You are on page 1of 21

Project Human Resource

Management
By Conor McCarthy, Barry Meade, Junia Pereira, Cassio Castelluber

PMBOK- Project Management Body of


Knowledge

Book that outlines a set of standard terminology and guidelines for project
management

Published by the PMI (Project Management Institute) which is the worlds


largest not for profit organisation for the project management profession

PMBOK currently in its 5th edition

PMP (Project Management Professional) certification recognised worldwide

Project Human Resource Management


Four different human resource management processes:

1. Plan human resource management The process of identifying and


documenting project roles, responsibilities, required skills, reporting
relationships, and creating a staffing management.

2. Acquire project team - The process of confirming human resource


availability and obtaining the team necessary to complete project activities

3. Develop project team - The process of improving competencies, team


member interaction, and overall team environment to enhance project
performance

4. Manage project team - The process of tracking team member performance,


providing feedback, resolving issues, and managing changes to optimize
project performance

Plan Human Resource Management

Plan HR management input 1:


Project management plan

This refers to :

The project life cycle and the processes that will be applied to each phase

How work will be executed to accomplish the project objectives

A change management plan that documents how changes will be monitored


and controlled

A configuration management plan that documents how configuration


management will be performed

Needs and methods of communication among stakeholders

Plan HR management input 2:


Activity resource requirements

Activity resource planning refers to the decisions made in allocating human


resource needs to the project

Plan HR management input 3:


Enterprise environmental factors

These factors include:

Existing human resources

Organizational culture and structure

Geographical dispersion of project team members

Marketplace conditions

Plan HR management input 4:


Organisational Process Assessments

These organisational assets include:

Organizational standard processes, policies, and role descriptions

Templates for organizational charts and position descriptions

Lessons learned on organizational structures that have worked in previous


projects

Escalation procedures for handling issues within the team and within the
performing organization

Plan Human Resource Management

Plan HR management Tools & Techniques 1:


Organisational charts and position descriptions

Various formats exist, most fall under one of three heading types:
Hierarchical, matrixed, text-orientated

Purpose of these charts is to ensure each work package involved in the


project has an unambiguous owner

Plan HR management Tools &


Techniques 2: Networking

Networking is the formal and informal interaction with others in an


organization, industry, or professional environment

Plan HR management Tools &


Techniques 3: Organisational Theory

Organizational theory provides information regarding the way in which


people, teams, and organizational units behave

It is important to recognize that different organizational structures have


different individual response, individual performance, and personal
relationship characteristics

Plan HR management Tools &


Techniques 4: Expert judgement

Expert judgment is used to:


List the preliminary requirements for the required skills;

Assess the roles required for the project

Determine reporting relationships needed based on the organizational culture

Provide guidelines on lead time required for staffing, based on lessons


learned and market conditions

Identify risks associated with staff acquisition, retention, and release plans

Identify and recommend programs for complying with applicable government


and union contracts

Plan HR management Tools &


Techniques 5: Meetings

Meetings leverage a combination of other tools and techniques to allow for all
project management team members to reach consensus on the human
resource management plan

Plan HR management Output 1: Human


resource management plan

provides guidance on how project human resources should be defined,


staffed, managed, and eventually released

roles and responsibilities: responsibility, authority, competency

Project organization charts: graphical display of project team members

and their reporting relationships

Staffing management plan: staff acquisition, resource calendars, staff


release plan, training needs, recognition

Acquire Project Team


Acquire

Project Team is the process of confirming


human resource availability and obtaining the
team necessary to complete project activities.

Acquire Project Team


It is important that the following factors are considered during the
process of acquiring the project team:

The project manager should effectively negotiate and influence others.

Insufficient human resources or capabilities decrease the probability of


success.

If the human resources are not available due to constraints the project
manager may be required to assign alternative resources.

Acquire Project team: Inputs


Human resource Management Plan

The human resource management plan provides guidance on how project human
resources should be identified, staffed, managed, and eventually released .
Enterprise Environmental Factors

Existing information on human resources;

Personnel administration policies;

Organizational structure; and

Colocation or multiple locations.


Organizational Process Assets

Organizational standard policies, processes, and procedures.

Acquire Project team: tools and


techniques
Pre-assignment

When project team members are selected in advance, they are considered preassigned.
Negotiation

For example, the project management team may need to negotiate with:
Functional managers, other project management teams and External
organizations, vendors, suppliers, contractors, etc.
Acquisition

This can involve hiring individual consultants or subcontracting work to another


organization.

Acquire Project team: tools and


techniques
Virtual teams

Virtual teams can be defined as groups of people with a shared goal


who fulfill their roles with little or no time spent meeting face to face.
Multi-criteria decision Analysis

By use of a multi-criteria decision analysis tool, criteria are developed


and used to rate or score potential team members.

Availability, cost, Experience, Ability, Knowledge, Skills, Attitude,


International factors.

Acquire Project team: outputs


Project Staff Assignments

The project is staffed when appropriate people have been


assigned to the team.
Resource calendars

Resource calendars document the time periods that each project


team member is available to work on the project.
Project Management Plan updates

When gaps occur, the project management plan needs to be


updated to change the team structure, roles, or responsibilities.