Bob Kois PMP Project Management Basics And Human Resource Ma

Bob Kois Pmpproject Management Basicshuman Resource Management9 Huma

Bob Kois PMP Project Management Basics Human Resource Management 9. Human Resource Management What is Human Resource Management? “HR Management includes the processes that organize, manage and lead the project team.†Source: PMBOK® p.199 9. Human Resource Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing Human Resource Management Knowledge Area Processes Human Resource Planning Acquire Project Team Develop Project Team Manage Project Team 9.1 Develop Human Resource Plan “The process of identifying and documenting project roles, responsibilities, and required skills, reporting relationships, and creating a staffing management plan.†Source: PMBOK® p.215 PM LM LM LM PM = Project Manager APM = Assistant Project Manager LM = Line or Functional Manager APM APM SPONSOR GM Multiple Boss Reporting TOP OF THE THREE - LEGGED STOOL ORGANIZATIONAL STRUCTURE ORGANIZATIONAL BEHAVIOR TOOLS & TECHNIQUES 9.1 HR Planning Responsibility Matrix Phase Person P = Participant A = Accountable R = Review Required I = Input Required S = Sign-off Required A B C D E F … Requirements S R A P P Functional S A P P Design S R A I P Develop R S A P P Test S P I A P This is a sample of a common responsibility matrix. Using this tool it is very easy to tell who is doing what and exactly what level they are involved. Organizational Chart Graphically describes project reporting relationships. Defines formal & informal reporting relationships. Helps in identifying communication/information channels. 9.1 HR Planning 1.bin 9.1 HR Planning Resource Histogram Source: PMBOK® p.208 Resource Histogram 9.2 Acquire Project Team “The process of confining human resource availability and obtaining the team necessary to complete the project.†Source: PMBOK® p.215 9.3 Develop Project Team Improving the competencies, team interaction, and the overall team environment to enhance project performance.†Source: PMBOK® p.215 Team development is also important as it gives the stakeholders the ability to contribute. 9.3 Develop Project Team Team Building – Is the process of getting a group of diverse individuals to work together effectively as a unit to: Improve overall performance Manage conflicts Establish working relationships Team Building is an ongoing process!!! An Effective Team Must… Be interdependent Have a reason for working together. Be committed to working together. Be accountable as a functioning unit. Have a moderate level of competition and conflict. 9.3 Develop Project Team Remember, you have got to establish these relationships at the beginning of the project. This is why project kickoff meetings are so important. Plan for Team Building Who – Project roles & responsibilities. What – The project goals and objectives How – Project procedures and controls When – Project schedules Negotiate for Team Members Because of their potential to contribute expertise Because of their potential to be effective team players. Organize the Team – Specific assignments Work authorizations for each item on the WBS Responsibility Matrix 9.3 Develop Project Team Conduct team building exercises Utilize ongoing project team development Staff Meetings Planning Meetings Scheduling Meetings Re-planning Sessions Technical Reviews Status Reviews Design Reviews Budget Reviews Failure Reviews Budget Violator Meetings News Flash Meetings Get-Well Meetings Top Management Briefings Customer Briefings & Audits Communicate…communicate…communicate!! 9.3 Develop Project Team Maslow’s Hierarchy of Needs Maslow says that people do not work for security or money. People work to get a chance to contribute and used their skills. This is called “Self-Actualizationâ€. In Maslow’s Hierarchy one cannot ascend to the next level until fulfilling the current level. 9.3 Develop Project Team Maslow’s Hierarchy of Needs 9.3 Develop Project Team Self- Actualization Esteem Social Safety Physiological Self-fulfillment, growth, learning Accomplishment, respect, attention, appreciation Love, affection, approval, friends, association Security, stability, and freedom from harm Need for air, water, food, housing & Clothing In Maslow’s Hierarchy it is critical that you remember that you must achieve the lower level need before you can go on to the next one. McGregor’s Theory of X and Y McGregor believed all workers fit into one of two groups, X and Y. Theory X – Suggests that people need to be watched every minute and that they are incapable, avoid responsibility and avoid work whenever possible. 9.3 Develop Project Team X X X McGregor’s Theory of X and Y Theory Y – Suggests that people are willing to work without supervision and want to achieve. People can direct their own efforts. 9.3 Develop Project Team Y Y Y 9.4 Manage Project Team “Tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.†Source: PMBOK® p.215 Performance Reports Provide feedback to the project team about how they are doing compared against the project plan. What is reported? Objectives Skill Development Teamwork Project Plan Project Plan Performance 9.4 Manage Project Team * Performance reports should organize and summarize the information gathered and present the results of any analysis. Reports should provide the kinds of information and the level of detail required by various stakeholders, as documented in the communications management plan. Common formats include bar charts, histograms and tables. Should include project against plan – time, cost, scope changes, issues, etc. Human Resource Management 2.bin Human Resource Management

Paper For Above instruction

Human Resource Management (HRM) within project management is a critical area that encompasses the processes necessary for organizing, managing, and leading project teams to achieve project goals effectively. As outlined in the Project Management Body of Knowledge (PMBOK®), HRM involves several process groups—including initiation, planning, execution, monitoring & controlling, and closing—each playing an integral role in ensuring that human resources are utilized optimally throughout the project lifecycle.

One of the foundational elements in HRM is human resource planning, which involves identifying project roles, assigning responsibilities, and determining the skills required for project success. Developing a comprehensive human resource plan clarifies reporting relationships, staffing needs, and the formation of the staffing management plan. This process creates a structured approach to organizing project teams, facilitating clear communication, and establishing accountability within the project structure. Tools such as responsibility matrices and organizational charts serve as visual aids, helping stakeholders understand who is responsible for what, and defining the formal and informal reporting relationships within the team.

Acquiring the project team is the next essential step, involving the process of confirming the availability of resources and obtaining the necessary personnel for project completion. This can entail negotiations with functional or line managers to allocate the right individuals or skills for specific roles. Once the team is assembled, developing the project team becomes crucial. This process aims to improve competencies, promote team interaction, and foster a collaborative environment that enhances performance. Effective team development involves team-building activities, ongoing communication, and establishing relationships that promote mutual trust and accountability. Initiatives such as team-building exercises, regular meetings, and role clarifications help ensure that project members work cohesively.

Understanding motivation theories further supports effective team development. Maslow’s Hierarchy of Needs emphasizes that individuals need to fulfill basic physiological and safety needs before seeking social, esteem, and self-actualization levels. Recognizing these levels allows managers to tailor strategies that motivate team members, fostering engagement and productivity. Similarly, McGregor’s Theory X and Theory Y offer insights into employee motivation—while Theory X assumes that employees require close supervision, Theory Y suggests that individuals are self-motivated and seek responsibility.

Managing the project team involves tracking team member performance, providing feedback, resolving conflicts, and managing changes. Performance reporting is essential to monitor progress and ensure alignment with project objectives. Reports should be tailored to stakeholder needs and may include visual formats such as bar charts, histograms, or tables. This oversight ensures that issues are addressed promptly and that the team continuously improves to meet project deliverables effectively.

In sum, effective human resource management is vital for project success. It requires thorough planning, resource acquisition, team development, and performance management. By applying established models and techniques—such as responsibility matrices, motivation theories, and performance reports—project managers can lead their teams toward achieving project objectives efficiently and effectively, fostering a productive environment that supports growth and accountability.

References

• PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. Project Management Institute.
• Heathfield, S. M. (2020). Theories of Motivation. The Balance Careers.
• Maslow, A. H. (1943). A theory of human motivation. Psychological Review.
• McGregor, D. (1960). The Human Side of Enterprise. McGraw-Hill.
• Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist.
• Kerzner, H. (2013). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
• Schwalbe, K. (2018). Information Technology Project Management. Cengage Learning.
• Fisher, R., & Ury, W. (1981). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Yukl, G. (2013). Leadership in Organizations. Pearson.
• Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior. Pearson.