1. The Human Side of Project Management
Chapter 4
Copyright 2012
John Wiley & Sons, Inc.

2. PMBOK® Area – Project Human Resources Management
Develop Human Resource Plan
Creating a staff management plan that identifies and documents the reporting relationships as well as each team member’s role, responsibility, and required skills
Acquire Project Team
Confirms that specific human resources will be available to work on the project
Develop Project Team
The processes to improve the competencies of the project team, their interactions, and the overall team environment
Manage the Project Team
The tracking of the project team’s performance, providing feedback, resolving interpersonal issues, and managing organizational change

3. Planning Process Group: Developing the Human Resource Plan
Used to determine the roles that will perform schedule activities and to develop the staff management plan to fill the roles with team members
Contents include:
project organizational charts
staffing management plan
responsibility assignment matrixes
resource histograms
Involves identifying and documenting project roles, responsibilities, and reporting relationships
Networking is one of the golden secrets you have for succeeding as a project manager

4. The Project Team The Roles of the Project Manager
Managerial role
Leadership role
Attributes of a successful project manager
ability to communicate with people
ability to deal with people
ability to create and sustain relationships
ability to organize

5. Team Leader (Project Manager)
Acts To:
Creates the Project Environment

6. Team Selection and Acquisition

7. The Wisdom of Teams - Jon R. Katzenbach Douglas K. Smith
Work Groups Pseudo Teams Potential Teams Real Teams High Performance Teams

8. Work Groups
Members interact to share information, best practices, or ideas
No shared performance goals (individual performance)
No joint work-products
No mutual accountability
Viable in many situations
E.g., study group

9. Teams
Bring complementary skills & experience Jointly defined clear goals & approaches improve communication Improve decision-making Have more fun

10. Real Teams Small number of people Complementary skills
Committed to a common purpose
Common goals
Common approach
Hold themselves accountable

11. Vital Signs for Evaluation
6 Project Team Basics Themes & Identity Enthusiasm & Energy Level Event-Driven Histories Personal Commitment Earned Membership
Copyright 2012 John Wiley & Sons, Inc.

12. Responsibility Assignment Matrices

13. Sample RACI Chart

14. Staffing Management Plans and Resource Histograms

15. A Learning Cycle Approach to Project Management
An Agile Project Management Approach
Challenge is develop shared performance goals and a common purpose
Even more so when implementing Agile
Learning Cycles describe how people learn

16. Traditional Teams
Accept background information at “face-value” Approach projects in logical, linear fashion Provide run-of-the-mill solutions Solutions remain within the original “frame” or how the problem was originally presented to them

17. Radical Teams
Understand and frame: Do not accept issues & tasks at their “face value” The way the problem is defined may very well be the problem Unquestioned assumptions are surfaced & challenged Only by digging below the surface can we get to the “root” so that a meaningful solution can emerge
Understand and frame: Do not accept issues & tasks at their “face value”
The way the problem is defined may very well be the problem
Unquestioned assumptions are surfaced & challenged
Only by digging below the surface can we get to the “root” so that a meaningful solution can emerge

18. A Learning Cycle Figure 4.6 Understand & Frame the problem:
Shared understanding needs to be accomplished
Define what it knows, what it thinks it knows, what it needs before starting to plan
Plan – Create an action plan
Act – carry out plan
Reflect and Learn:
What do we know now that we did not know before?
Have we encountered suprises?
How does the team feel the project is progressing?
How effective has the team been so far?
Figure 4.6

19. Example of a Team Learning Record
What we know (Facts)
What we think we know
(Assumptions)
What we don’t know
(Questions to be Answered)
Company has too much inventory on hand
It may be an efficiency problem
Why are inventory levels so high?
Cost of maintaining current inventory is becoming prohibitive
Management believes an new information system will improve efficiency and therefore lower inventory levels
What are the current levels of inventory?
Inventory turnover needs to be increased
What is the desired level of inventory?
Figure 4.7

20. An Example of an Action Plan for Team Learning
Who?
Does What?
By When?
Shedelle and Steve
Interview sales team to understand past, current, and future trends for the company’s product.
Tuesday
Myra
Provide a detailed count of the current physical inventory on hand.
Thursday
Corean
Research potential inventory management system commercial packages
Steve
Research average inventory levels for the industry
Wednesday
Can you see how this works well with Scrum
Figure 4.8

21. Team Learning Cycles over the Project Life Cycle
Figure 4.9
Each cycle provides
the opportunity to
challenge framing assumptions,
create new understanding &
find radical solutions

22. Assessing Team Learning
Speed
Used to assess team learning
Speed: number of learning cycles completed
Depth: deepen understandin of the project from cycle to cycle
Breadth: impact the project has on the organization
Breadth
(Impact)
Depth