Kumusta - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/019-hr.pdfresponsibilities, authority, competencies, and qualiﬁcations. The documents are known by various names including

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Initiating Planning Executing Monitoring & Controlling Closing

Project Management Process Groups

4. IntegrationProject

Management5. Scope

6. Time

7. Cost

8. Quality

9. Human Resources

10. Communications

11. Risk

12. Procurement

13. Stakeholder

Kno

wle

dge

Are

as

9

Human Resource Management

9. 234


9.1 Plan Human Resource Management: identifying project roles

9.2 Acquire Project Team: confirming human resource availability

9.3 Develop Project Team: improving team competencies

9.4 Manage Project Team: tracking team performance

Planning Process Group

Executing Process Group

Initiating Process Group

Closing Process Group

Monitoring & Controlling Process Group


Human resource planning is used to determine and identify human resources with the necessary skills required for project success

In large organizations/projects: the project management team is a subset of the project team and responsible for the project management and leadership (a.k.a. the core, executive, or leadership team)

In smaller organizations/projects: the project management responsibilities may be shared by the entire team or solely by the project manager

Human Resource ManagementPMI’s assumed management working structure is a matrix environment

24 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

2 - ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE

Functional Manager

Staff Staff

StaffStaff

Staff

ChiefExecutive

Functional Manager

Functional Manager

ProjectCoordination

(Gray boxes represent staff engaged in project activities)

Project Manager

Staff

Staff Staff

Figure 2-3. Balanced Matrix Organization

ChiefExecutive

Functional Manager

Functional Manager

Functional Manager

Manager of Project Managers

Staff

Staff

Staff Staff

Project Manager

Project Manager

Project Manager

Staff

Staff

Staff

Staff

Staff

Staff

Project Coordination(Gray boxes represent staff engaged in project activities)

Figure 2-4. Strong Matrix Organization

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

PMBOK p.24




Functional Manager

Staff Staff

StaffStaff

Staff

ChiefExecutive

Functional Manager

Functional Manager

ProjectCoordination


Project Manager

Staff

Staff Staff

Figure 2-3. Balanced Matrix Organization

ChiefExecutive

Functional Manager

Functional Manager

Functional Manager

Manager of Project Managers

Staff

Staff

Staff Staff

Project Manager

Project Manager

Project Manager

Staff

Staff

Staff

Staff

Staff

Staff

Project Coordination(Gray boxes represent staff engaged in project activities)

Figure 2-4. Strong Matrix Organization


PMBOK p.24

PMI’s assumed management working structure is a matrix environment


25©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

2


At the opposite end of the spectrum to the functional organization is the projectized organization, shown in Figure 2-5. In a projectized organization, team members are often colocated. Most of the organization’s resources are involved in project work, and project managers have a great deal of independence and authority. Virtual collaboration techniques are often used to accomplish the benefits of colocated teams. Projectized organizations often have organizational units called departments, but they can either report directly to the project manager or provide support services to the various projects.

ProjectManager

ChiefExecutive

ProjectCoordination


ProjectManager

ProjectManager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Figure 2-5. Projectized Organization

Many organizations involve all these structures at various levels, often referred to as a composite organization, as shown in Figure 2-6. For example, even a fundamentally functional organization may create a special project team to handle a critical project. Such a team may have many of the characteristics of a project team in a projectized organization. The team may include full-time staff from different functional departments, may develop its own set of operating procedures, and may even operate outside of the standard, formalized reporting structure during the project. Also, an organization may manage most of its projects in a strong matrix, but allow small projects to be managed by functional departments.


PMBOK p.25

PMI’s assumed management working structure is a matrix environment

Rita pp.360

Who does what?

Rita

pp.

361

Who does what?

Who does what?Project Sponsor / Initiator- provides $- project champion- expert judgment- enforces policy- clarifies scope

The Team- identities & involves stakeholders- create WBS- provide time & cost estimates

Stakeholders- anyone impacted by the project- creation of charter & scope

Functional Manager- ‘owns’ & manages resources of a department- provides subject expertise

Project Manager- manages the project to meet project objectives- in charge of the project but not necessarily the resources- selects processes- must say ‘no’ when necessary- is accountable for project success or failure

Program Manger- manage related projects - support PM’s

Portfolio Manager- working with senior executives to gather support for individual projects

Rita pp.336-344

Responsibilities of the Project Manager

Determine resource needsNegotiate for resourcesConfirm resource availabilityCreate a team directoryCreate job descriptionsAssign roles & responsibilitiesUnderstand team members training needs

Create a Human resources planReport on team members performanceSend our letters of commendation to team members & their bossesTake care of team membersCreate a recognition & reward systems

Note that there are administrative & ‘ethical’ responsibilities in this list.


9 - PROJECT HUMAN RESOURCE MANAGEMENT

9.1 Plan Human Resource Management

Plan Human Resource Management is the process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan. The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release. The inputs, tools and techniques, and outputs of this process are depicted in Figure 9-2. Figure 9-3 depicts the data flow diagram of the process.

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Activity resource requirements.3 Enterprise environmental factors.4 Organizational process assets

.1 Organization charts and position descriptions.2 Networking.3 Organizational theory.4 Expert judgment.5 Meetings

.1 Human resource management plan

Figure 9-2. Plan Human Resource Management: Inputs, Tools & Techniques, and Outputs

Project Human Resource Management

9.4Manage

Project Team

9.3 Develop

Project Team

9.2Acquire

Project Team

O

7.2Estimate

Costs

11.2IdentifyRisks

9.1Plan HumanResource

Management

4.2Develop ProjectManagement

Plan

6.4EstimateActivity

Resources

n

A

Enterprise/Organization

Figure 9-3. Plan Human Resource Management Data Flow Diagram


Plan Human Resource Management

Enterprise Environmental Factors: - Organizational culture and structure - Existing human resources - Geographical dispersion of team members - Personnel administration policies - Marketplace conditions

Organizational Process Assets: - Escalation procedures for handling issues within the team and the performing organization.

Organization Charts and Position Descriptions: document team member roles and responsibilities

Hierarchical-type charts

Matrix-based charts

Text-oriented formats












9.4Manage

Project Team

9.3 Develop

Project Team

9.2Acquire

Project Team

O

7.2Estimate

Costs

11.2IdentifyRisks


Management


Plan

6.4EstimateActivity

Resources

n

A






Organizational breakdown structure


Resource breakdown structure

Matrix-based chartsResponsibility Assignment Matrix (RAM)

Identifies which project resources are assigned to each activity

Matrix-based chartsRACI: Responsible, Accountable, Consult and Inform a more detailed type of RAM chart



Matrix-based charts. A responsibility assignment matrix (RAM) is a grid that shows the project resources assigned to each work package. It is used to illustrate the connections between work packages or activities and project team members. On larger projects, RAMs can be developed at various levels. For example, a high-level RAM can define what a project team group or unit is responsible for within each component of the WBS, while lower-level RAMs are used within the group to designate roles, responsibilities, and levels of authority for specific activities. The matrix format shows all activities associated with one person and all people associated with one activity. This also ensures that there is only one person accountable for any one task to avoid confusion of who is ultimately in charge or has authority for the work. One example of a RAM is a RACI (responsible, accountable, consult, and inform) chart, shown in Figure 9-5. The sample chart shows the work to be done in the left column as activities. The assigned resources can be shown as individuals or groups. The project manager can select other options such as “lead” and “resource” designations or others, as appropriate for the project. A RACI chart is a useful tool to use when the team consists of internal and external resources in order to ensure clear divisions of roles and expectations.

RACI Chart Person

Activity

Create charter

Collectrequirements

Submit changerequest

Develop test plan

Ann Ben Carlos Dina Ed

A

I

R

R = Responsible A = Accountable C = Consult I = Inform

C

C C

A

A

AI

I I

I

I

C

R

R

R

I R

Figure 9-5. RACI Matrix

Text-oriented formats. Team member responsibilities that require detailed descriptions can be specified in text-oriented formats. Usually in outline form, the documents provide information such as responsibilities, authority, competencies, and qualifications. The documents are known by various names including position descriptions and role-responsibility-authority forms. These documents can be used as templates for future projects, especially when the information is updated throughout the current project by applying lessons learned.

42367_ManualPMI5_book-R1.indb 262 3/11/13 4:27 PM


Text-oriented formats

If detailed descriptions of resources or responsibilities are required these documents provide information such as responsibilities, authority, competencies, and qualifications

Networking: formal and informal interaction with others in an organization, industry or professional environment

Important for “understanding political and interpersonal factors”

Organizational Theory: Theories regarding the way in which people, teams, and organizations behave












9.4Manage

Project Team

9.3 Develop

Project Team

9.2Acquire

Project Team

O

7.2Estimate

Costs

11.2IdentifyRisks


Management


Plan

6.4EstimateActivity

Resources

n

A





Motivation Theory: (what do people really want?)McGregor’s Theory of X and Y:Theory X: People are lazy and don’t want to workTheory X: People are self-motivated and want to achieveMcGregor (and PMI) says you get what you expect from people (i.e. your attitude becomes a self-fulfilling prophesy)

Motivation Theory: (what do people really want?)

Maslow’s Needs Hierarchy Theory: (Maslow’s hierarchy of human needs)- Humans are not motivated to work by security or money but rather they want to contribute and use their skills.


David McClelland’s Theory of Needs:McClelland proposed that a person’s motivation and effectiveness are influenced by one of these three needs - achievement, affiliation, or power


Herzberg’s Motivation Theory:Herzberg proposed that a people have two sets of needs – motivators, and hygiene factors

Having these needs met does

not motivate people but not

having these demotivates and reduces

performance.


Expectancy theory: An employee will be motivated when they believe that: - Putting in more effort will yield better job performance - Better job performance will lead to organizational rewards such as an increase in salary or benefits

Perks & Fringe Benefits: assigned parking, corner office, education, profit sharing...

Human Resource Management Plan: outlines how project human resources should be defined, staffed, managed and eventually released

Define the following:

Role - function / job title

Authority - to make decisions, sign approvals, influence others, ...

Responsibility- the assigned work

Competency - skill & capacity












9.4Manage

Project Team

9.3 Develop

Project Team

9.2Acquire

Project Team

O

7.2Estimate

Costs

11.2IdentifyRisks


Management


Plan

6.4EstimateActivity

Resources

n

A





Include:

Project organization charts

Staffing management plan - when & how project team members will be needed and for how long. This may also address:

Staff acquisition - hire vs. contract (= $)

Resource calendars - the time frames for project team members - create a resource histogram (who do you need when - see next page)












9.4Manage

Project Team

9.3 Develop

Project Team

9.2Acquire

Project Team

O

7.2Estimate

Costs

11.2IdentifyRisks


Management


Plan

6.4EstimateActivity

Resources

n

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Resource Histogram



300

275

250

225

200

175

150

125

100

75

50

25

0

Jan Feb Mar Apr May

9 16 23 30 6 13 20 27 6 13 20 27 3 10 17 24 1 8 15 22

Sta

ff H

ours

for

Sen

ior

Des

igne

rs

40

Figure 9-6. Illustrative Resource Histogram

○ Staff release plan. Determining the method and timing of releasing team members benefits both the project and team members. When team members are released from a project, the costs associated with those resources are no longer charged to the project, thus reducing project costs. Morale is improved when smooth transitions to upcoming projects are already planned. A staff release plan also helps mitigate human resource risks that may occur during or at the end of a project.

○ Training needs. If it is expected that the team members to be assigned will not have the required competencies, a training plan can be developed as part of the project. The plan can also include ways to help team members obtain certifications that would support their ability to benefit the project.

○ Recognition and rewards. Clear criteria for rewards and a planned system for their use help promote and reinforce desired behaviors. To be effective, recognition and rewards should be based on activities and performance under a person’s control. For example, a team member who is to be rewarded for meeting cost objectives should have an appropriate level of control over decisions that affect expenses. Creating a plan with established times for distribution of rewards ensures that recognition takes place and is not forgotten. Recognition and rewards are part of the Develop Project Team process (Section 9.3).


Include:

Staff release plan - the method and timing of releasing team members

Training needs - if required

Recognition and rewards - what are they & establish clear criteria

Compliance - for government regulations, union contracts, ...

Safety - policies and procedures












9.4Manage

Project Team

9.3 Develop

Project Team

9.2Acquire

Project Team

O

7.2Estimate

Costs

11.2IdentifyRisks


Management


Plan

6.4EstimateActivity

Resources

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9.1 Plan Human Resource Management: identifying project roles

9.2 Acquire Project Team: confirming human resource availability

9.3 Develop Project Team: improving team competencies

9.4 Manage Project Team: tracking team performance

Planning Process Group

Executing Process Group

Initiating Process Group

Closing Process Group

Monitoring & Controlling Process Group












9.4Manage

Project Team

9.3 Develop

Project Team

9.2Acquire

Project Team

O

7.2Estimate

Costs

11.2IdentifyRisks


Management


Plan

6.4EstimateActivity

Resources

n

A




Project Management TrainingFall 2014

Final ProjectDue: December 18, 2014

See website for full details

Final Assignment

Q

Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Question


Answer


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Answer


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PaalamFilipino

Documents

Kumusta - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/019-hr.pdfresponsibilities, authority, competencies, and qualiﬁcations. The documents are known by various names including