Chapter 09 - Project Human Resource Management.pdf

Chapter 9:

Project

Management

Reference PMBOK 5E: Ch – 9 Page: 255

Project Human Resource Management includes the processes that organize, manage, and lead the project team. Project team members may have varied skill sets, may be assigned full or part-time, and may be added or removed from the team as the project progresses.

Presenter: Md. Tohid Been Mannan, PMP®

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Human Resource Management

Reference PMBOK 5E: Ch – 9 Page: 255

 the process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan. it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.

Presenter: Md. Tohid Been Mannan, PMP®

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Plan HRM:

Reference PMBOK 5E: Ch – 9 Page: 255

Presenter: Md. Tohid Been Mannan, PMP®

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Plan HRM:

Reference PMBOK 5E: Ch – 9 Page: 255

 A responsibility assignment matrix (RAM) is a grid that shows the project resources assigned to each work package.

Presenter: Md. Tohid Been Mannan, PMP®

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Plan HRM:

Reference PMBOK 5E: Ch – 9 Page: 255

 is the formal and informal interaction with others in an organization, industry, or professional environment.  provides information regarding the way in which people, teams, and organizational units behave. When planning human resource management of the project, the project management team will hold planning . •

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Presenter: Md. Tohid Been Mannan, PMP®

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Plan HRM:

Reference PMBOK 5E: Ch – 9 Page: 255

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. The function assumed by or assigned to a person in the project.  . The right to apply project resources, make decisions, sign approvals, accept deliverables, and influence others to carry out the work of the project. . The assigned duties and work that a project team  member is expected to perform in order to complete the project’s activities . The skill and capacity required to complete assigned  activities within the project constraints. 

Presenter: Md. Tohid Been Mannan, PMP®

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Plan HRM:

Reference PMBOK 5E: Ch – 9 Page: 266

 A project organization chart is a graphic display of project team members and their reporting relationships The describes when and how project team members will be acquired and how long they will be needed. Staff acquisition Resource Calendar Staff Release plan Training Needs Recognition & rewards Compliance Safety  •

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Presenter: Md. Tohid Been Mannan, PMP®

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Plan HRM:

Reference PMBOK 5E: Ch – 9 Page: 266

Presenter: Md. Tohid Been Mannan, PMP®

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Reference PMBOK 5E: Ch – 9 Page: 267

 Acquire Project Team is the process of confirming human resource availability and obtaining the team necessary to complete project activities outlining and guiding the team selection and responsibility assignment to obtain a successful team

Presenter: Md. Tohid Been Mannan, PMP®

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 Acquire Project Team:

Reference PMBOK 5E: Ch  – 9 Page: 270

Pre-assignment Negotiation  Acquisition Virtual Team MCDA  Availability – Cost – Experience – Ability – Knowledge – Skills  Attitude - International Factors

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Presenter: Md. Tohid Been Mannan, PMP®

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Reference PMBOK 5E: Ch – 9 Page: 267

 the process of improving competencies, team member interaction, and overall team environment to enhance project performance. it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance

Presenter: Md. Tohid Been Mannan, PMP®

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Develop Project Team:

Reference PMBOK 5E: Ch – 9 Page: 277

Interpersonal skills Training Ground rules Collocation, also referred to as “tight matrix,” Recognizing and rewarding Personnel assessment tools

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Presenter: Md. Tohid Been Mannan, PMP®

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Develop Project Team:

Reference PMBOK 5E: Ch – 9 Page: 277

 activities can vary from a 5-minute agenda item in a status review meeting to an off-site, professionally facilitated experience designed to improve interpersonal relationships.

Presenter: Md. Tohid Been Mannan, PMP®

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Develop Project Team:

Reference PMBOK 5E: Ch – 9 Page: 277

The performance of a successful team is measured in terms of technical success according to agreed-upon project objectives, performance on project schedule, and performance on budget. The evaluation of a team’s effectiveness may include indicators such as: • Improvements in skills • Improvements in competencies • Reduced staff turnover rate, and • Increased team cohesiveness Presenter: Md. Tohid Been Mannan, PMP®

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Reference PMBOK 5E: Ch – 9 Page: 279

 the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. It influences team behavior, manages conflict, resolves issues, and appraises team member performance.

Presenter: Md. Tohid Been Mannan, PMP®

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Manage Project Team:

Reference PMBOK 5E: Ch – 9 Page: 282

Conflict is inevitable in a project environment. Sources of conflict include scarce resources, scheduling priorities, and personal work styles. Retreat from Emphasize areas of agreement Some degree of satisfaction to all parties Pursuing one’s viewpoint Try to solve problem with all viewpoints

Presenter: Md. Tohid Been Mannan, PMP®

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Manage Project Team:

Reference PMBOK 5E: Ch – 9 Page: 279

 Successful projects require strong leadership skills. Leadership is important through all phases of the project life cycle. Key skills include: Persuasion, Active Listening, Awareness of Perspectives, Information Gather •

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 Focus on goals to be served,  Follow a decision-making process,  Study the environmental factors,  Analyze available information,  Develop personal qualities of the team members,  Stimulate team creativity, and  Manage risk. Presenter: Md. Tohid Been Mannan, PMP®

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Manage Project Team: •

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Reference Rita 8E: Ch – 9 Page: 359

Based on power because of performance of a team member ability to penalize team-members being the technical or project manager comes from another person liking/respecting you.

Presenter: Md. Tohid Been Mannan, PMP®

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Manage Project Team:

Reference Rita 8E: Ch – 9 Page: 365

Employees who believe their efforts will lead  to effective performance & who expect to be rewarded for their accomplishments will remain productive as rewards meet their expectations  Arbitration & Perquisites/Perks (special rewards e.g. parking), & Fringe benefits •

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Presenter: Md. Tohid Been Mannan, PMP®

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Manage Project Team:

Reference Rita 8E: Ch – 9 Page: 365

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Self  Actualiz ation Esteem

Self Fulfillment, growth, learning  Accomplishment, respect, attention, appreciation

Social

Love, affection, approval, friends, association

Safety

Security, Stability, Freedom from harm

Physiological

Need for air, food, water, housing, clothing Presenter: Md. Tohid Been Mannan, PMP®

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Manage Project Team:

Reference Rita 8E: Ch – 9 Page: 365

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 Achievement  Affiliation Power

These people should be given projects that are challenging but are reachable They like recognition These people work best when cooperating with others They seek approval rather than recognition People whose need for power is socially oriented, rather  than personally oriented, are effective leaders and should be allowed to manage others. These people like to organize and influence others

Presenter: Md. Tohid Been Mannan, PMP®

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Manage Project Team: •

Reference Rita 8E: Ch – 9 Page: 365

deals with hygiene Factors

Examples of hygiene factors are: Working conditions Salary Personal life Relationships at work Security Status •

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Presenter: Md. Tohid Been Mannan, PMP®

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THANK YOU!!!

Presenter: Md. Tohid Been Mannan, PMP®

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