Human Resources Management

Human Resources Management
Intro: Probably the easiest of all the sections in the test. Know Roles and Responsibilities Interacts with other processes After WBS is created, more resources may be needed PMP Prep Course Based on the PMBOK® Guide 3rd Edition

9. Human Resource Management
What is Human Resource Management? “HR Management includes the processes that organize and manage the project team.” How PM leads and manages people on projects needs to be sensitive to how applied to project as a entity temporary: Transient relationships Different needs at different phases Know enough about HR policies to stay in compliance PMI-isms Understand people must be compensated for work Reward system during planning Document who does what Motivational theories and powers of PM Interacts with other processes, eg, planning redos After WBS is created (phase?), more resources may be needed After resources are added, may reduce risk Activity durations may need to be changed if competency levels are unknown at the time *Source: PMBOK® p.199

9. Human Resource Management
Process Groups Initiating Planning Executing Monitoring & Controlling Closing Human Resource Management Knowledge Area Processes 9.1 Human Resource Planning ( ) 9.2 Acquire Project Team ( ) 9.3 Develop Project Team ( ) 9.4 Manage Project Team ( ) Questions Sections HR Project Initiating has 11% 22 2 5% Sect Quest Project Planning 23% 46 21 48% 1 2% 1.05 Project Executing 27% 54 7 16% 2.45 Project Monitoring and Controlling 21% 42 12 0.95 Project Closing 9% 18 Professional and Social Responsibility 44 100% 4.45 Chart on page 70 of PMBOK Guide: All 44 processes Calculating that there may be 5 questions total on this knowledge area

9.1 Human Resource Planning
Definition Human Resource Planning - Determines project roles, responsibilities, and reporting relationships, and creates the staffing management plan. Roles: very important Individuals or groups How acquired - internal or external Criteria for release Training Rewards Compliance considerations Safety Impact on org’n *Source: PMBOK® p.202

*Source: PMBOK® p.203

How the technical disciplines and people currently interact Organizational Technical Technical disciplines Interpersonal –team member relations Logistical Political Can reduce the amount of planning Templates Checklists To determine the human resource needs for the project Enterprise Environmental Factors (common input; different elements) Organizational – depts. – relationships, informal and formal Technical – disciplines, specialties required? Software? Methodologies? Transitions? Within and between project phases Interpersonal – formal and informal reporting relationships? Employee-supervisor? Supplier-customer? Cultural? Trust and respect? Logistical – Distance, time zones, countries? Political – stakeholder goals and agendas? Formal and informal power? Constraints: Org structure, collective bargaining agreements, economic conditions Organizational process assets – templates, checklists, lessons learned PM Plan – activity resource requirements (4.3)

Document team member roles and responsibilities Hierarchical-type Matrix-based Text-oriented Informal organizational interaction Apply proven behavioral principles Tools and Techniques ROLES AND RESP: Hierarchical: traditional org chart – graphical top-down OBS: Organizational Breakdown Structure – like WBS, but arranged according to teams, unit, etc. eg – Work packages listed under each dept RBS: Resource breakdown structure: arranged by type of resource – helps with cost tracking eg – all the interface designers or testers or welders. Matrix-based: Responsibility Assignment Matrix (RAM) Eg Format: RACI Text-based: position description or role-responsibility-authority form – project specific NETWORKING: helps understand political and interpersonal factors that would affect staffing management. - types? Correspondence, luncheons, informal conversations, conferences ORGANIZATIONAL THEORY: behavior, motivation, MORE DETAILS COMING UP.

Role, Authority, Responsibility, Competency – Responsibility Matrix Graphic display of project reporting relationships. Outputs Role & Responsibility Assignments – Project roles (e.g. who does what) and responsibilities (e.g. who decides what) must be assigned to the appropriate stakeholders. Chapter 2: Product Life Cycle and Organization of the PMBOK Guide has content on structure and PMs role.

9.1 HR Planning – Outputs (cont’d)
Responsibility Matrix Person A B C D E F … Requirements S R P Functional Design I Develop Test Phase This is a sample of a common responsibility matrix. Using this tool it is very easy to tell who is doing what and exactly what level they are involved. Also know as a RACI Chart: Know the difference in roles and resp between the PM, sponsor, team, functional manager, all stakeholders. Excellent role exercises on page 267 – 271 of the Study Guide. Interactive exercise: Take a few minutes and do the situational problem solving exercise. PM, T, SP, FM – who’s responsibility to solve the problem? Give them 5 min individually to work through the answers. Break into teams to take 10 min to go over the answers. “Person beside you.” “Don’t be shy.” P = Participant A = Accountable R = Review Required I = Input Required S = Sign-off Required

9.1 HR Planning – Outputs (cont’d)
Organizational Chart Graphically describes project reporting relationships. Defines formal & informal reporting relationships. Helps in identifying communication/information channels.

9.1 HR Planning – Outputs – (cont’d)
Staffing Management Plan Defines when and how human resources will be met. Staff Acquisition Timetable Release Criteria Training Needs Recognition and Rewards Compliance Safety Staffing Management Plan – Describes when and how human resources will be brought onto and taken off the project team, and how to develop team members. SMP is critical to the retention of employees: When someone gets their steps done it is very important that they have something else to do or somewhere else to go. Staff Acquisition – How staff is acquired Timetable – adding staff when – resource histogram Release Criteria – when and how Training Needs - Recognition and Reward systems – motivate for improved performance for non-direct reports. Ask them what they want. Ask for examples? Thank yous, prizes,, recommendations-raise/ choice projects, notes to mgrs, celebrations, learn-more tasks. How to get people to perform on the project Compliance – laws, HR policies Safety – how resources are protected

9.1 HR Planning – Outputs – (cont’d)
Resource Histogram Resource Histogram: shows number of resources over time. PM arrange for resource at needy times, or change to minimize peaks and valleys. Chart summary Responsibility Matrix: tasks – who does what: NO WHEN Resource histogram: # resources per time period eg, month Resource Gantt chart: when the resources work Summarize Process: HR Planning Inputs T&T Outputs *Source: PMBOK® p.208

9.2 Acquire Project Team Definition
Acquire Project Team - Process of obtaining the human resources needed to complete the project. Part of the executing process – PMBOK Guide assumes large project. PMI-ism – Think Large Project Team may be assigned as contractors, or gleams in the company’s eye – years down the road. *Source: PMBOK® p.209

9.2 Acquire Project Team Involves Actions:
Know which resources are pre-assigned Negotiate for best possible resources Hire new employees Outsource Understand possibilities and problems of virtual teams. *Source: PMBOK® p.209

9.2 Acquire Project Team Enterprise environmental factors - availability, ability, experience, interests, cost Organizational – vendors, locations, organizations Policies, guidelines, procedures From previous process Enterprise environmental factors (again – but different context): PM can influence: Availability – who is available and when Ability – What competencies do they possess? Experience – Related work? Interest – Do they want to work together? Cost – How much, especially if contractors from outside Organizational Process Assets: Policies, guidelines, procedures R&R: from previous process Project Org charts: from previous process SMP: from previous process

9.2 Acquire Project Team From contracts or project charter
Functional managers and other Project Managers From outside sources Groups with shared goal who seldom meet face to face – geography, home office, mobility handicaps, high travel expenses Tools & Techniques Pre-assignment Negotiations p. 278 – more soon on this skill generally With responsible functional/resource managers Other project management teams Acquisition (Hired) Full-Time Contractors Virtual teams – Advantages – ask?: Form teams over wide geographical area Can add expertise Home office workers Mobility challenges Limits travel expenses IMPORTANT – Communication Planning becomes even more important

9.2 Acquire Project Team Documentation: team directory, memos, org charts, schedules Vacation, other project commitments Changes in staffing – acquisition, promotions, retirements, illnesses, performance issues, changing workloads. Outputs Project Staff Assignment – The project is staffed when appropriate people have been reliably assigned to work on it. Project Team Directory – The list of all the project team members and other key stakeholders. Updated SMP

9.3 Develop Project Team Definition
Develop Project Team – Improves the competencies and interaction of team members to enhance project performance. Team development is also important as it gives the stakeholders the ability to contribute. Improve skills of team members Improve feelings of trust and cohesiveness Greater benefit earlier in the process. “Practice early and often and throughout.” *Source: PMBOK® p.212

9.3 Develop Project Team *Source: PMBOK® p.212

9.3 Develop Project Team From staff acquisition
Developed during planning phase Times project members can participate Staff Assignments From previous process Acquire Project team Staffing Management Plan Output from HR Planning Resource Availability From previous process Acquire Project team

9.3 Develop Project Team – T&T
From staff acquisition Formal, informal, online, classroom, OTJ, mentoring, coaching Team building to be discussed in the next set of slides Go into more depth on General Management and especially Team Building

1. General Management Skills Leading – Establishing direction, aligning people, motivating and inspiring Managing – Consistently producing key results expected by stakeholders Communicating Negotiating Problem solving – A combination of problem definition and decision-making Influencing the organization – The ability to “get things done Understand team members Anticipate their needs Acknowledge their concerns Follow up on their issue Other skills: empathy, influence, creativity, group facilitation Interpersonal skills: Pg 15, Section (all in slide above)

3. Team Building Skills Team Building – Is the process of getting a group of diverse individuals to work together effectively as a unit to: Improve overall performance Manage conflicts Establish working relationships Team Building is an ongoing process!!! Team Building questions on the exam are typically easy and can be answered based on your own experience. ?What is one key planning process that PMI emphasizes as an exercise to build team cohesiveness? Hint: it is in the Scope Management process group Create WBS BEFORE NEXT Slide: ?Go to board, put GOOD TEAM and BAD TEAM Ask people to provide characteristics/symptoms of each

3. Team Building Skills (cont’d) An Effective Team Must… Be interdependent Have a reason for working together. Be committed to working together. Be accountable as a functioning unit. Have a moderate level of competition and conflict. Remember, you have got to establish these relationships at the beginning of the project. This is why project kickoff meetings are so important.

3. Team Building Skills (cont’d) An Effective Team Must… Be committed to achieve the organization’s goals and objectives by accomplishing their portion of the project. Have diverse backgrounds and skills, yet concentrate on a common effort. Have great loyalty to the project. Have respect for the Project Manager. Attain team spirit and high moral.

3. Team Building Skills (cont’d) Symptoms of Bad Teamwork… Frustration by staff. Conflicts and unhealthy competition. Unproductive meetings. Lack of trust or confidence in the Project Manager. Remember, it is the Project Manager’s job to prevent these things from occurring. Be especially wary of the bad meetings. (Will discuss meetings more in Communication Management) See communication blockers and prevention – p 21 of Comm slides.

3. Team Building Skills (cont’d) Problems with Bad Teamwork… Poor Communications Confused Organization Lack of Control Poor Training Low Motivation Lack of Individual Creativity Inappropriate Management Philosophy Lack of Succession Planning & Development Unclear Aims Unfair Rewards Not-Invented-Here Syndrome Non-Supportive Culture Insufficiently Skilled People Excessive Wheel Spinning Unimplemented Decisions Detrimental Surprises Unproductive Team Meetings Withdrawn Team Members Problem Solving Activities Are Avoided Poor Motivation Schedule Slippage Unresponsive or Apathetic Team Members

3. Team Building Skills (cont’d) Benefits to the Team… Mutual problem resolution Fewer communication problems High-Quality decision making Motivated team members Enhanced creativity A strong support base Collective strengths Increased job satisfaction Improved synergy Conflict resolution Interdependence

3. Team Building Skills (cont’d) Plan for Team Building Who – Project roles & responsibilities. What – The project goals and objectives How – Project procedures and controls When – Project schedules Negotiate for Team Members Because of their potential to contribute expertise Because of their potential to be effective team players. Organize the Team – Specific assignments Work authorizations for each item on the WBS Responsibility Matrix Team Building questions on the exam are typically easy and can be answered based on your own experience. Job of PM to: Guide manage improve interaction of team members Improve trust and cohesiveness Incorporate team building activities TB requires effort and continued attention WBS creation is a team building tool Start early.

3. Team Building Skills (cont’d) Hold a Kickoff Meeting – To initiate the active team-building process. Get team members to know one another. Establish working relationships and lines of communications. Set team goals and objectives. Review project status. Review project plans. Identify project problem areas. Establish individual and group responsibilities Obtain individual and group commitments. On large projects it is often a good idea to hold kickoff meeting for each phase.

Communicate…communicate…communicate!!
9.3 Develop Project Team – T&T 3. Team Building Skills (cont’d) Conduct team building exercises Utilize ongoing project team development Staff Meetings Planning Meetings Scheduling Meetings Re-planning Sessions Technical Reviews Status Reviews Design Reviews Budget Reviews Failure Reviews Budget Violator Meetings News Flash Meetings Get-Well Meetings Top Management Briefings Customer Briefings & Audits Communicate…communicate…communicate!!

3. Team Building Skills (cont’d) Getting the Team to Work Together Real group commitment can only be obtained if the team members identify themselves with the goals and objectives because they helped develop them. What was that PMI-ism again? What is a team-building activity? Creating the WBS

3. Team Building Skills (cont’d) Getting the Team to Work Together Motivation – The most effective motivator is the importance of the job or project. Present the challenge Give regular review and feedback Use the team reward system Encourage professional development Encourage competition Provide a good environment It is critical that managers set and manage expectations.

3. Team Building Skills (cont’d) Major Motivational Theories Maslow’s Hierarchy of Needs McGregor’s Theory X & Y Hertzberg’s Theory Ouchi’s Theory Z Vroom’s Expectancy Theory

3. Team Building Skills (cont’d) Comparison of Common Theories Self-Actualization Esteem Social/Affiliation Safety/Security Physiological Maslow’s Theory Growth Relatedness Existence Motivates Advancement Achievement Hygiene Job Security Salary Work Conditions Group Member Hertzburg’s Theory Need for Achievement Need for Power Need for Affiliation

3. Team Building Skills (cont’d) Maslow’s Hierarchy of Needs Maslow says that people do not work for security or money. People work to get a chance to contribute and used their skills. This is called “Self-Actualization”. In Maslow’s Hierarchy one cannot ascend to the next level until fulfilling the current level.

3. Team Building Skills (cont’d) Maslow’s Hierarchy of Needs Self- Actualization Esteem Social Safety Physiological Self-fulfillment, growth, learning Accomplishment, respect, attention, appreciation Love, affection, approval, friends, association Security, stability, and freedom from harm Need for air, water, food, housing & Clothing In Maslow’s Hierarchy it is critical that you remember that you must achieve the lower level need before you can go on to the next one.

3. Team Building Skills (cont’d) McGregor’s Theory of X and Y McGregor believed all workers fit into one of two groups, X and Y. Theory X – Suggests that people need to be watched every minute and that they are incapable, avoid responsibility and avoid work whenever possible. X

3. Team Building Skills (cont’d) McGregor’s Theory of X and Y Theory Y – Suggests that people are willing to work without supervision and want to achieve. People can direct their own efforts. Y

3. Team Building Skills (cont’d) Hertzberg’s Theory Hygiene factors and motivating agents: Poor hygiene factors may destroy motivation but improved hygiene factors will not necessarily improve motivation. Hygiene factors are not sufficient to motivate people Working conditions Relationships at work Salary Security Personal Life Status Positive motivation results from self-actualization Personal growth Responsibility Feelings of self-worth

3. Team Building Skills (cont’d) Ouchi’s Theory Z The secret to Japanese success and quality is not technology, but a special way of handling people. Three key ingredients: Trust Recognize ever changing relationship among people Intimacy Cultural Values Lifetime employment Slow promotions and infrequent evaluations Non-specialized career paths Collective decision making and responsibility

3. Team Building Skills (cont’d) Vroom’s Expectancy Theory The extent to which an individual becomes motivated depends upon: The expectation that their efforts will result in a desired outcome (effort-performance linkage) The expectation that good work will be rewarded (performance-reward linkage) The attractiveness of the reward Summary of 5 Theories: Maslow – hierarchy pyramid – self-actualization McGregor – X (negative), Y (positive) Hertzberg – Hygiene Ouchi’s – Trust, Change, Intimacy Vroom – Motivation = effort-performance, performance-reward Overall: Motivating people is best done by rewarding them and letting them grow. Not just raises – since PM may not have any influence there in a matrix org.

9.3 Develop Project Team – T&T (cont’d)
Clear expectations of acceptable behavior by team members Placing all (or almost all) of the team members in one physical location Formal management actions that promote or reinforce desired behavior Ground Rules ?Ask for some behavioral examples How should team members resolve conflict When to notify PM of problem Allowable to interrupt at meetings? What would be acceptable? Prevent people talking over a meeting or too much Lateness? Cell phones? Colocation We talked about the adv. Of virtual teams Recall? ?Disadv:  conflict, productivity, impacts on cost and sched. Colocation communication, conflict, improves project identity. Recognition and Rewards – implementing those planned in HR planning – rewarding desirable behavior

9.3 Develop Project Team Skill improvements Competency improvements
Reduced staff turnover PM evaluate and enhance the effectiveness of team Team performance Assessment = team effectiveness Skill improvement Team interaction, performing, interacting, dealing w/ conflict.

9.4 Manage Project Team Definition
Manage Project Team – involves tracking team member performance, providing feedback, resolving issues, and coordinating changes to enhance project performance. ?How does Manage Project Team differ from Develop Project Team? Monitoring & Controlling vs. Executing PM does: Observe Use an issue log Keep in touch Complete project performance appraisals ACTIVELY look for and solve conflicts team can’t solve on their own. *Source: PMBOK® p.215

9.4 Manage Project Team *Source: PMBOK® p.215

9.4 Manage Project Team Project assets – utilize for rewarding employees Project Staff – list of project team members Roles and Responsibilities – list to monitor and evaluate performance Project Org Charts – picture of reporting relationships Staffing Management Plan – time period team members are expected to work Inputs Project assets – as per Project Staff – from Acquire Project Team Roles and Responsibilities – HR Planning Project Org Charts – Staffing Management Plan – HR Planning Team Performance Assessment – Develop Project Team Work Performance Information – 4.4 Performance Reports – from Performance Reporting

9.4 Manage Project Team Team Performance Assessment – ongoing formal or informal assessments Work Performance Information – pat of the Direct and Manage Project Execution process to accomplish the work as defined Performance Reports – provide documentation about performance against the project management plan Inputs (cont’d) Organizational Process assets – as per Project Staff – from Acquire Project Team Roles and Responsibilities – HR Planning Project Org Charts – Staffing Management Plan – HR Planning Team Performance Assessment – Develop Project Team Work Performance Information – 4.4 Performance Reports – from Performance Reporting

9.4 Manage Project Team - Inputs
Performance Reports Provide feedback to the project team about how they are doing compared against the project plan. What is reported? Objectives Skill Development Teamwork Performance reports should organize and summarize the information gathered and present the results of any analysis. Common formats include bar charts, histograms and tables. Should include project against plan – time, Cost control, scope verification, quality issues, etc. Challenging, since no one likes to measure or be measured. Participation in the plan creation makes the measurement more acceptable. More bought-in. Performance Project Plan Project Plan

9.4 Manage Project Team Work and attitudes of team Appraisals
Formal or informal From many sources Development plan, goals Increases productivity and positive working relationships Resolution dates Observation and Conservation: Proactive. Talks to people to understand, not just looks at status reports. Project Performance Appraisals 360-degree feedback ?who Feedback on/leads to: R&R Unknown or unresolved issues Dev of training plan Goal setting for future

9.4 Manage Project Team - T&T
Leadership Styles Autocratic – The solicit little or no informational input from their group and make managerial decisions solely by themselves. Consultative Autocratic – Intensive information input is solicited, but these leaders keep all substantive decision-making authority to themselves.

Leadership Styles (cont’d) Consensus Manager – They throw open the problem to the group and encourage the entire team to make the relevant decision. Shareholder Manager – (Poor Management) little or no information input and exchange takes place within the group context, yet the group is provided the authority for the final decision. Laissez-Faire – Opposite of autocratic where “anything goes”. No one is in charge, and a hands-off strategy prevails. A form of non-management.

Leadership Skills The Project Manager must have the following skills and understand when to use them: Directing Facilitating Coaching Supportive Rita Page 283 Directing – Telling others what to do Facilitating – Coordinating input of others Coaching – Instructing others Supporting – Providing assistance along the way Autocratic – Making decisions without input Consultative – Inviting ideas from others Consensus – Problem solving in a group, with decision-making based on group agreements. CAREFUL here: not always the best to call team meeting for problem-solving during execution – PM may have all info needed. General agreement that: More direction at the beginning During execution: coaching facilitating, supporting READ CAREFULLY

Theories of Management Style The Leadership Contingency Model – By Fielder. Holds that there is no best overall style. Style is contingent on situation. Variables affecting the situation Leader – member relations Degree of task structure Position of power

Theories of Management Style (cont’d) The Situational Leadership Theory – By Hersey and Blanchard. Identifies four (4) leadership styles Delegating Participating Selling Telling

Sources of Power Legitimate – derived from the individual’s position in the organization. Coercive – Predicated on fear. Reward – Involves positive reinforcement for desired behavior. Expert – attempting to behave in a manner that is perceived to be desired by another person with special knowledge or skill. Referent – Based on a less powerful person’s identification with a more powerful person. Rita p 282 “How do I get cooperation for team and stakeholders?” Formal/Legitimate: “Do the work because I’m in charge.” Reward: “If you get this done before Friday, you can take the day off.” Coercive/Penalty: “If you don’t get this done on time, you won’t be going to the conference.” Expert: “This PM has been very successful on similar projects before. I’m sure we can trust her.” Referent: “This is the president’s project of choice. We’ll work on this project first.”

Total Power = Positional + Personal Power
9.4 Manage Project Team - T&T Sources of Power (cont’d) Power Source Commitment Compliance Resistance Legitimate Possible Likely Reward Coercive Expert Referent Total Power = Positional + Personal Power

The Changing View of Conflict
9.4 Manage Project Team - T&T 3. Conflict Management The Changing View of Conflict Old New Conflict is dysfunctional and caused by personality differences or a failure of leadership. Conflict is an inevitable consequence of organizational interaction. Conflict is to be avoided. Conflict can be beneficial. Conflict is resolved by physical separation or the intervention of upper management. Conflict is resolved through identifying the causes and problem solving by the people involved and their immediate manager. Situational Questions on the exam: most are of conflicts Which answer is BEST for that situation, because they may all be correct. Conflict bad? No – presents opportunities for improvement Prevent conflict? Yes – as much as possible: Clear expectations/communication Who to solve? – Those who have it, and maybe the PM Think on the “NEW” side. Sources of conflict on projects: ON BOARD Ask? Schedules Project Priorities Resources Technical opinions Admin procedures Cost Personality Rita pg 284

Conflict Management By Phase
9.4 Manage Project Team - T&T 3. Conflict Management (cont’d) Conflict Management By Phase Initiating Planning Executing Closing Project Priorities Schedule Procedures Technical Options Manpower Personality Cost This comes from the Principles Book. Note: The reason for conflict changes as the project progresses Why is conflict unavoidable? Nature of projects to meet needs/reqs of many stakeholders PM has limited power Necessity of obtaining resources from functional managers

The Five (5) Conflict Resolution Modes
9.4 Manage Project Team - T&T 3. Conflict Management (cont’d) The Five (5) Conflict Resolution Modes Withdraw Smoothing Compromising Forcing Problem Solving Temporary only, Fail to resolve Another name for Problem Solving? Confronting Can be up to 100 questions on problem solving for cost, time, HR or other problems. Ask yourself, “What is the REAL problem in this situation?” Provide Resolution

Conflict Resolution Modes
9.4 Manage Project Team - T&T 3. Conflict Management (cont’d) Conflict Resolution Modes Resolution Concern Mode Style Personal Goals Relationships Withdrawal Lose - Leave Low Smoothing Yield – Lose High Compromising Compromise Medium Forcing Win – Lose Problem Solving (Confronting) Integrative

Conflict Resolution Modes
9.4 Manage Project Team - T&T 3. Conflict Management (cont’d) Conflict Resolution Modes Withdrawing Giving Up Stop Gap Passive Temporary Forcing Using Power Win/Lose Hard Feelings Smoothing Avoid Contact Appeasing Doesn’t Provide Long Lasting Solution Trade Off Compromising Bargaining “Acceptable” Agreement Falls Short of Ideal Situation Provides Definitive Resolution

3. Conflict Management (cont’d) Problem Solving (Confronting) Recommended Approach Determine the Real Issue Objectively Resolve Issue Promotes Open Dialogue Final Solution, Ultimate Resolution Win/Win PMI Favorite Do Exercise Rita P 285 In Pairs Ask about surprises

4. Issue Log # Issue Date Raised by Person Assigned Resolve Date Status Date Resolved Resol-ution Last Tool and Technique from Manage Project Team Observation and Conservation Project Performance Appraisals Conflict Management Issue Log Logs tell people their needs will be considered, even if only later. PMs control issues so they don’t impact the project.

9.4 Manage Project Team Staffing changes through the Change Control process Can include training, discipline, and staffing changes Cross-training, role clarification, personal time used to prevent potential HR issues Updates to Organizational Process Assets Input to performance appraisals Lessons learned Updates to the staff management plan

9. Human Resources Management Summary
Memorize process Inputs, Tools/Techniques and Outputs Understand how to use a responsibility matrix Recognize different motivational theories Remember various sources of power Understand leadership styles Distinguish between conflict resolution modes Other terms to know: Ask if they know what these mean: Halo effect – rate high or low on all factors based on high low rating on one specific factor. “You are a great programmer, so now you can be a great PM.” Perquisites – special rewards to some employees, eg parking spots, corner offices, executive dining. Fringe Benefits – for all employees – education, insurance, profit sharing Write on board: Questions

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