Project Management Institute - Long Island Chapter
PMP Study Group
Human Resource Management
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
Human Resource Management
Project Human Resource Management Definition
“Project Human Resource Management
includes the processes that organize, manage
and lead the project team”.
“The project team is comprised of the
people with assigned roles and
responsibilities for completing the project.”
PMBoK® Guide, 4th Edition, p. 215
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
2
Human Resource Management
Human Resource Management Processes
9.1 Develop Human Resource Plan
The process of identifying and documenting project roles, responsibilities,
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 members performance, providing feedback,
resolving issues, and managing changes to optimize project performance.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
3
Human Resource Management
Project Human Resource Management Overview
PMBoK® Guide, 4th Edition, p. 217
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
4
Human Resource Management
9.1 Develop Human Resource Plan
Human resource planning is used to determine and identify
human resources with the necessary skills required for project
success.
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.
The human resource plan may also include identification of
training needs, team building strategies, plans for recognition
and rewards programs, compliance considerations, safety
issues, and the impact of the staffing management plan on the
organization
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
5
Human Resource Management
9.1 Develop Human Resource Plan
PMBoK® Guide, 4th Edition, p. 218
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
6
Human Resource Management
9.1.1 Develop Human Resource Plan
Inputs
Activity resource requirements
Human Resources planning uses activity resource requirements to
determine the human resource needs for the project.
Enterprise Environmental Factors
Organizational culture and structure
Existing human resources
Personnel administration policies
Market conditions and unique challenges
Organizational Process Assets
Organizational standard processes and policies and standardized role
descriptions
Templates for organizational charts and position descriptions
Historical information that has worked in previous projects
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
7
Human Resource Management
9.1.2 Develop Human Resource Plan
Tools and Techniques
Organizational Charts/Job Descriptions
Document team members’ roles & responsibilities
Some common types:
Hierarchal type, ie: Organizational Breakdown Structure (OBS)
Matrix Based, ie: Responsibility Assignment Matrix (RAM)
Text Oriented format
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
8
Human Resource Management
9.1.2 Develop Human Resource Plan
Tools and Techniques
Example of a Responsibility Assignment Matrix (RAM):
The RACI Chart
Responsible, Accountable, Consult, Inform
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
9
Human Resource Management
9.1.2 Develop Human Resource Plan
Tools and Techniques
Networking
Formal and informal interaction with others within the organization
or industry.
A constructive way to understand political and interpersonal factors
that may impact the effectiveness of various staffing management
options.
Activities can include:
Informal conversations, meetings, trade shows
Organizational Theory
Provides information on the way in which people, teams and
organizational units behave.
Effective use of this information can shorten the amount of time,
cost and effort needed for human resource planning.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
10
Human Resource Management
9.1.3 Human Resource Planning
Outputs
“The human resource plan is a part of the project
management plan that provides guidance on how
human resources should be defined, staffed,
managed, controlled and eventually released.”
PMBoK® Guide, 4th Edition, p. 222
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
11
Human Resource Management
9.1.3 Develop Human Resource Plan
Outputs
The human resource plan should include:
Roles & Responsibilities
Role - Describes the portion of the project for which the person is accountable.
Be sure everyone is familiar with their authority, duties and boundaries.
Responsibility – The work a team member is expected to perform to complete the
project’s activities.
Authority – The right to apply project resources, make decisions and sign approvals
Team members operate best when their authority matches their individual
responsibilities.
Competency – The skill and capacity required to complete project activities.
When project team members do not have the required skills, performance can be
jeopardized.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
12
Human Resource Management
9.1.3 Develop Human Resource Plan
Outputs
Project Organizational Charts
A graphic display of project team members and their reporting relationships
formal, informal, highly detailed, or broad
Staffing Management Plan
Part of the human resource plan
Describes how and when human resource requirements will be met.
formal, informal, highly detailed, or broad
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
13
Human Resource Management
9.1.3 Develop Human Resource Plan
Outputs
Staffing Management Plan - Items to consider include:
Staff acquisition
Can the company HR Dept help?
Will resources be working remote or centrally located?
Resource Calendars
Describes necessary timeframes for project team members
Staff Release Plan
Determining and documenting the method and timing of releasing team
members
Controls costs by specifying release criteria upfront
Training needs
If training is needed, a training plan can be developed as part of this project
Include ways to help team members obtain certifications that may benefit the
project
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
14
Human Resource Management
9.1.3 Human Resource Planning
Outputs
Staffing Management Plan - Items to consider (continued):
Recognition & Rewards
Criteria for rewards and a plan for their use
Create a plan with established times for distribution of rewards
Compliance
Strategies for complying with applicable regulations and human resource
policies
Use as appropriate depending on project needs
Safety
Protect team members from safety hazards
Also may appear in Risk Register
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
15
Human Resource Management
9.1.3 Develop Human Resource Plan
Outputs
Example of Resource Histogram
PMBoK® Guide, 4th Edition, p. 224
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
16
Human Resource Management
9.1 Develop Human Resource Plan
Miscellaneous Terms
Roles & Responsibilities
Project Sponsor/Initiator
One who provides financial resources for the project.
Can be the Customer or Senior Management.
Team
A group of people who will complete work on the project.
Stakeholders
Anyone who can positively or negatively influence the project.
Functional Manager
The individual who manages and owns the resources in a specific dept.
The amount of involvement depends on the structure of the organization.
Project Manager
Responsible for managing the project to meet the projects objectives.
Represents in graphical format the hours and duration team members are
needed throughout the project.
Resource Histogram
Shows where there is a “spike” in the need for resources.
Project Manager can arrange to minimize the “peaks and valleys” of resource
usage (a.k.a. resource leveling).
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
17
Human Resource Management
9.1 Develop Human Resource Plan
Miscellaneous Terms
Resource Calendar
A calendar of working days and non-working days. Defines resource
availability periods
Resource Leveling
The schedule analysis of resources so that there is limited over/under
allocation of resource at a given time throughout the project timeline.
How is the team going to be motivated?
Recognition &
Rewards
This is an alien concept to most Project Managers.
Motivate each team member individually based on their own needs.
Thank You, rewards for performance, desired training, flexible work
environment.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
18
Human Resource Management
9.2 Acquire Project Team
Acquire Project team is the process of confirming human
resource availability and obtaining the team necessary to
complete project assignments.
The project management team may or may not have direct
control over team member selection for various reasons
depending on the organizational structure
Failure to acquire necessary resources may affect overall
project success.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
19
Human Resource Management
9.2 Acquire Project Team
PMBoK® Guide, 4th Edition, p. 226
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
20
Human Resource Management
9.2.1 Acquire Project Team
Inputs
Project Management Plan
Contains information that provides guidance on how human resources should
be indentified, staffed, managed, controlled and eventually released
Enterprise Environmental Factors
Project team members come together from all available sources both internal
and external. Assignments are based on many factors:
Staff availability
Staff location
Staff Competency
Outsourcing
Organizational Process Assets
One or more organizations involved in the project may have
guidelines/policies/procedures governing staff assignments, ie:
Personnel administrative policies, processes, procedures
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
21
Human Resource Management
9.2.2 Acquire Project Team
Tools & Techniques
Pre-Assignment
Team members may be known in advance.
Team members may be promised as part of the project proposal.
Certain staff assignments can be part of the Project Charter.
Negotiation
Project Manager needs to negotiate with the functional managers and/or other project
teams for the “best” team members in the timeframe set forth by the project.
Acquisition
Organization may lack internal resources to complete the project. Resources can be
acquired from outside sources, subcontractors or consultants may be hired.
Virtual Teams
Teams not located within the same geographic area.
The availability of electronic communication such as e-mail, audio conferencing, webbased meetings and video conferencing make these teams possible.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
22
Human Resource Management
9.2.3 Acquire Project Team
Outputs
Project Staff Assignments
Appropriate staff has been assigned.
Create documentation of staff assignments, such as a team directory,
memos to team members, project organizational charts.
Resource Calendars
Accurately document the time period team members are available to work
on the project.
Create a reliable schedule and understand possible conflicts and plan
conflict resolution.
Publish calendar to all team members.
Project Management Plan updates
Elements of the plan may need updating depending on the outcome of
staffing requirements and availability.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
23
Human Resource Management
9.3 Develop Project Team
Develop Project Team is the process of improving the
competencies, team interaction, and the overall team environment
to enhance project performance.
Project managers need to acquire skills to identify, build, maintain,
motivate, lead, and inspire project teams to achieve high team
performance to help meet project objectives.
Teamwork is a critical factor for project success.
Create an environment that facilitates teamwork.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
24
Human Resource Management
9.3 Develop Project Team
PMBoK® Guide, 4th Edition, p. 230-231
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
25
Human Resource Management
9.3.1 Develop Project Team
Inputs
Project Staff Assignments
List of the project team members that identify the people who are
on the project team.
Project Management Plan
Human Resource Plan
Identifies training strategies and plans for developing the project team.
Rewards, feedback, additional training, and disciplinary actions can be
added to the plan as a result of on-going performance assessments.
Resource Calendars
Identify when project team members can participate in
development activities.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
26
Human Resource Management
9.3.2 Develop Project Team
Tools & Techniques
Interpersonal Skills
a.k.a. “Soft Skills”
Important to team development.
Understand the team, anticipate the team’s actions, acknowledge
their concerns and follow-up on team issues.
Training
Enhance the competencies of team members:
Formal or informal.
Classroom, on-line, computer-based, on the job training from other
team members.
Skills can be developed as part of the project.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
27
Human Resource Management
9.3.2 Develop Project Team
Tools & Techniques
Team-Building Activities
Help individual team members work together effectively.
Formal or informal.
Do not forget to include remote team members.
Build trust and establish good working relationships.
Team should be encouraged to work collaboratively to resolve
team issues.
Need management support and team member buy-in.
Talk about rewards & recognitions program.
Provide good team leadership.
Never ending process as project changes occur.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
28
Human Resource Management
9.3.2 Develop Project Team
Tools & Techniques
Five stages of Team Development
Forming
Team meets and learns about the project.
Learn roles & responsibilities.
Storming
Begin to address project work, technical decisions, and management approach.
Environment can become destructive if members are not open to ideas.
Norming
Team members begin to work together and trust each other.
Adjust work habits and behaviors.
Performing
Team starts to perform as well organized unit.
Works through issues effectively.
Adjourning
Team completes the work and move on from the project.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
29
Human Resource Management
9.3.2 Develop Project Team
Tools & Techniques
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
30
Human Resource Management
9.3.2 Develop Project Team
Tools & Techniques
Ground Rules
Establish clear expectations for acceptable behavior.
Early commitment to project guidelines decreases
misunderstandings and increases productivity.
Allow team members to discover values that are important to one
another.
All team members share responsibility for enforcement.
Co-location
All or most active members in the same physical location.
Temporary during strategic times in the project or permanent.
Enhance communication and sense of community.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
31
Human Resource Management
9.3.2 Develop Project Team
Tools & Techniques
Recognition and Rewards
Ways in which to reward team members are developed during the
Develop Human Resource Plan process.
Recognize and reward desirable behavior ONLY.
Rewards will only be effective if it satisfies a need which is valued by
that individual.
Formal or informal.
Based on continuing project performance assessments.
People are motivated if they feel they are valued in the organization.
Recognition should be given during the life cycle of the project rather
than waiting until the project is completed.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
32
Human Resource Management
9.3.3 Develop Project Team
Outputs
Team Performance Assessments
During the project lifecycle the project management team makes formal
or informal assessments of the project team’s effectiveness.
Development strategies and activities are expected to increase the
teams’ performance which leads to a more successful project overall.
Team performance assessment criteria should be determined and
incorporated in the Develop Project Team inputs.
Most important in contract-related or collective bargaining projects.
Must use agreed upon assessment objectives.
May identify additional need for training, coaching, mentoring or
changes to increase the teams’ overall performance.
Performance assessments must be well documented and forward to
the appropriate parties.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
33
Human Resource Management
9.3.3 Develop Project Team
Outputs
Enterprise Environmental Factors Updates
Employee training records
Employee skills assessments
General personnel records
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
34
Human Resource Management
9.3 Develop Project Team
Miscellaneous Terms
General management skills are important to team development:
Empathy – “Identification with and understanding of another's
situation, feelings, and motives”
“Soft Skills”
Influence – “Power to sway or affect based on prestige,
wealth, ability, or position”
Creativity – “Characterized by originality and expressiveness;
imaginative”
Group Facilitation – “A formal meeting controlled by an
outside person”
“War Room”
Recognition &
Rewards
A co-location where the project team can meet during important
times of the project or for the entire project. A Place where project
team can enhance communications and form a sense of
community
Only desirable behavior should be rewarded, ie
Willingness to work overtime
Turning in reports on-time
Rewards should be meaningful to the person given
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
35
Human Resource Management
9.4 Manage Project Team
Manage Project Team is the process of tracking team member
performance, providing feedback, resolving issues, and
managing changes to optimize project performance.
Managing the project team requires a variety of management
skills to create high performance teams.
Project Managers should provide challenging assignments to
team members and provide recognition for high performance.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
36
Human Resource Management
9.4 Manage Project Team
PMBoK® Guide, 4th Edition, p. 236-237
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
37
Human Resource Management
9.4.1 Manage Project Team
Inputs
Project Staff Assignments
Provides documentation which includes the list of project team
members.
Project Management Plan
Contains the Human Resource Plan to include:
Roles & Responsibilities
Project Organization
The staffing management plan
Team Performance Assessments
Formal or informal assessments of the team’s performance.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
38
Human Resource Management
9.4.1 Manage Project Team
Inputs
Performance Reports
Provide documentation about the current project status compared
to project forecasts.
Areas that help with project team management include results from:
Schedule control
Cost Control
Quality control
Scope verification
The information from performance reports help to determine future
resource requirements, recognition & rewards, and staffing
management plan updates.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
39
Human Resource Management
9.4.1 Manage Project Team
Inputs
Organizational Process Assets
Process assets that can influence the Manage Project Team
process include:
Certificates of appreciation
Newsletters
Websites
Bonus structures
Corporate apparel
Other perquisites (perks)
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
40
Human Resource Management
9.4.2 Manage Project Team
Tools & Techniques
Observation & Conversation
Project Performance Appraisals
Conflict Management
Issue Log
Interpersonal Skills
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
41
Human Resource Management
9.4.2 Manage Project Team
Tools & Techniques
Observation & Conversation
Stay in touch with the work attitudes of the project team members.
Project management team monitors progress of deliverables,
accomplishments that are a source of pride for team members.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
42
Human Resource Management
9.4.2 Manage Project Team
Tools & Techniques
Project Performance Appraisals
Conduct performance appraisals during the course of the project
Objectives can include:
Clarification of roles & responsibilities
Constructive feedback to team
Discovery of unknown or unresolved issues
Development of individual training plans
Establishing goals for future
Formal or informal
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
43
Human Resource Management
9.4.2 Manage Project Team
Tools & Techniques
Conflict Management
Results in greater productivity and positive working relationships.
Conflicts are inevitable.
Sources of conflicts include:
Resource
Scheduling
Priorities
Personal work styles
Reduce amount of conflict by:
Ground rules
Solid project management practices
Communication planning
Role definition
Address conflict early and in private
Use direct approach and formal procedures if needed
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
44
Human Resource Management
9.4.2 Manage Project Team
Tools & Techniques
Conflict Management (continued)
Recognize characteristics
Natural, forces search for alternatives
Team issue
Resolved by openness
Focus on issues not personalities
Focus on present not past
Depends on Project Manager’s ability to resolve conflict
Importance & intensity of conflict
Time pressure for resolution
Position taken by players
Motivation to resolve conflict short term or long term
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
45
Human Resource Management
9.4.2 Manage Project Team
Tools & Techniques
Conflict Management (continued)
General techniques for resolving conflict
Withdrawal (Avoidance) – Postponing a decision on a problem.
Not the best choice for resolution, nothing is resolved.
Smoothing – Stressing agreement rather than difference of
opinion
Compromising – find solutions with a degree of satisfaction to
both parties. Neither party gets what they want completely.
Forcing – Pushing one viewpoint over another
Collaborating – Incorporate multiple viewpoints
Confronting (Problem Solving) – Solving the real problem to
make it go away. Win-Win.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
46
Human Resource Management
9.4.2 Manage Project Team
Tools & Techniques
Problem Solving: Define the cause of the problem, not just the symptom
Analyze the problem (root cause)
Identify possible solutions
Implement a decision
Review the decision to see if it solves the problem
Issue Log
Issues arise in the course of managing the project team
Issues during project should be documented
Can block team from achieving their goals
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
47
Human Resource Management
9.4.2 Manage Project Team
Tools & Techniques
Interpersonal Skills
Combination of technical, human, and conceptual.
Using the appropriate skills aid the Project Manager in capitalizing
on the strengths of all team members.
Interpersonal skills most often used are:
Leadership
Influencing
Effective Decision Making
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
48
Human Resource Management
9.4.2 Manage Project Team
Tools & Techniques
Interpersonal Skills (continued)
Leadership
Important in all phases of the project for high performance.
Influencing
In a matrix environment team members often do not report directly
to the Project manager.
Key influencing skills:
Ability to be persuasive
Effective listening
Consideration of all perspectives
Information gathering
Reach agreements while maintaining mutual trust
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
49
Human Resource Management
9.4.2 Manage Project Team
Tools & Techniques
Interpersonal Skills (continued)
Effective Decision Making
The ability to negotiate and influence the organization and project
management team.
Guidelines include:
Focus on goals
Follow a decision making process
Study the environmental factors
Develop personal qualities of team members
Stimulate team creativity
Manage opportunity and risk
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
50
Human Resource Management
9.4.2 Manage Project Team
Tools & Techniques
Powers of the Project Manager
The project manager needs to constantly convince people to
cooperate and/or perform
Types of Project Management power:
Formal (Legitimate) – Based on your position
Reward – Reward top performers by assigning them to projects they
are interested in next time
Penalty (Coercive) – Ability to penalize team members as needed to
get what you need for the project to perform
Expert – Being the subject matter expert
Referent – PM using someone of authority above them.
* BEST: Expert & Reward
* Worst: Penalty
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
51
Human Resource Management
9.4.2 Manage Project Team
Tools & Techniques
Leaderships Styles
Directing – Telling others what to do just because…
Facilitating – Coordinating with the input of others.
Coaching – Instructing others (mentoring).
Supporting – Providing assistance.
Autocratic – Deciding without input in a vacuum…
Consultative – Bottom-up approach uses influence to get results. Acts a
servant for the team.
Consultative-Autocratic –Listens to team members, but reserves decision
making authority for themselves.
Consensus – Group decision making based on agreement
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
52
Human Resource Management
9.4.2 Manage Project Team
Tools & Techniques
Leaderships Styles (continued)
Delegating – PM gives the team sufficient authority to complete the work
Bureaucratic – Following process or procedures exactly
Charismatic – Energize and encourage team to perform
Democratic or Participative – Encourage team to participate in decision
making process
Laissez-faire – Not directly involved in the work of the team but manages or
consults as necessary
Analytical – Make technical decisions for project based on their own
knowledge of subject
Driver – Constantly giving directions, competitive attitude drives team to win
Influencing – Teamwork style, team decision making
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
53
Human Resource Management
9.4.3 Manage Project Team
Outputs
Enterprise Environmental Factors Updates
Changes as a result of the manage project team process
Input to organizational performance appraisals
Personnel skills updates
Organizational process assets updates
Changes as a result of the manage project team process
Historical information and lessons learned documentation
Templates
Organizational standard processes
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
54
Human Resource Management
9.4.3 Manage Project Team
Outputs
Change Requests
Staffing changes are often unavoidable and are caused by
uncontrollable events.
Staffing changes can disrupt the project management plan by
causing the schedule to be extended or budget to be exceeded
Moving people to different assignments
People leaving (voluntary or termination)
Outsourcing of some of the work not previously intended
Try to develop preventive actions to reduce risk.
Project Management Plan updates
Staffing management plan may be updated as a result of approved
changes during the manage project team process.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
55
Human Resource Management
Theories to Know
Expectancy Theory
Employees who believe their efforts will lead to effective performance and who
expect to be rewarded for their accomplishments remain productive as
rewards meet their expectations.
Arbitration
The hearing a resolution of a dispute performed by a neutral party.
Perquisites (aka: Perks)
The giving of special rewards to some employees, such as assigned parking
spaces, corner offices and executive dining.
Fringe Benefits
The “standard” benefits formally given to all employees such as educational
benefits, insurance and profit sharing.
Motivational Theory (What do people want?)
Understand what motivates people in order to reward them.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
56
Human Resource Management
Theories to Know
McGregor’s Theory of X and Y
All workers fit into one of two groups, “X” or “Y”
Theory X (‘Authoritarian’ management style)
The average person dislikes work and will avoid it he/she can.
Therefore, most people must be forced with the threat of punishment to work
towards organizational objectives.
The average person prefers to be directed; to avoid responsibility; is relatively
un-ambitious, and wants security above all else.
Theory Y (‘Participative’ management style)
Effort in work is as natural as work and play.
People will apply self-control and self-direction in the pursuit of organizational
objectives, without external control or the threat of punishment.
Commitment to objectives is a function of rewards associated with their
achievement.
People usually accept and often seek responsibility.
The capacity to use a high degree of imagination, ingenuity and creativity in
solving organizational problems is widely, not narrowly, distributed in the
population.
In industry the intellectual potential of the average person is only partly utilized.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
57
Human Resource Management
Theories to Know
McGregor’s Theory of X and Y (continued)
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
58
Human Resource Management
Theories to Know
Maslow’s Hierarchy of Needs
People do not work for security or money.
People work to contribute and to use their skills.
“Self Actualization”.
One cannot ascend to the next level until the levels below are
fulfilled.
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
59
Human Resource Management
Theories to know
Herzberg’s Theory
Hygiene factors and motivating agents
Hygiene factors
Poor hygiene factors may destroy motivation, but improving them
may not improve motivation
Working conditions
Salary
Personal Life
Relationships at work
Security
Status
Motivating agents
Responsibility
Self actualization
Professional growth
Recognition
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
60
Human Resource Management
Terms & Common Acronyms
OBS
Organizational Breakdown Structure – A hierarchically organized chart
of the project organization arranged to relate to the work packages of
the performing organizational units
RAM
Responsibility Assignment Matrix – A structure that relates the
project’s Organizational Breakdown Structure to the Work Breakdown
Structure to help ensure that each component of the projects scope is
assigned to a responsible person or “owner”
RBS
Resource Breakdown Structure – A hierarchical structure of resources
by resource category and resource type. Helps in resource leveling
and scheduling.
WBS
Work Breakdown Structure – Project deliverables broken down into
smaller more manageable components
Co-location
An organizational placement strategy where the project team
members are physically located close to one another in order to
improve communication, working relationships and project productivity
360-degree feedback
Feedback regarding performance is given from superiors, peers and
subordinates. “from all sides”
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
61
Human Resource Management
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
62
Human Resource Management
Good Luck!!
PMP Prep Course – Project Human Resource Management - PMBOK 4th Edition – Version 1.0
63