Professional Documents
Culture Documents
Contents
2 . A c q u i r e P r o j e c t Te a m
3 . D e v e l o p P r o j e c t Te a m
4 . M a n a g e P r o j e c t Te a m
Portfolio Manager
• Manage unrelated projects
• Ensure that selected projects provide value to the organization
• Getting the best return from resources invested
Program Manager
• Manage group of related projects
• Adjust projects for program benefit
• Guide and support project managers
Team
• Help identifying requirements, constraints, and assumptions
• Help creating WBS, and time/cost estimations
• Execute/comply with project management plan
• Recommend changes
Project Manager
• In charge of the project and doesn’t have to be technical expert
• Influence project team and atmosphere
• Coordinate interaction between project and key persons
• Select appropriate processes for the project
• Lead / direct planning efforts
• Identify / analyze constraints and assumptions
• Assist and support team during execution
• Determine and deliver required levels of quality
• Determine need for changes
• Maintain control over project
• Must say No when necessary
• Apply project management knowledge
• Spend more time being proactive than reacting with problems
H u m a n R e s o u r c e M a n a g e m e n t
9.1 Plan Human Resource Management
Inputs :
Project Management Plan
Activity Resource Requirements
Enterprise Environmental Factors
Organizational Process Assets
Tools and Techniques :
Organization Charts and Position Descriptions
Networking
Organizational Theory
Expert Judgment
Meetings
Outputs :
Human Resource Management Plan
• Hierarchical
Ex: OBS, RBS, WBS
• Text-Oriented Formats
Also known as Position Descriptions,
and Role-Responsibility- Authority Form
TT Networking:
Formal and informal interactions with others
Ex: Luncheon meetings, informal conversation, events, and conferences.
TT Organizational Theory:
Addressing the way people and organizational units behave.
Different organizational structures have different individual response,
individual performance, and personal relationship characteristics.
Ex: Scientific management, bureaucracy model, simple structure,
hierarchical structure, functional organizations, and matrix organizations.
TT Expert Judgment:
List required skills and determine reporting relationship needed
H u m a n R e s o u r c e M a n a g e m e n t
9.2 Acquire Project Team
Inputs :
Human Resource Management Plan
Enterprise Environmental Factors
Organizational Process Assets
Tools and Techniques :
Pre-Assignment
Negotiation
Acquisition
Virtual terms
Multi-Criteria Decision Analysis
Outputs :
Project Staff Assignments
Resource Calendars
Project Management Plan Updates
TT Negotiation:
• Negotiate with functional manager, other PM teams within organization to
assign scarce and specialized resources, or with external organizations and
contractors
• When negotiating from within your organization:
1. Know the needs of your project and its priority in the organization
2. Understand that the resource manager has his own work to do
3. Don’t ask for the best resource if the project does not need them
4. Be able to prove why project requires stated resources quantity an quality
5. Build relationship with resource manager and discover what he will need
from you
PMP Lectures Prepared By: Eng. Mohamed ElSaadany
Lecture 09 : Project Human Resource Management (13/31)
02. Acquire Project Team
TT Acquisition:
When organization is unable to provide the staff needed, you can get the
work done through outsourcing or by subcontracting the work to another
organization .
TT Virtual Teams:
Team members with little or no time spent meeting face to face.
Advantages:
1. Use special expertise even if the expert is not in the same area
2. Incorporate employees who work from home
3. Include people with mobility limitations or disabilities
4. Work in projects that would have been ignored due to travel expenses
Disadvantage:
1. Possibility for misunderstanding
2. Difficulties of sharing knowledge and experience between members
3. Cost of applying communication technology
PMP Lectures Prepared By: Eng. Mohamed ElSaadany
Lecture 09 : Project Human Resource Management (14/31)
02. Acquire Project Team
O Resource Calendar:
It documents the time period that each team member can work including
persons availability, vacation time, holidays, work hours, … etc.
PMP Lectures Prepared By: Eng. Mohamed ElSaadany
Lecture 09 : Project Human Resource Management (15/31)
03. Develop Project Team
H u m a n R e s o u r c e M a n a g e m e n t
9.3 Develop Project Team
Inputs :
Human Resource Management Plan
Project Staff Assignments
Resource Calendars
Tools and Techniques :
Interpersonal skills
Training
Team-Building Activities
Ground Rules
Co location
Recognition and Rewards
Personnel Assessment Tools
Outputs :
Team Performance Assessments
Enterprise Environmental Factors Updates
TT Team-Building Activities
Team building is to help team members work together effectively exercising
the following :
• Handle team members problems & discuss them as team members
issues
• Introduce appropriate rewards and recognition
• Manage conflicts effectively
• Provide good leadership
• Promote trust and open communication among team members
• WBS creation is a team-building tool
In Matrix organization you don’t have the ability to give team a rise or
promotion. Trust as well as recognition and reward system will make you
able to get people to cooperate.
TT Co-Location:
Placing the active team members in the same location (war room) to
enhance their ability to perform as a team.
War room is a central location for project coordination usually with WBS,
networks, schedule, … etc. posted on the wall
H u m a n R e s o u r c e M a n a g e m e n t
9.4 Manage Project Team
Inputs :
Human Resource Management Plan ■ Project Staff Assignments
Team Performance Assessments ■ Issue Log
Work Performance Reports ■ Organizational Process Assets
Tools and Techniques :
Observation and Conversation ■ Project Performance Appraisals
Conflict Management ■ Interpersonal Skills
Outputs :
Change Requests
Project Management Plan Updates
Project Documents Updates
Enterprise Environmental Factors Updates
Organizational Process Assets Updates
I Issue Log:
Output of “Manage Stake Holder Engagement“ process and used to manage
and follow up issues .
TT Conflict Management:
A - Conflict Sources:
B - Conflict Properties:
TT Conflict Management:
D - Resolution Responsibility:
TT Conflict Management:
9. Delegation: Establish goals then give team authority to complete the work.
10. Bureaucratic : Following procedures exactly. Appropriate for critical work.
11. Charismatic: Energize and encourage team in performing.
12. Democratic (Participative): Team own the decision made by group.
13. Laissez-Faire: Leave alone/Allow to act. Manager is not directly involved
in team work but consult as necessary. دعه يعمل
14. Analytical: Manager asks questions to get facts.
15. Driver: Constantly giving directions. His attitude drives team to win.
16. Influencing: This style emphasizes team work, teambuilding, and team
working. These managers work with their teams to influence project
implementation. Influence skills include: persuasive – listening – mutual
trust – consideration of various perspectives.
PMP Lectures Prepared By: Eng. Mohamed ElSaadany
Lecture 09 : Project Human Resource Management (29/31)
04. Manage Project Team
Important Notes
Special Terms :
A. Expectancy Theory: Employees who expect to be rewarded for their
accomplishments remains productive as rewards meet their expectations.
B. Perquisites (Perks): Some employees receive special rewards such as
assigned parking space or executive dining. االمتيازات االستثنائية
C. Fringe Benefits : Standard benefits formally given to all employees such
as educational benefits, insurance, and profit sharing. المزايا االضافية
Motivation Theories