PMP Process – Human Resource Management – Input, Tools an Outputs

Sexism, racism or other discrimination should never be tolerated, no matter what the circumstances. You must separate your team from discriminatory practices, even if those practices are normal in the country where you’re working.

Knowledge Area	Process	Input	Tools	Output
Project Human   Resource Management	Plan Human Resource Management	PM Plan	Organization   Charts and Position Description	Meetings Human   Resource Management Plan
		Activity Resource Requirements
		Enterprise   Environment Factors
		Organization   Process Assets	Networking
			Organization   Theory
			Expert Judgment
	Acquire Project Team	Human Resource   Management Plan	Pre-assignment	Project Staff   Assignments
			Negotiation Acquisition
		Enterprise   Environment Factors	Virtual Teams	Resource Calendars
		Organization   Process Assets	Multi-criteria   Decision Analysis	PM Plan Updates
	Develop Project Team	Human Resource   Management Plan	Interpersonal   Skills	Team Performance   Assessment
			Training
		Project Staff   Assignments	Team-building   Activities	EEF updates
		Resource Calendars
			Ground Rules
			Co-location
			Recognition and   Rewards
			Personnel   Assessment Tools
	Manage Project Team	Human Resource   Management Plan	Observation and   Conversation	Change Requests
				PM Plan Updates
		Project Staff   Assignments	Project   Performance Appraisals	Project Document   Updates
		Team Performance   Assessments
		Issue Log	Conflict   Managements	EEF Updates
		Work Performance   Reports	Interpersonal   Skills	OPA Updates
		Organization   Process Assets

Plan Human Resource Management

• Plan to organize and lead the project team
• Include roles and responsibilities (identify resources that can take up the responsibilities) as documented (ownership of deliverables) in RAM in the form of RACI chart (matrix) or in a chart/text form, org charts – an organizational breakdown structure (OBS) and staffing management plan – staff acquisition, release, resource calendar, resource histogram, training, rewards, compliance & safety requirements
• The OBS displays organizational relationships and then uses them for assigning work to resources in a project (WBS)
• Networking is useful in understanding skills of individuals and the political and interpersonal factors within the organization
• Org chart indicated the reporting structure of the project

Acquire Project Team

• To acquire the final project team
• Pre-assignment is the selection of certain team members in advance
• Acquisition is to acquire resources from outside through hiring consultants or subcontracting
• Includes bringing on contractors / consultants
• Halo effect: a cognitive bias (if he is good at one thing, he will be good at everything)
• Multi-criteria Decision Analysis: to select team members based on a no. of factors: availability, cost, experience, ability, knowledge, skills, attitude, etc.
• Training is usually paid for by the organization, not project

Develop Project Team

• Enhancing and improving overall team performance
• Offer feedback, support, engage team members, manage conflicts, facilitate cooperation
• Cross-train people
• Team performance assessments : assess team performance as a whole vs project performance appraisals: individual performance
• Training cost can be set within the project budget or supported by the organization
• PM Authority: legitimate (assigned in project charter), reward, penalty, expert (need to be earned), referent (charisma and likable, or ally with people with higher power), representative (elected as representative)
• Expert > Reward are best forms of power. Penalty is worst.
• Tuckman Model: Forming – Storming – Norming – Performing – Adjourning
• Cultural difference should be considered when determining award and recognition
• Recognition should focus on win-win reward for the team (NOT competitive-based)
• Team building is important throughout the whole project period
• Motivational Theories
  • Maslow’s Hierarchy of Needs – personal needs (psychological > Security > Social > Esteem > Self Actualization)
  • Herzberg’s Hygiene Theory – satisfaction (motivators) vs dissatisfaction (hygiene factors to avoid dissatisfaction but do not provide satisfaction, also called KITA factors e.g. incentives/punishments), hygiene factors include good working conditions, a satisfying personal life, and good relations with the boss and coworkers
  • Expectancy Theory – Expectancy (extra work will be rewarded) Instrumentality (good results will be rewarded) Valence (the individual’s expected reward), for a person to be motivated, efforts/performance/outcome must be matched – will only work hard for achievable goals
  • Achievement Theory – three motivation needs: achievement (nAch), power (nPow), affiliation (nAff), best is a balanced style for the PM
  • Contingency Theory – task-oriented/relationship-oriented with stress level (high stress -> task-oriented better)
• Leadership Theory
  • Including: analytical (with expertise), autocratic (with power), bureaucratic, charismatic, consultative, driver (micromanagement), influencing, laissez-faire (stay out)
  • Theory X – assumes employees are lazy and avoid work, need incentive/threats/close supervising
  • Theory Y – assumes employees may be ambitious and self-motivated, will perform given the right conditions
  • Theory Z – (Japanese) increasing loyalty by providing job for life with focus on well-being of employee (on and off job), produces high productivity and morale
  • Situational Continuum Leadership – directing/telling > coaching/selling (manager define the work) > supporting/participating (subordinate define the work) > delegating according to maturity/capability of the subordinate

Manage Project Team

• Track team member performance, provide feedback, resolve issues
• When managed properly, differences of opinion can lead to increased creativity and better decision making
• Issue log is fed from Manage Stakeholder Engagement – used to understand who is responsible for resolving specific issues
• Conflict management: conflicts force a search for alternatives, need openness, not personal, focus on present and future
• Conflicts: schedule, project priority, resources, technical opinions, administrative overhead (too much administration work), cost, personality
• Conflict resolution
  • Collaborate/problem solve[confrontation of problem] (best)
  • Compromise/reconcile (give-and-take, temporary/partially resolve)
  • Force/direct (worst/short-lived)
  • Smooth/accommodate (emphasis common grounds and avoid/touch lightly the disagreements for harmony/relationship)
  • Withdraw/avoid (other leads to lose-lose)
• Compromise is lose-lose
• Forcing would only provide a temporary solution
• Award decisions are made during the process of project performance appraisals
• Monitoring and controlling is typically performed by functional managers/HR for functional org