PM0013–Managing Human Resources in Projects

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Fall-2013

Master of Business Administration - MBA Semester 3

PM0013 –Managing Human Resources in Projects-4 Credits

(Book ID: B1239)

Assignment (60 Marks)

Note: Answers for 10 marks questions should be approximately of 400 words. Each question isfollowed by evaluation scheme. Each Question carries 10 marks 6 X 10=60.

Q1. List and explain a few Business related competencies of a Project Manager.

Answer. Competency Categories and Performance Criteria

Business Environment

These are competencies that a project manager needs to understand in order to operate in the

environment effectively. These competencies should be considered in tandem with the

management and technical competencies listed below.

Competency Category Performance Criteria

Business LiteracyAbility to understand the line of business, to take the business

vision and translate it into the project vision.

Corporate Procedures and

Tools

Ability to understand and apply established policies and

procedures, corporate tools and technical requirements to the

project.

Q2. How would you develop competencies necessary for leadership in an organization?

Answer. Design Principles of a Competency Framework

A competency framework defines the knowledge, skills, and attributes needed for people within

an organization. Each individual role will have its own set of competencies needed to perform the job effectively. To develop this framework, you need to have an in-depth understanding of the

roles within your business. Developing a competency framework can take considerable effort. To

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make sure the framework is actually used as needed, it's important to make it relevant to the

people who'll be using it – and so they can take ownership of it.

Q3. Explain Responsibility Assignment Matrix.

Answer. A responsibility assignment matrix (RAM), also known as RACI matrix or linear

responsibility chart (LRC), describes the participation by various roles in completing tasks or

deliverables for a project or business process. It is especially useful in clarifying roles and

responsibilities in cross-functional/departmental projects and processes.

RACI is an acronym that was derived from the four key responsibilities most typically used:

Responsible, Accountable, Consulted, and Informed.

Q4. What are the challenges towards effective teamwork in a virtual environment?

Answer. Virtual teams are a great way to enable teamwork in situations where people are not

sitting in the same physical office at the same time.

Challenge 1: Building Trust within Virtual Teams

Conventional wisdom: Most consultants and researchers agree that building trust is the greatest

challenge in creating successful virtual teams and organizations. Trust has been called the glue of

the global workplace.

Q5. What are the inputs required and tools and techniques for managing stakeholder

expectations?

Answer. There are six main inputs to the Manage Stakeholder process:

The stakeholder register

The stakeholder register provides a list of all of the relevant stakeholders as they are the keypeople that you will be communicating with. This register lists and describes all of the project

stakeholders and classifies them.

Q6. What are the steps you would follow to create competencies in an organization?

Answer. A core competency is a concept in management theory originally advocated by two

business authors, C. K. Prahalad and Gary Hamel. In their view a core competency is a specific

factor that a business sees as central to the way the company or its employees work. It fulfillsthree key criteria:



It is not easy for competitors to imitate.

It can be reused widely for many products and markets.

It must contribute to the end consumer's experienced benefits and the value of the

product or service to its customers.

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Documents

PM0013–Managing Human Resources in Projects