‫بسم

الرحمن الرحيم‬

”‫“وقل ربى زدنى علما‬

(‫)اللھم صل وسلم وبارك على سيد الخلق سيدنا محمد‬

PMP (Project Management Professional)

Presented by
Eng.Ahmed Shaaban (Ahmed Elsaka)

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Project Human Resource Management
Unit 9

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 Human Resource Management

• 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

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 Human Resource Management

Project HR
management

Develop
Acquire Develop Manage
human resource
project team project team project team
plan

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 Human Resource Management

• 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.
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 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.
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 9.1 Develop Human Resource Plan

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.

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 9.1 Develop Human Resource Plan
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

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 9.1 Develop Human Resource Plan
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

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 9.1 Develop Human Resource Plan

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.

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 9.1 Develop Human Resource Plan

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.

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 9.1 Develop Human Resource Plan

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

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 9.1 Develop Human Resource Plan

inputs Tools & techniques

1. Activity resource 1. Organizational charts and
requirements position descriptions
2. Enterprise environmental 2. Networking
factors
3. Organizational theory
3. Organizational process
assets

outputs
1. Human resource plan
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9.1 Develop Human Resource Plan

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 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.

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 9.2 Acquire Project Team

• 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)

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 9.2 Acquire Project Team

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.

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 9.2 Acquire Project Team

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.

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 9.2 Acquire Project Team

• Project staff Assignments (Output)

• Resource Calendars (Output)

• Project Management Plan updates (Output)

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 9.2 Acquire Project Team

inputs Tools & techniques

1.Project management plan 1.pre-
.pre-assignment
2.Enterprise environmental 2.Negotiation
factors 3.Acquisition
3.Organizational process assets 4.Virtual teams

outputs
1.Project staff assignment
2.Resource calendars
3.Project management plan
updates 20
9.2 Acquire Project Team

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 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.

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 9.3 Develop Project Team

• Project staff Assignments (Input)

• Project Management Plan (Input)

• Resource Calendars (Input)

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 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

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 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

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 9.3 Develop Project Team

Team-Building activities (Tools & Techniques)

► Forming

► Storming

► Norming

► Performing

► Adjourning
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 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.

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 9.3 Develop Project Team

inputs Tools & techniques

1.Project staff assignments 1.Interpersonal skills
2.Project management plan 2.Training
3.Resource calendars 3.Team-
.Team-building activities
4.Ground rules
5.Co
.Co--location
6.Recognition and rewards

outputs
1.Team performance assessments
2.Enterprise environmental factors
updates
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9.3 Develop Project Team

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 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

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 9.4 Manage Project Team

• Project staff Assignments (Input)

• Project Management Plan (Input)

• Team Performance Assessments (Input)

• Performance Reports (Input)

• Organizational Process Assets (Input)

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 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
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 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.
Incorporating multiple viewpoints and insights from differing perspectives;
leads to consensus and commitment.
6. Confronting/Problem solving.
Treating conflict as a problem to be solved by examining alternatives.
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 9.4 Manage Project Team

• Observation and Conversation (Tools)

• Project Performance Appraisals (Tools)

• Interpersonal skills (Tools)

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 9.4 Manage Project Team

• Enterprise Environmental Factors updates (Output)

• Organizational Process Assets updates (Output)

• Change Requests (Output)

• Project Management Plan updates (Output)

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 9.4 Manage Project Team

inputs Tools & techniques

1.Project staff assignments 1.Observation and conversation
2.Project management plan 2.Project performance appraisals
3.Team performance 3.Conflict management
assessments 4.Issue log
4.Performance reports 5.Interpersonal skills
5.Organizational process
assets

Outputs
1.Enterprise environmental factors
updates
2.Organizational process assets
updates
3.Change requests
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4.Project management plan updates
9.4 Manage Project Team

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 Questions

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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

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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

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2 ) Which of the following is the BEST way to
resolve conflict?
A ) Compromising

B ) Forcing

C ) Smoothing

D ) Withdrawal

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2 ) Which of the following is the BEST way to resolve
conflict?
A ) Compromising

B ) Forcing

C ) Smoothing

D ) Withdrawal

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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

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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

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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

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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

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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

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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

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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.

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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.

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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

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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

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.

Thank you

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