Chapter 9 Human Resource Management. PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions

Chapter 9Human Resource Management

PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK are

registered marks of Project Management Institute, Inc

Inov8Solutions Inc – Quality Educational Services For

Professionalswww.Inov8Solutions.com

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Human Resource Management

Contents

• Human Resource Management overview• Human Resource Management processes• Management and Leadership styles• Motivation theories





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Human Resource ManagementLearning Objectives

By the end of this chapter, you should be able to:

1.Articulate the importance of Human Resource Management on projects2.Name the Human Resource Management process3.Explain the activities that occur in each process4.Summarize concepts such as motivation theories, management styles, etc.





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Project Human Resource Management Processes

Process Process GroupPlan Human Resource

Management Planning

Acquire Project Team Executing

Develop Project Team Executing

Manage Project Team Executing

Please animate





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Review Quiz

All of the following are Human Resource Management processes except:

A. Plan Human Resource ManagementB. Execute Human Resource PlanC. Acquire Project TeamD. Develop Project Team





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Plan Human Resource Management

Identify and document project roles and responsibilities Project organization charts Staffing management plan includes:

Acquisition Resource calendars Staff resource plan Staff training Recognition and rewards Compliance Safety

Output is Human Resource Management Plan

PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and

PMBOK are registered marks of Project

Management Institute, IncInov8Solutions Inc – Quality Educational

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Plan Human Resource Management

• Class Group Activity – 30 Minutes– Divide Class into 3 groups (3 to 4 students in each

group)– Discuss and brainstorm the inputs/outputs– Present your inputs/outputs to the rest of the

teams– Check and compare your inputs/outputs with

PMBOK® Guide 5th edition





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Human Resource Management Plan

Main output of Plan Human Resource Management Defines how project human resources should be defined,

staffed, and managed. Includes:

Roles and responsibilities Role Authority Responsibility Competency

Project organization charts Staffing management plan





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Acquire Project Team

Input is Human Resource management plan Output is project staff assignments





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Acquire Project Team









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Acquire Project Team Outcomes

Know that this task is never completed during a project.

Skills required from a Project Manager Negotiation Virtual teams Administer appraisals Hire / Fire team members

Develop Project Team

Improve competencies, team camaraderie, and overall team performance

Human resource management plan and project staff assignments are inputs

Team performance assessment is the main output





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Develop Project TeamTools and Techniques

Stages of team development Forming Storming Norming Performing Adjourning





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Review Quiz

Which one of the following is not one of the stages of team development?

A. FormingB. StormingC. ConflictingD. Adjourning





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Tools and Techniques

Ground Rules Colocation Recognition and rewards





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Manage Project Team

Assessing team member performance, providing feedback, and resolving conflicts

Change requests are an output of this process





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Manage Project Team





Powers of the Project Manager

Formal (Legitimate) – based on position Reward – ability to give rewards in return for

performance Penalty – opposite of reward Expert – power derived from experience and

knowledge Referent – power of charisma or fame, or

referring power to senior management.





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Review Quiz

The power of the project manager that emanates from her knowledge and experience is called:

A. Expert powerB. Knowledge powerC. Experience powerD. Leadership power

Management and Leadership Styles

Directing Facilitating Coaching Supporting Autocratic Consultative Consultative-Autocratic Consensus

Delegating Bureaucratic Charismatic Democratic or participative Laissez-fair Analytic Driver Influencing

Source of Conflict

Memorize the top four, and remember that personality is last1.Schedule2.Project priorities3.Resources4.Technical opinion5.Administrative procedure6.Cost7.Personality

Conflict Resolution Confronting (Problem Solving)

Solving the problem so that it goes away Win-win situation

Compromising Lose-lose situation, each party loses something

Withdrawal (Avoidance) Not best way to deal with situations

Smoothing (Accommodating) emphasizes agreement rather than difference of opinion

Collaborating - consensus Forcing – pushing one point of view





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Review Quiz

The conflict resolution technique in which both parties lose something is called:

A. ConfrontingB. LosingC. SmoothingD. Compromising

McGregor's Theory of X and Y

• McGregor believed that all workers fit into one of two groups X and YTheory X

• People are incapable, avoid responsibility, and avoid work whenever possibleTheory Y

• People are willing to work without supervision and want to achieve

Moslow's Hierarchy of Needs• People are not most motivated by security or

money. Instead motivated to contribute and use skills – self actualization

David McClelland's Theory of Needs

• People are most motivated by one of the three needs listed in this table.

Need for AchievementGive challenging / reachable projectsLike recognition

Need for AffiliationWork best when cooperating with othersSeek approval rather than recognition

Need for Power (socially oriented rather than personal)

Should be allowed to manage othersLike to organize and influence others

Herzberg's Theory

• Deals with Hygiene Factors. Poor hygiene factors may destroy motivation, but improving them under most circumstances, will not improve motivation.

Examples Working conditions Salary Personal life Relationships at work Security Status

Herzberg (Cont…)

• Motivating Agents Responsibility Self-actualization Professional growth Recognition

Chapter Summary

1. Human Resource Management Processes:a. Plan Human Resource Managementb. Acquire Project Teamc. Develop Project Teamd. Manage Project Team

2. Leadership styles3. Powers of the project manager4. Management Theories





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End of Chapter Quiz

Question 1: The Human Resource Management process in which the project manager spends time on improving the competencies of the project team is:

A.Acquire Project TeamB.Develop Project TeamC.Manage Project TeamD.Motivate Project Team





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End of Chapter Quiz

Question 2: The number one source of conflict on a project is:

A.Too much workB.Lack of recognitionC.SchedulesD.Personalities





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End of Chapter Quiz

Question 3: As a result of poor performance on the project, you, the project manager, write a negative review for one of the project team members. This is an example of which power of the project manager?

A.LeaderB.ReferentC.PenaltyD.Reward





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End of Chapter Quiz

Question 4: Peter Parker, a project manager for Expert Consultants, Inc., believes that people are inherently lazy, avoid work, cannot be trusted, and must be closely supervised at all times. Which theory does this attitude signify?

A.Maslow’s hierarchy of needsB.McGregor’s Theory XC.Herzberg’s Hygiene theoryD.McClelland’s theory of needs





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End of Chapter Quiz

Question 5: 2 project team members are not getting along and refuse to work with each other. You have a meeting with them, discuss the situation, and come to a resolution. This is called:

A.ConfrontingB.WithdrawalC.ResolvingD.Smoothing

Questions

Documents

Chapter 9 Human Resource Management. PMP, CAPM, PgMP, PMI-SP, PMI- RMP, OPM3 and PMBOK are registered marks of Project Management Institute, Inc Inov8Solutions