and responsibilities; Three most common types: 1 . Hierarchical - type charts The traditional organization chart structure can be used to show positions and relationships in a graphic, top - down format; can be work breakdown structure (WBS), organizational breakdown structure (OBS), and resource breakdown structure (RBS) 2 . Text - oriented formats Used for team member responsibilities that require detailed descriptions; usually in outline form, provides information on: responsibilities, authority, competencies, and qualifications 9 9.1 Develop Human Resource Plan Eng.elsaka 09 @gmail.com

3. 3 • Project Human Resources Management includes the processes that organize, manage, and lead the project team. • Project management team is a subset of the project team and is responsible for project management and leadership activities such as initiating, planning, executing, controlling, and closing • This group can also be referred to as ( the core – executive – leadership team ) • Managing and leading the project team includes: • Influencing the project team • Professional and ethical behavior Human Resource Management Eng.elsaka 09 @gmail.com

19. Acquisition (Tools & Techniques) When the performing organization lacks the in - house staff needed to complete the project, the required skills can be acquired from outside sources Virtual Teams (Tools & Techniques) Groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face.  Add special expertise to a project team even though the expert is not in the same geographic area,  Incorporate employees who work from home offices,  Form teams of people who work different shifts or hours,  Include people with mobility limitations or disabilities, and  Move forward with projects that would have been ignored due to travel expenses. 19 9.2 Acquire Project Team Eng.elsaka 09 @gmail.com

8. Activity Resource Requirements (Inputs) Enterprise Environmental Factors (Inputs) • Organizational culture and structure, • Existing human resources, • Personnel administration policies, and • Marketplace conditions. Organizational Process Assets (Inputs) • Organizational standard processes and policies and standardized role descriptions, • Templates for organizational charts and position descriptions, and • Historical information on organizational structures that have worked in previous projects. 8 9.1 Develop Human Resource Plan Eng.elsaka 09 @gmail.com

27. 27 9.3 Develop Project Team Recognition and Rewards (Tools & Techniques)  Part of the team development process; involves recognizing and rewarding desirable behavior  Must be a link between performance and reward Specific to needs of project and right for project environment  Consider the cultural differences of team members Ground Rules (Tools & Techniques)  Establish clear expectations regarding acceptable behavior by project team members;  Early commitment to clear guidelines decrease misunderstandings and increases productivity Co - Location (Tools & Techniques)  An organizational placement strategy where the project team members are physically located close to one another in order to improve communication Eng.elsaka 09 @gmail.com

35. 35 9.4 Manage Project Team Conflict Management (Tools & Techniques) There are six general techniques for resolving conflict. As each one has its place and use, these are not given in any particular order: 1. Withdrawing/Avoiding. Retreating from an actual or potential conflict situation. 2. Smoothing/Accommodating. Emphasizing areas of agreement rather than areas of difference. 3. Compromising. Searching for solutions that bring some degree of satisfaction to all parties. 4. Forcing. Pushing one ’ s viewpoint at the expense of others; offers only win - lose solutions. 5. Collaborating/ Problem solving Incorporating multiple viewpoints and insights from differing perspectives; leads to consensus and commitment. Eng.elsaka 09 @gmail.com

30. 30 inputs 1 .Project staff assignments 2 .Project management plan 3 .Resource calendars Tools & techniques 1 .Interpersonal skills 2 .Training 3 .Team - building activities 4 .Ground rules 5 .Co - location 6 .Recognition and rewards outputs 1 .Team performance assessments 2 .Enterprise environmental factors updates 9.3 Develop Project Team Eng.elsaka 09 @gmail.com

22. 22 inputs 1 .Project management plan 2 .Enterprise environmental factors 3 .Organizational process assets Tools & techniques 1 .pre - assignment 2 .Negotiation 3 .Acquisition 4 .Virtual teams 5 . Multi - Criteria Decision Analysis outputs 1 .Project staff assignment 2 .Resource calendars 3 .Project management plan updates 9.2 Acquire Project Team Eng.elsaka 09 @gmail.com

38. 38 inputs 1 .Project staff assignments 2 .Project management plan 3 .Team performance assessments 4 .Performance reports 5 .Organizational process assets Tools & techniques 1 .Observation and conversation 2 .Project performance appraisals 3 .Conflict management 4 .Issue log 5 .Interpersonal skills Outputs 1 .Enterprise environmental factors updates 2 .Organizational process assets updates 3 .Change requests 4 .Project management plan updates 9.4 Manage Project Team Eng.elsaka 09 @gmail.com

4. 4 Process Group Initiating Planning Executing Monitoring & Controlling Closing Knowledge Area Integratio n Develop Project C harter Develop Project Management Plan Direct & Manage Project Execution Monitor & Control Project Work Close Project or Phase Perform Integrated Change Control Scope Plan Scope Management Collect Requirements Validate Scope Define Scope Control Scope Create WBS Time Plan Schedule Management Define Activities Control Schedule Sequence Activities Estimate Activity Resource Estimate Activity Duration Develop Schedule Cost Plan Cost Management Estimate Costs Control Costs Determine Budget Quality Plan Quality Management Perform Quality Assurance Control Quality HR Develop HR Plan Acquire Project Team Develop Project Team Manage Project Team Comm. Plan Communication management Manage Communications Control Communication Risk Plan Risk Management Control Risks Identify Risks Perform Qualitative Analysis Perform Quantitative Analysis Plan Risk Responses Procurem ent Plan Procurements Conduct Procurements Control Procurements Close Procurements Stakehold er Identify Stakeholders Plan Stakeholder Management Manage Stakeholder Engagement Control Stakeholder Management

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