Human Resources Management Sections of this presentation were adapted from A Guide to the Project Management Body of Knowledge 4 th Edition, Project Management Institute Inc., © 2009

Human Resources Management “The processes that organize and manage the project team”

Why Do We Manage Human Resources? Clearly defined roles and responsibilities are essential for the successful project Roles and responsibilities are assigned to one of six groups Project Sponsor Project Sponsor Senior Management Senior Management Project Team Project Team Stakeholders Stakeholders Functional Manager Functional Manager Project Manager Project Manager

Common Responsibilities Project Sponsor Accept the product Accept the product Provide key dates Provide key dates Risk threshold Risk threshold Senior Management Provide planning time Provide planning time Prioritize projects Prioritize projects Prioritize triple constraint Prioritize triple constraint Issue project charter Issue project charter Protect the project Protect the project Project Team Perform work tasks Perform work tasks Manage stakeholders Manage stakeholders Define quality Define quality Review project performance & correct Review project performance & correct

Common Responsibilities Stakeholders Approve project changes Approve project changes Verify Scope Verify Scope Become risk owners Become risk owners Functional Manager Assigns individuals to team Assigns individuals to team Assist with team member performance issues Assist with team member performance issues Notify PM of other project resources demands Notify PM of other project resources demands Project Manager Integrate project components Integrate project components In charge of project (not necessarily resources) In charge of project (not necessarily resources) Accountable for project failure Accountable for project failure Measure performance and act Measure performance and act Does NOT sign the project charter

How Do We Manage Human Resources? Four processes Develop Human Resources Plan Develop Human Resources Plan Acquire Project Team Acquire Project Team Develop Project Team Develop Project Team Manage Project Team Manage Project Team Develop Human Resources Plan Acquire Project Team Develop Project Team Manage Project Team

Develop Human Resources Plan Enterprise Environmental Factors Organizational Process Assets Project Management Plan Roles and Responsibilities  Organizational charts and position descriptions  Networking  Organizational theory Inputs OutputsTools & Techniques Project Organizational Charts Staffing Management Plan Develop Human Resources Plan Acquire Project Team Develop Project Team Manage Project Team

Organizational Charts Hierarchical Charts Matrix Based Responsibility Assignment Matrix (RAM) Responsibility Assignment Matrix (RAM) RACI - Responsible, Accountable, Consult, Inform R = Responsible A= Accountable C= Consult I = Inform Anna Project Manager Ed Instrument Lead Ted Painter Fred Document Control

Acquire Project Team Enterprise Environmental Factors Organizational Process Assets Roles and Responsibilities Project Staff Assignments  Pre-assessment  Negotiation  Acquisition  Virtual teams InputsOutputs Tools & Techniques Resource Availability Staffing Management Plan Updates Project Org Charts Staffing Management Plan Develop Human Resources Plan Acquire Project Team Develop Project Team Manage Project Team

Develop Project Team Project Staff Assignments Staffing Management Plan Resource Availability  General management skills  Training  Teambuilding activities  Ground rules  Co-location  Recognition and rewards Inputs Outputs Tools & Techniques Team performance assessment Develop Human Resources Plan Acquire Project Team Develop Project Team Manage Project Team

Organizational Process Assets Project Staff Assignments Roles and Responsibilities  Observation and conversation  Project performance appraisals  Conflict management  Issue log Inputs Outputs Tools & Techniques Requested Changes Project Org Charts Staffing Management Plan Team Performance Assessment Work Performance Information Performance Reports Recommended Corrective Actions Recommended Preventive Actions Organizational Process Assets Updates Project Management Plan Updates Develop Human Resources Plan Acquire Project Team Develop Project Team Manage Project Team

Power and Leadership Powers of PM (Order of Effectiveness) Expert Expert Reward Reward Referent Referent Formal (legitimate) Formal (legitimate) Penalty (coercive) Penalty (coercive) Leadership Styles Directing Directing Facilitating Facilitating Coaching Coaching Supporting Supporting Autocratic Autocratic Consultative Consultative Consensus Consensus

Motivation Theories McGregor’s Theory of X and Y X People need to be watched every minute. They are incapable, avoid responsibility, and avoid work wherever possible X People need to be watched every minute. They are incapable, avoid responsibility, and avoid work wherever possible Y People are willing to work without supervision and want to achieve. They can drive their own efforts Y People are willing to work without supervision and want to achieve. They can drive their own efforts XX Y

Motivation Theories Maslow’s Hierarchy of Needs People work for self actualization – to contribute and use their skills People work for self actualization – to contribute and use their skills Physiological Safety Social Esteem Self Actualization

Motivation Theories Hertzberg's Theory Hygiene Factors – Poor Hygiene Factors destroy motivation Hygiene Factors – Poor Hygiene Factors destroy motivation Working Conditions Salary Personal Life Relationships at Work SecurityStatus Motivating Agents – Motivates people to work harder Motivating Agents – Motivates people to work harderResponsibility Self Actualization Professional Growth Recognition

Key Terms War Room – Project team located in single room to create project identity Expectancy Theory – Employees who believe that their efforts will lead to effective performance and who expect to be rewarded for their accomplishments remain productive as rewards meet expectations Perquisites – perks Fringe Benefits – Standard benefits given to all employees

Conflict Management Five Conflict Resolution Modes Withdraw Withdraw Smoothing Smoothing Compromising Compromising Forcing Forcing Problem Solving Problem Solving Temporary Only – No Resolution Provide Resolution