PMP Exam Prep Boot Camp Chapter 9 Project

PMP® Exam Prep Boot Camp Chapter 9: Project Human Resource Management ● Overview of Project Human Resource Management ● Plan Human Resource Management ● Acquire Project Team Process ● Develop Project Team Process ● Manage Project Team Process ● Theories of Motivation and Leadership

Overview of Project Human Resource Management Questions concerning stakeholder management techniques including: ● Negotiating ● Delegating ● Motivating ● Conflict management ● Team building ● Mentoring ● Changing relationships ● Authority of the project manager ● Roles and responsibilities ● Distinction between project team and project management team © 2015 Global Knowledge Training LLC. All rights reserved. WHAT TO EXPECT 579

Overview of Project Human Resource Management Human Resource Roles Sponsor Provides financial resources for project May issue and fund the charter, but … … should be external to the project at a level suitable to the needs of the project (called the project initiator) Senior Management May issue the project charter (called project initiator) Set priorities among projects Set priorities among the triple constraints Project Team Do the work of the project Provide input to planning Resolve conflicts among themselves, if possible Resolve conflicts that the project manager cannot © 2015 Global Knowledge Training LLC. All rights reserved. 579

Human Resources Roles Project Managers Create role and responsibility assignments Develop a staffing management plan Publish an organization chart Create job descriptions Identify and fulfill training needs Negotiate for team resources Create a team directory Identify and provide team-building activities Provide input to project staff performance appraisals Manage meetings © 2015 Global Knowledge Training LLC. All rights reserved. 580

Overview of Project Human Resource Management Major Processes Project Human Resource Management Plan Human Resource Management Acquire Project Team Develop Project Team Manage Project Team A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, 255. © 2015 Global Knowledge Training LLC. All rights reserved. 581

Plan Human Resource Management Process Inputs Project management plan Activity resource requirements Enterprise environmental factors Organizational process assets Tools and Techniques Organization charts and position descriptions Outputs Human resource management plan Networking Organizational theory Expert judgment Meetings A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -2, 258. . © 2015 Global Knowledge Training LLC. All rights reserved. 582

A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -3, 258. © 2015 Global Knowledge Training LLC. All rights reserved. 583

Plan Human Resource Management Process Inputs Project management plan Activity resource requirements Enterprise environmental factors Organizational process assets A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -2, 258. © 2015 Global Knowledge Training LLC. All rights reserved. 584

Inputs Enterprise Environmental Factors Organizational, culture, structure Existing human resources Personnel administration policies Marketplace conditions © 2015 Global Knowledge Training LLC. All rights reserved. 584

Enterprise Environmental Factors Additional Factors Technical Interpersonal Logistical Political Collective bargaining agreements Economic conditions © 2015 Global Knowledge Training LLC. All rights reserved. 585

Inputs Organizational Process Assets Organizational standard processes and policies and standardized role descriptions Templates for organizational charts and position descriptions Historical information on organizational structures that have worked in previous projects © 2015 Global Knowledge Training LLC. All rights reserved. 585

Plan Human Resource Management Process Tools and Techniques Organization charts and position descriptions Networking Organizational theory Expert judgment Meetings A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -2, 258. © 2015 Global Knowledge Training LLC. All rights reserved. 586

Tools and Techniques Organization Charts and Position Descriptions Hierarchical-type charts Matrix-based charts (RAM/RACI) Text-oriented formats © 2015 Global Knowledge Training LLC. All rights reserved. 586

Organization Charts and Position Descriptions Hierarchical-Type Charts Project manager © 2015 Global Knowledge Training

Organization Charts and Position Descriptions Matrix-Based Charts Key: R: Responsible A: Accountable C: Consult I: Inform Task A Person B A I Task B Task C R C Task D Task E © 2015 Global Knowledge Training LLC. All rights reserved. I Person C Person D R A A R C R R A A 587

Organization Charts and Position Descriptions Text-Oriented Formats Project X Role Responsibility Authority Competency ©

Tools and Techniques Networking & Organizational Theory l Networking n n n Network activities include meetings, correspondence, and informal conversations Creating networking opportunities is very beneficial at the beginning of a project Enhances resource development © 2015 Global Knowledge Training LLC. All rights reserved. l Organizational theory n n Describes the manner in which individual resources, teams, and entire organizational units behave Reduces time, effort, and cost that is needed to create human resource management plan outputs 588

Plan Human Resource Management Process Outputs Human resource management plan A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -2, 258. © 2015 Global Knowledge Training LLC. All rights reserved. 589

Outputs Human Resource Management Plan Component of project management plan l Elements of human resource management plan: l n n n Roles and responsibilities Project organizational charts Staffing management plan © 2015 Global Knowledge Training LLC. All rights reserved. Staff acquisition plan Resource calendars Staff release plan Training needs Rewards and recognitions Compliance Safety 589/590

Acquire Project Team Process Inputs Human resource management plan Enterprise environmental factors Organizational process assets Tools and Techniques Outputs Pre-assignment Project staff assignments Negotiation Resource calendars Acquisition Project management plan updates Virtual teams Multi-criteria decision analysis A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -7, 267. © 2015 Global Knowledge Training LLC. All rights reserved. 591

A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -8, 268. © 2015 Global Knowledge Training LLC. All rights reserved. 592

Acquire Project Team Process Inputs Human resource management plan Enterprise environmental factors Organizational process assets A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -7, 267. © 2015 Global Knowledge Training LLC. All rights reserved. 593

Inputs Enterprise Environmental Factors Existing human resources l Personnel administration policies l Organizational structure l Location or multiple locations l © 2015 Global Knowledge Training LLC. All rights reserved. 593

Inputs Organizational Process Assets Standard policies on how resources can be acquired under different circumstances l Processes l Procedures l © 2015 Global Knowledge Training LLC. All rights reserved. 594

Acquire Project Team Process Tools and Techniques Pre-assignment Negotiation Acquisition Virtual teams Multi-criteria decision analysis A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -7, 267. © 2015 Global Knowledge Training LLC. All rights reserved. 594

Tools and Techniques Pre-assignment Team members are selected in advance. l Reasons for pre-assignment include: l n n n Resources have been pledged as a result of a competitive proposal Specific skill sets are needed Assignments have been previously indicated in the project charter © 2015 Global Knowledge Training LLC. All rights reserved. 594

Tools and Techniques Negotiation l Need to negotiate with: n n n l Functional managers Other project managers Representatives of other organizations Ensures project resources are: n n Available when needed Capable of doing the required work Willing to do the required work Have been given proper authorization. © 2015 Global Knowledge Training LLC. All rights reserved. 594

Tools and Techniques Acquisition Obtaining human resources from outside sources l Also refers to the outsourcing of work to other organizations and entities l © 2015 Global Knowledge Training LLC. All rights reserved. 595

Tools and Techniques Virtual Teams Group of people who are working toward common goals but with little or no face-to-face contact l Facilitates access to: l n n l People who are geographically dispersed People with knowledge or skill sets unavailable to the local team, etc. Enabled by: n n Common electronic communication media E-mail Phone calls Audio and video chat sessions © 2015 Global Knowledge Training LLC. All rights reserved. 595

Tools and Techniques Multi-criteria decision analysis Provides a systematic approach to establish decision criteria within a decision matrix in order to analyze and rank a range of ideas l Selection criteria might include: l n n n Ability and skill Availability Cost Knowledge Experience © 2015 Global Knowledge Training LLC. All rights reserved. 595

Acquire Project Team Process Outputs Project staff assignments Resource calendars Project management plan updates A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -7, 267. © 2015 Global Knowledge Training LLC. All rights reserved. 596

Outputs Project Staff Assignment When the required resources have been assigned l Project staff is documented through: l n n Team directory Sending memos or emails to team members Project organization charts Project schedules, etc. © 2015 Global Knowledge Training LLC. All rights reserved. 596

Outputs Resource Calendars Documents the availability of team members l Potential conflicts with the project schedule: l n n Vacations Maternity leave Other projects Ongoing operations responsibilities © 2015 Global Knowledge Training LLC. All rights reserved. 596

Flashback Question Which of the following items would be consulted during the Estimate Costs process to find information about insurance requirements? Cost management plan B. Scope baseline C. Risk register D. Projects schedule A. © 2015 Global Knowledge Training LLC. All rights reserved.

Develop Project Team Process Inputs Human resource management plan Project staff assignments Resource calendars Tools and Techniques Interpersonal skills Training Team-building activities Ground rules Colocation Recognition and rewards Personnel assessment tools Outputs Team performance assessment Enterprise environmental factors updates A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -9, 273. © 2015 Global Knowledge Training LLC. All rights reserved. 597

A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -10, 273. © 2015 Global Knowledge Training LLC. All rights reserved. 598

Develop Project Team Process Inputs Human resource management plan Project staff assignments Resource calendars A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -9, 273. © 2015 Global Knowledge Training LLC. All rights reserved. 595

Develop Project Team Process Tools and Techniques Interpersonal skills Training Team-building activities Ground rules Colocation Recognition and rewards Personnel assessment tools A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -9, 273. © 2015 Global Knowledge Training LLC. All rights reserved. 600

Tools and Techniques Interpersonal Skills l l l l Leadership Team building Motivation Communication Influencing Decision making Political and cultural awareness Negotiation (See Appendix X 3 in the PMBOK® Guide, Fifth Edition) © 2015 Global Knowledge Training LLC. All rights reserved. 600

Tools and Techniques Training Any activity that furthers a team member’s skill set and adds to his or her competency level l Can be formal or informal l Include methods such as: l n n n Classroom training Online computer-based training On-the-job training Mentoring Coaching © 2015 Global Knowledge Training LLC. All rights reserved. 600

Tools and Techniques Team-Building Activities © 2015 Global Knowledge Training LLC. All rights reserved.

Team-Building Activities Stages of Team Development Forming Stage added 12 years later Storming Adjourning

Tools and Techniques Ground Rules Establish clear expectations and “set the bar” for interactions and behavior l All team members are responsible for adhering to and enforcing the rules l Should be established early in the project l © 2015 Global Knowledge Training LLC. All rights reserved. 602

Tools and Techniques Colocation © 2015 Global Knowledge Training LLC. All rights reserved. 602

Tools and Techniques Recognitions and Rewards Should meet some needs of the individual l Should be implemented through the life of the project l Consideration of methods for reward and recognition of individuals and groups l Both tangible (e. g. money) and intangible (e. g. ability to determine one’s work schedule) should be considered l © 2015 Global Knowledge Training LLC. All rights reserved. 602

Tools and Techniques Personnel Assessment Tools l Improve the project manager’s understanding of: n l Team preferences, attitudes, strengths, weaknesses, and aspirations Examples include: n n Attitudinal surveys Interviews Skills tests Focus groups © 2015 Global Knowledge Training LLC. All rights reserved. 602

Develop Project Team Process Outputs Team performance assessments Enterprise environmental factors updates A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -9, 273. © 2015 Global Knowledge Training LLC. All rights reserved. 603

Output Team Performance Assessments Can be formal or informal l Criteria should be known and agreed, and included in the inputs to the Develop Project Team process l Typically focus on evidence of: l n n n l improved skills more effective performance increased competencies reduced turnover improved team cohesiveness. Can show the need for: n Additional training, coaching, or mentoring © 2015 Global Knowledge Training LLC. All rights reserved. 603

Flashback Question Which of the following techniques is used to plan near term work in detail and future work at a higher level? Decomposition B. Predictive planning C. Rolling wave planning D. Parametric estimating A. © 2015 Global Knowledge Training LLC. All rights reserved.

Manage Project Team Process Inputs Tools and Techniques Human resource management plan Observation and conversation Project staff assignments Project performance appraisals Team performance assessments Issue log Work performance reports Organizational process assets Conflict management Interpersonal skills Outputs Change requests Project management plan updates Project documents updates Enterprise environmental factors updates Organizational process assets updates A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -11, 279. © 2015 Global Knowledge Training LLC. All rights reserved. 604

A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -12, 280. © 2015 Global Knowledge Training LLC. All rights reserved. 605

Manage Project Team Process Authority of the Project Manager Legitimate Reward Penalty Expert Referent

Manage Project Team Process Inputs Human resources management plan Project staff assignments Team performance assessments Issue log Work performance reports Organizational process assets A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -9, 273. © 2015 Global Knowledge Training LLC. All rights reserved. 607

Input Issue Log l Issues are matters: n n n l In question Under discussion In dispute Issue log: n n Documents and keeps track of issues Documents assignment of responsibility of specific issue resolution and target dates for the resolution of the issue © 2015 Global Knowledge Training LLC. All rights reserved. 607

Issue Log Project # Project manager Sponsor Project artifacts Updated ID Issue Description Project Impact Action Plan/Resolution Owner Importance Issue Log Date Entered Date to Review Date Resolved 1 2 3 4 5 6 © 2015 Global Knowledge Training LLC. All rights reserved. 607

Input Work Performance Report Current performance relative to the project forecasts l Help determine: l n n n Ongoing requirements Recognition and rewards Updates to the staffing management plan © 2015 Global Knowledge Training LLC. All rights reserved. 608

Manage Project Team Process Tools and Techniques Observation and conversation Project performance appraisals Conflict management Interpersonal skills A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -9, 273. © 2015 Global Knowledge Training LLC. All rights reserved. 608

Tools and Techniques Observation and Conversation Keep track of the work being executed l Awareness of general attitudes l Accomplished by monitoring: l n n n © 2015 Global Knowledge Training LLC. All rights reserved. Progress made toward achieving assigned deliverables Interpersonal issues Individual accomplishments 608

Tools and Techniques Project Performance Appraisals l Rationale for conducting: n n n Clarify roles and responsibilities of team members Provide constructive feedback Bring issues and problems to the surface Develop coaching plans Help set goals for team members on future projects © 2015 Global Knowledge Training LLC. All rights reserved. 608

Conflict Management Old vs. New Old View of Conflict New View of Conflict Is inevitable Is necessary Is negative Can be beneficial Should be avoided Allows team to grow Is best resolved by upper management intervention Is best resolved by team members and their immediate manager Produces more creative project solutions © 2015 Global Knowledge Training LLC. All rights reserved. 609

Conflict Management Some Sources of Conflict Scarce resources Scheduling priorities Personal work style ©

Conflict Management Conflict Resolution Techniques Withdraw/Avoid Smooth/Accommodate Compromise/Reconcile Force/Direct Collaborate/Problem Solve © 2015 Global Knowledge Training LLC. All rights reserved. 609/610

Exam Tip Remember the PMI theme that project managers are proactive, always looking for ways to address conflict before it impacts the project. © 2015 Global Knowledge Training LLC. All rights reserved.

Manage Project Team Process Outputs Change requests Project management plan updates Project documents updates Enterprise environmental factors updates Organizational process assets updates A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Fifth Edition, Project Management Institute, Inc. , 2013, Figure, 9 -9, 273. © 2015 Global Knowledge Training LLC. All rights reserved. 611

Activity: Project Human Resource Management The following slide lists activities related to Project Human Resource Management. Put the activities in sequence for a project that has a predictive lifecycles. © 2015 Global Knowledge Training LLC. All rights reserved.

Activity: Project Human Resource Management Create a staffing management plan Gather activity resource requirements Identify resource calendars Create team performance assessments Use acquisition to fill identified resource gaps Record personnel skill updates based on skills acquired during project Lead team-building activities during forming © 2015 Global Knowledge Training LLC. All rights reserved.

Theories of Motivation and Leadership Theories of Motivation Maslow’s Hierarchy of Needs Herzberg’s Hygiene Theory Expectancy Theory Achievement Theory © 2015 Global Knowledge Training LLC. All rights reserved. 613

Theories of Motivation Maslow’s Hierarchy of Needs Selfactualization needs Self-esteem needs Social needs Safety and security needs Basic physical needs © 2015 Global Knowledge Training LLC. All rights reserved. 613

Theories of Motivation Herzberg Hygiene Theory Hygiene factors Company policies and administration Management Physical working conditions Work relationships Salary, status, and security © 2015 Global Knowledge Training LLC. All rights reserved. Motivation factors Achievement Recognition Job interest Job responsibility Growth The work itself 614

Theories of Motivation Expectancy Theory Level of job performance Depends on Ability Effort Role perception Depends on Value of reward (need satisfaction) © 2015 Global Knowledge Training LLC. All rights reserved. Probability that effort will lead to reward 615

Theories of Motivation Achievement Theory Achievement (n. Ach) High n. Ach Personal responsibility Feedback Moderate risk Power (n. Pow) High n. Pow In charge Competition Status Affiliation (n. Aff) High n. Aff Friendship Cooperation Mutual understanding © 2015 Global Knowledge Training LLC. All rights reserved. 616

Theories of Motivation and Leadership Theories of Leadership Mc. Gregor’s Theory X and Theory

Theories of Leadership Mc. Gregor’s Theory X and Theory Y Ahhh, just hanging out at the office … Theory X © 2015 Global Knowledge Training LLC. All rights reserved. I am determined to solve this tonight! Theory Y 617

Theories of Leadership Situational Continuum Based on the psychological and job maturity of subordinates Tell/direct Sell/coach Participate/support Delegate/observe Immature/ not ready © 2015 Global Knowledge Training LLC. All rights reserved. Highly mature/ highly ready 618

Activity: What Should the Project Manager Do? During the weekly status meeting, the project manager notices one of her team members behaving in an uncharacteristic way. He sits as far away as possible from the other team members and rolls his eyes at a teammate’s statement. Later, he mutters under his breath and shakes his head when the completion date of the project is mentioned. The other members of the team behave as if the upset team member is not in the room; they appear to deliberately ignore him. The project manager had to leave work early the previous day and is unsure about what may have occurred in her absence. © 2015 Global Knowledge Training LLC. All rights reserved.

Activity: What Should the Project Manager Do? To better motivate the members of his

Activity: What Should the Project Manager Do? The project manager leading a training project has assembled a project team made up of people who have not worked together before. She wants to create an environment in which the team is fully invested in the project and works well as a unit. © 2015 Global Knowledge Training LLC. All rights reserved.

Knowledge Check Concepts You Should Know l Plan Human Resource Management: n l Creates human resource management plan Acquire Project Team: Confirms human resource availability n Obtains necessary team members n l Develop Project Team: n Improves competencies, team interaction, and overall team environment © 2015 Global Knowledge Training LLC. All rights reserved. 619

Knowledge Check Concepts You Should Know (cont. ) l Manage Project Team: Tracks team member performance n Provides feedback n Resolves issues n Project stakeholders have various roles and responsibilities on the team. l HR theories of management and leadership include: l Mc. Gregor’s Theory X and Theory Y n Situational Continuum n © 2015 Global Knowledge Training LLC. All rights reserved. 619

Knowledge Check Concepts You Should Know (cont. ) l Theories of motivation include: Maslow’s Hierarchy of Needs n Herzberg’s Hygiene Theory n Expectancy Theory n Exercise of authority depends on the situation. l Sources of authority include: l Legitimate n Reward n Penalty n Expertise n Referent n Representative n © 2015 Global Knowledge Training LLC. All rights reserved. 619

Knowledge Check Concepts You Should Know (cont. ) l Team building: Responsibility of the project manager n Tuckman’s five stages of team development: n Forming n Storming n Norming n Performing n Adjourning n © 2015 Global Knowledge Training LLC. All rights reserved. 619

Knowledge Check Concepts You Should Know (cont. ) l Five techniques to manage and resolve conflict: Withdraw/Avoid n Smooth/Accommodate n Compromise/Reconcile n Force/Direct n Collaborate/Problem Solve n l Each conflict management technique has a place and use. © 2015 Global Knowledge Training LLC. All rights reserved. 620