1. Project Human Resource Management

2. • Process Groups & Knowledge Areas Mapping
Knowledge Area
Process
Initiating Planning Executing Monitoring & Control Closing
Integration Develop
Project
Charter
Develop Project Management
Plan
Direct and Manage Project
Execution
Monitor and Control Project
Work
Perform Integrated Change
Control
Close Project
Scope Collect Requirements
Define Scope
Create WBS
Verify Scope
Control Scope
Time Define Activities
Sequence Activities
Estimate Activities Resources
Estimate Activities Duration
Develop Schedule
Control Schedule
Cost Estimate Costs
Determine Budget
Control Costs
Quality Plan Quality Perform Quality Assurance Perform Quality Control
Human
Resource
Develop Human Resources Plan Acquire Project Team
Develop Project Team
Manage Project Team
Communication Identify
Stakeholders
Plan Communications Distribute Information
Manage Stakeholders
Expectations
Report Performance
Risk Plan Risk Management
Identify Risk
Perform Qualitative Risk Analysis
Perform Quantitative Risk
Analysis
Plan Risk Response
Monitor and Control Risks
Procurement Plan Procurements Conduct Procurements Administer Procurements Close
Procurements

3. Project Human Resource Management
Knowledge Area
Process
Initiating Planning Executing
Monitoring &
Contol
Closing
Human
Resource
Develop Human
Resource Plan
Acquire Project Team
Develop Project Team
Manage Project Team
Enter phase/
Start project
Exit phase/
End project
Initiating
Processes
Closing
Processes
Planning
Processes
Executing
Processes
Monitoring &
Controlling Processes

4. Develop Project Team
objectives:
-Improve knowledge and skills of
team members
- Improve feelings of trust and
agreement among team members
-Create a dynamic and cohesive team
culture to improve both individual
and team productivity

5. Develop Project Team
• The process of improving the competencies, team
interaction, and the overall team environment to
enhance project performance.
Inputs
1. Project staff assignment
2. Project management
plan
3. Resource calendar
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

6. Interpersonal skills
• Called Soft Skills

7. Training
- Classroom
- online,
- on-the-job training from
another project team member,
- mentoring
- coaching

8. Team Building Activities
stage of team formation and development:
1. FORMING
– The team meets and learns about the project and what their roles
and responsibilities.
2. STORMING
– Address the project work, technical decisions and the project
management approach. Conflict/disagreement may occurs.
3. NORMING
– Work together and adjust work habits and behavior that support
the team.
4. PERFORMING
– Being a well-organized unit
5. ADJOURNING
– Team completes the work and move on from the project.

9. Ground Rules
establish acceptable behavior by project
team members.
Early commitment to clear guidelines
decreases misunderstandings and increases
productivity.
Discussing ground rules allows team
members to discover values that are
important to one another.

10. Co-location
placing many or all project team
members in the same physical
location to enhance their ability
to perform as a team
Example : War room

11. • Recognition and Rewards
• reward will be effective if it
satisfies a need which is valued
by that individual.
• Cultural differences should be
considered when determining
recognition and rewards.
• People are motivated if they feel
they are valued by the rewards
given to them

12. Motivation Theory: Maslow’s Hierarchy
Basic Needs
Higher Level
of Needs

13. •Human motivation
theory by Douglas
McGregor, 1960 -
•Management
assumed employees
are lazy and hate
work.
•Employees will avoid
work
•Employees are only
after $$
•Managers blame &
punish
•Manager’s job is to
structure and energize
employees.
McGregor’s X Theory

14. •Assumes opposite of
theory X.
•Employees enjoy
their physical and
mental work.
•Employees MIGHT
BE ambitious & self
motivated
•Managers assume
that if given the right
conditions, people
will DO WELL, which
is THE MOTIVE.
McGregor’s Y Theory

15. Theory Z
• A Japanese
management style
motivational theory
• Based on the work of
W. Edwards Deming
• Proposed by Dr.
William Ouchi
• Focus on stable
employment (job for
life)
• Focus on increasing
loyalty by caring about
their well being in/out
of job.
• Tries to keep
employees’ morale and
satisfaction high.

16. Motivation Theory: Two Factors Theory
• Herzberg’s Theory
– Job dissatisfaction due to lack of hygiene factors
– Job satisfaction due to motivation factors
Hygiene Factors
- Working condition
- Salary
- Personal life
- Relationship at work
- Security
- Status
Motivation Factors
- Responsibility
- Self actualization
- Professional growth
- Recognition

17. Team Performance Assessments
• the project management team makes formal
or informal assessments of the project team’s
effectiveness
• Team performance assessment criteria should
be determined by all appropriate parties

18. Manage Project Team
• The process of tracking team member performance, providing feedback,
resolving issues, and managing changes to optimize project performance.
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
.

19. Observation and Conversation
• Observation and conversation are used to stay
in touch with the work and attitudes of
project team members.

20. • Project Performance Appraisals
• Objectives for performance appraisals can
include clarification of roles and responsibilities
, constructive feedback to team members, and
development of individual training plans

21. Are Conflicts bad?
• Way of project improvement
– Can be beneficial
– can be Solved by
identifying the causes of
the problem and solved
by the people involved +
their manager
• PM Must be proactive, look
for and solve problems
before they impact on the
project.

22. So conflicts are causedby hard-headed ... People?

23. Conflict Management.
• Conflicts can be beneficial (an opportunities for improvement)
• Conflicts reasons
Schedules
Project priorities
Resources
Technical opinions
Admin Procedures
Cost
Personality
• Conflict is best resolved by those involved in the conflict.

24. Conflict Management
• General techniques to resolve conflict
Confronting & Problem Solving
Treating conflict as problem to be
solved by examining alternatives;
Requires a give and take attitude
and open dialogue.
Forcing
Pushing one’s viewpoint at the
expense of others; Offers only win-
lose solutions.
Collaborating
Incorporating multiple viewpoints
and insights from differing
perspectives; Leads to consensus
and commitment.
Withdrawing/Avoiding
Retreating from an actual or
potential conflict situation.
Smoothing/Accommodating
Emphasizing areas of agreement
rather than areas of difference.
Compromising
Searching for solution that bring
some degree of satisfaction to all
parties.
Behaviors that focused on others
Behaviorsthat
focusedonself

25. Project Manager Power
A Project Manager may yield authority over the project team in one of
the following ways
– Formal (Legitimate) - Power due to Project Managers position
– Reward – Power stems from giving rewards.
– Penalty (Coercive) – Power due to afraid of the power the Project
Manager holds.
– Expert (Technical) – Comes from being technical or project
management expert.
– Referent – Power of charisma and fame. Make another person
liking/respecting the Project Manager.

26. Important Terms
• Halo Effect
The assumption that because the person is good at technical, he
will be good as a project manager.
• Arbitration
A method to resolve conflict. A neutral party hears and resolve a
dispute.
• Perquisites (Perks)
Some employees receives special rewards e.g. parking spaces,
corner offices, executive dining.
• Fringe Benefits
Standard benefits formally given to all employees, such as
insurance, education benefits and profit benefits.

27. QUESTIONS?

28. 1- What conflict resolution technique is a project
manager using when he says, "I cannot deal
with this issue now!"
A- Problem solving
B- Forcing
C- Withdrawal
D-Compromising

29. 2-You just joined organization as project lead and your
main job on current project is to gain the cooperation
of stakeholders. What is the best form of power for
gaining cooperation under these circumstances?
1- Referent
2- Formal
3- Expert
4- Penalty

30. 3-A resolution that makes all parties unhappy
is called _______.
1-Collaborative
2-Compromising
3-Forcing
4.confronting

31. 4- War room creation during project deployment
phase is an example of:
1-Team Building activity
2--Establishing Ground Rules
3-Co-Location
4-General Management Skills

32. 5- Theory X holds that:
A. quality improvements lie in the hands of quality
circles.
B. profits are tied to meeting schedule deadlines.
C. absenteeism is tied to poor working conditions.
D. workers are inherently unmotivated and need
strong guidance

33. 6. All of the following are the form of power
derived from Project Manager’s position EXCEPT
A-Formal
B-Reward.
C-Penalty
D-Expert

34. 7-Which of the following models of conflict
resolution allows a cooling off period, but
seldom resolves the issue in the long term?
1-Problem solving
2-Withdrawal
3-Forcing
4-Collaborating

35. 8- Maslow ranked Human needs from the highest to
lowest:
A- self esteem ,Self actualization, social, security
and physiological
B-Self actualization; self esteem; security, social;
and physiological
3-Self actualization; self esteem; social; security and
physiological
4-Self actualization; self esteem; physiological ;
security and social

36. Thank you