9- Project Human Resources Management

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9- Human Resources

Management- 9

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Unit - 9

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Agenda

Develop HumanResource Plan .

Acquire ProjectTeam .

Develop ProjectTeam .

Manage ProjectTeam .

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9 - Human Resources Management

- 99.1 Develop Human Resource Plan:

The process of identifying anddocumenting project roles,responsibilities, and required skills,reporting relationships, and creating astaffing management plan.

9.2 Acquire Project Team: The process of confirming human resource

availability and obtaining the teamnecessary to complete projectassignments.

9.3 Develop Project Team: The process of improving the

competencies, team interaction, and the

overall team environment to enhanceproject performance.

9.4 Manage Project Team: The process of tracking team member

performance, providing feedback,resolving issues, and managing changes tooptimize project performance.

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Challenges

Understanding laws &regulations, labor, and labormarket. Analyzing the life cycle.

Shifting fro technical toadministrative ( a labor VS.specialist). Delegating lots of technical

responsibilities.

Managing organizational andpersonnel interfaces .

Team approach.

Realizing authorities andresponsibilities.

Changing Stakeholders.

Temporary nature of projects.

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Project Human Resources Management

Project Human Resourcemanagement includes the processesthat organize and manage theproject team.

The project team is comprised of thepeople who have assigned roles and

responsibilities for completing theproject.

While its common to speak of rolesand responsibilities being assigned,team members should be involved inmuch of the projects planning anddecision making.

The types and numbers of projectteam members can often change asthe project progress .

Project team members can bereferred to as project staff.

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Project Human Resources Management

Includes the processesrequired to make themost effective use of thepeople involved with the

project. Project Management

Team.

Supporting Personnel.

Customers.

Sponsors.

Contributors.

Etc.

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People

Project Environment

Work

Tools

Processes


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9.1 Develop Human Resource Plan

9-1 Develop Human

Resource Plan is theprocess of identifyingand documentingproject roles,responsibilities,required skills,reporting

relationships, andcreating a staffingmanagement plan.

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9-1

1. Activity resource

requirements

2. Enterprise

environmental factors

3. Organizational process

assets

Inputs

1. Organization charts

and position

descriptions

2. Networking

3. Organizational theory

Tools & Techniques

1. Human resource plan

Outputs

Source: PMBOK Guide Fourth Edition, page 218

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.2.

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Inputs

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Tools & Techniques

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Outputs


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9.1 Develop Human Resource Plan ( Planning )

9-1()

1. Activityresourcerequirements

2. Enterpriseenvironmentalfactors

3. Organizationalprocess assets

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9-1

1. Organizationcharts and

positiondescriptions

2. Networking

3. Organizationaltheory.

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Organization Charts and Position Descriptions

Document rolesandresponsibilities inany of thefollowing formats:

Hierarchical

Matrix

Text oriented

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Project Management Team The project management team is

a subset of the project team

It is responsible for projectmanagement activities such asplanning, controlling, and closing.

This group can be called the core,executive, or leadership team.

For smaller projects, the projectmanagement responsibilities canbe shared by the entire team oradministered solely by the projectmanager.

The project sponsor works withthe project management team,typically assisting with matterssuch as project funding, clarifyingscope questions, and influencingothers in order to benefit the

project.

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The Role of The Project Sponsor

() Has requirements that must be met .

Is a project stakeholder.

Serves as voice of the project .

Provides funding .

Determine the priorities between theconstraints if not done by the

customer . May dictate project end day .

May review WBS .

Supplies list of risks .

Approve the final projectmanagement plan .

Sign off the project charter . Protect the project from outside

influences .

Approves or rejects changes orauthorizes someone to representhim.

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The Role of The Project Team

Identify and involve stakeholders .

Identify requirements .

Identify constraints and assumptions .

Create WBS .

Help Identify dependencies between

activities .

Provide time and cost estimates .

Participation in the risk management

processes .

Attend project team meetings .

Conduct process improvements . Execute the project management plan

to accomplish work defined in the

project scope statement .

Recommend changes to the project ,

including corrective actions .

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The Role of The Project Stakeholder as A Group Involves in creation of the

project charter and the projectscope statement .

Involves in creationmanagement plan

development . Approving project changes and

being on the change controlboard .

Verify scope verification .

Identify constraints . Identify requirements .

Risk management .

May become risk owners .

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The Role of The Functional Manager()

Assign specific individuals to theteam .

Negotiate with project managerregarding resources .

Participate in the initial planning .

Help the project manager to know

the effects of other project on hisone .

Approve the final schedule duringschedule development .

Provide subject matter expertise .

Approve the final projectmanagement plan .

Recommend changes to the projectwithin there functional areas .

Managing the activities that happenwithin their functional areas .

Assist with problems related to theteam member performance .

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The Role of The Project Manager Is assigned no later than the project

initiating.

May help write the project charter .

Dose not have to be a technicalexpert .

Ensure professional interactions

between the project team and otherstakeholders .

Selects appropriate processes for theproject.

Determines and delivers requiredlevels of quality .

Determines the need for changerequests .

Promoting good communication .

Must say No when necessary .

Focuses on risk management withthe team .

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The Role of The Project Manager Defines the change management

plan .

Develop time and cost reserves .

Must have the authority andaccountability to accomplish theproject management works .

Is the only one who can integrate theproject components into cohesivewhole that meets the customerneeds .

Overall applies project managementknowledge and uses personal andleadership skills to achieve project

success . Being proactive , not waiting for the

problems to be happened .

Is accountable for project success orfailure .

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The Role of The Portfolio Manager Managing various projects

or programs that may be

largely unrelated to each

other .

Ensuring selected projects orprograms provide values to

the organization .

Working with senior

executives to gather supportfor individual projects .

Getting the best return from

resources invested .

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Example : Responsibility Assignment Matrix Using a RACI FormatRACI :

PersonRACI

Chart

EdDinaCarlosBenAnnActivity

IIIRADefine

CCRAIDesign

CCRAIDevelop

IRIIATest

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R = Responsible

=

C = Consult

=

A = Accountable

=

I = Inform

=

RACI

RACI = Responsibility , Accountable , Consult , And Inform


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Organizational breakdown structureProject

Marketing

Dept.

WBS Activity

3.4.7

WBS Activity

7.4.5

InformationTechnology

Dept.

WBS Activity

2.4.6

WBS Activity

2.3.4

Etc

3.4.7

7.4.5

2.4.5

2.3.4

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Organizational Theory Organizational theory

provides informationregarding the ways thatpeople, teams, andorganizational unitsbehave.

Applying provenprinciples shortens theamount of time needed

to create the HumanResource Planningoutputs and improves thelikelihood that theplanning will be effective.

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Functional Organization

()

Each employee has

one clear superior

Staff members are

grouped by specialty

at the top level

Each department will

do its project work

independent of

other departments

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Functional Organization

()

Staff

Chief Executive

Officer

Staff

Functional

Manager 3

Functional

Manager 2

StaffStaff

Staff

Staff

Functional

Manager 1

Staff

Staff

Staff

Project Coordinat ion

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Matrix Organization Weak Matrix

Organization .

Balanced MatrixOrganization .

Strong MatrixOrganization .

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Matrix Organization are a blend of functional

and projectizedcharacteristics.

Weak matrices maintainmany of the characteristics

of a functional organizationand the project managerrole is more of acoordinator or expediterthan that of a true project

manager. Strong matrices have many

of the characteristics of theprojectized organization .

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Balanced Matrix Organization

Staff

Chief ExecutiveOfficer

Staff

Functional

Manager 3

Functional

Manager 2

StaffProject Manager

Staff

Staff

Functional

Manager 1

Staff

Staff

Staff

Project Coordin ation

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Project organizations Accomplish the majority of work

through projects, with employeesreporting only to a projectmanager.

In this type of organization,departments may exist for the

purpose of providing support toprojects.

Project-based organizationsinclude: Suppliers: Those that derive the

majority of revenue by performingprojects for other organizations:architectural firms, engineeringfirms, contractors .

Organizations that have adoptedmanagement by projects.

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Projectized Organization

Staff

Chief ExecutiveOfficer

Staff

Project

ManagerProject

Manager

StaffStaff

Staff

Staff

Project

Manager

Staff

Staff

Staff

Project Coordin ation

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Advantage of Functional OrganizationOrganizational

StructureAdvantages

Functional

Able to leverage

economies of scale

company wide (resourcepool, large procurement

agreements, etc.)

Staff more likely to be

utilized full-time

Staff is grouped by

specialtyStaff are not

distracted/concerned

about next assignment

near end of the project

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Advantage of Matrix OrganizationOrganizational

StructureAdvantages

Matrix

More authority for the

project manager than in a

functional organizationBetter communication

external to project than in

a functional organization

Better utilization of

specialized staff acrossthe organization

Staff knows which

department they will

return to in between

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Roles and Responsibilities Role:The label describing

the portion of a project forwhich a person isaccountable.

Authority:The right toapply project resources,make decisions, and signapprovals.

Responsibility:The workthat a project team memberis expected to perform inorder to complete theproject's activities.

Competency:The skill andcapacity required tocomplete project activities.

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Staffing Management Plan Staff acquisition

Resource calendars

Staff release plan

Training needs

Recognition andrewards

Compliance

Safety

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Human Resources responsibility For Project Manager Determine what resources will be

needed .

Negotiate with resource managersfor the optimal available resources .

Create project team directory .

Create job description .

Assigning roles and responsibilitieson the project .

Team members training .

Create training plan .

Team member's performance .

Communicates with team members

and their bosses . Take care of team members needs .

Create recognition and rewardsystem .

Create human resource plan .

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9.2 Acquire Project Team9.2

1. Project management

plan

2. Enterprise



assets

Inputs1. Pre-assignment

2. Negotiation

3. Acquisition

4. Virtual teams

Tools & Techniques

1. Project staff

assignments

2. Resource calendars


plan updates

Outputs

Source: PMBOK Guide Fourth Edition, page 226

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.2

.3.

Inputs

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. ).4.

Tools & Techniques

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Outputs


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9.2 Acquire Project Team ( Execution )

9.2()

1. Projectmanagementplan

2. Enterpriseenvironmentalfactors


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Enterprise Environmental Factors Existing information for

human resourcesincluding who isavailable

Personneladministration policiessuch as those thataffect outsourcing

Organizational structure

Location or multiplelocations

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Pre-Assignment In some cases, project

team members areknown in advance

This situation can occur if:

The project is the result ofspecific people beingpromised as part of acompetitive proposal.

The project is dependenton the expertise of

particular persons. Some staff assignments are

defined within the projectcharter.

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Negotiation The project management

team may need tonegotiate with:

Functional managers to

ensure that the projectreceives appropriatelycompetent staff in therequired time frame.

Other project management

teams within theperforming organization toappropriately assign scarceor specialized resources.

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Vi l T


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Virtual Teams Creates new possibilities

when acquiring projectteam members.

Virtual teams can bedefined as groups of people

with a shared goal, whofulfill their roles with littleor no time spent meetingface to face.

The availability of electronic

communication, such as e-mail and videoconferencing, has madesuch teams feasible.

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9.2 Acquire Project Team9.2

1. Project staffassignments

2. Resourcecalendars

3. Project

managementplan updates

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P j t St ff A i t


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Project Staff Assignments The project is staffed

when appropriate peoplehave been assigned towork on it.

Documentation caninclude:

Project team directory

Memos to team members

Names inserted into otherparts of the projectmanagement plan, such asproject organization chartsand schedules.

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9 3 D l P j t T


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9.3 Develop Project Team

9-3

Develop Project

Team is the process

of improving the

competencies, teaminteraction, and the

overall team

environment toenhance project

performance.

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Objectives of Develop Project Team Improve knowledge and skills of

team members in order toincrease their ability to completeproject deliverables, whilelowering costs, reducingschedules and improving quality.

Improve feelings of trust and

agreement among teammembers in order to raisemorale, lower conflict, andincrease team work.

Create a dynamic and cohesiveteam culture to improve bothindividual and team productivity,

team spirit, and cooperation, andto allow cross-training andmentoring between teammembers to share knowledge andexpertise.

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9 3 D l P j t T


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9-3

1. Project staff

assignments


plan

3. Resource calendars

Inputs

1. Interpersonal skills

2. Training

3. Team-building

activities

4. Ground rules

5. Co-location

6. Recognition andrewards

Tools & Techniques

1. Team performance

assessments

2. Enterprise


updates

Outputs

Source:PMBOK Guide

Fourth Edition, page 230

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..2..3

(. )

Inputs

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.6.

Tools & Techniques

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Outputs

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9.3 Develop Project Team ( Execution )

9-3()


2. Projectmanagementplan

3. Resourcecalendars

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9-3


2. Training

3. Team-building

activities

4. Ground rules

5. Co-location

6. Recognition andrewards

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Interpersonal Skills


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Interpersonal Skills()

Interpersonal skills,sometimes known as softskills, are particularlyimportant to teamdevelopment.

The following aspects arepart of the soft skills theproject manager shouldpractice: Understanding the

sentiments of project teammembers

Anticipating their actions

Acknowledging their concerns

Following up on their issues

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Training


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Training Training includes allactivities designed to

enhance thecompetencies of theproject team members.

Training can be formal or

informal. Examples of trainingmethods include: Classroom Online Computer-based

On-the-job training fromanother project teammember

Mentoring Coaching.

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Team Building Activities


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Team-Building Activities Team building activities

include management andindividual actions takenspecifically and primarily toimprove team performance.

Enhancing team performance

can result from variousactivities. A few examples are: Involving team members in the

planning process. Establishing rules for dealing

with conflict. Improving the climate for team

discussions. Improving stakeholderinteraction by holding an off-site, professionally facilitatedevent.

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Team Formation Stage


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Team Formation Stage Forming:

Initial judgments aboutteammates are made

Storming: Control issues emerge

Norming: Productive works begins

Performing: Optimum productivity

reached Adjourning:

Project is done, teammoves out of the project

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Ground Rules


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Ground Rules

Ground rules establish clearexpectations regarding

acceptable behavior by project

team members.

Early commitment to clear

guidelines decreasesmisunderstandings and increases

productivity.

The process of discussing ground

rules allows team members to

discover values that areimportant to one another.

All project team members share

responsibility for enforcing the

rules once they are established.

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Ground Rules


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Ground Rules

The team will be honest in allcommunications .

Resolve the conflicts by the members create

it .

No interruptions during the meetings .

Inform project manager that some members

have problems with his activities . Acceptable ways to interrupt someone in a

meeting .

Take phone call, E Mail , or read text during

the meetings .

Who allowable to talk with the vice president

.

Who allowable to give instructions to the

contractors .

How are changes to team member s

calendars coordinated and approved , both

in normal and emergency situations .

When and how is status provided to the

project manager .

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Co Location


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Co-Location

() Co-location involves placing many

or all of the most active projectteam members in the samephysical location.

This is to enhance their ability toperform as a team.

Co-location can be temporary,such as at strategically importanttimes during the project, or forthe entire project.

Co-location strategy can include ameeting room, sometimes called

a war room, with electroniccommunication devices, places topost schedules, and otherconveniences that enhancecommunication and a sense ofcommunity.

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Recognition and Rewards


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Recognition and Rewards Part of the team development process

involves recognizing and rewardingdesirable behavior.

Only desirable behavior should berewarded.

Willingness to work overtime to meetan aggressive schedule objective should

be rewarded Needing to work overtime as the result

of poor planning should not berewarded.

Win-lose (zero sum) rewards that only alimited number of project teammembers can achieve , such as team

member of the month, can hurt teamcohesiveness.

Rewarding win-win behavior thateveryone can achieve, such as turningin progress reports on time, tends toincrease support among teammembers.

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9 3 De elop Proje t Team


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9-3

1. Teamperformance

assessments2. Enterprise

environmenta

l factorsupdates

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General Management Skills


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General Management Skills Leading

Communicating

Negotiating

Problem Solving

Influencing theOrganization

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5 Sources of Power (Authority and Control)


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5 Sources of Power - (Authority and Control)

() 5Derived from (High!) position inorganization

(Most Used)

FormalAuthority

( Legitimate

Power)

Predicated on fear, penalty, and

intimidation.

Coercive

Power

(Penalty

Power)

More positive Control raises,

promotions & rewards.Reward Power

Hold specialized knowledge / skills,

controls information

Good in high technology projects.

Expert Power

Less powerful persons identification

with a more powerful person out of

respect, past accomplishments,

status, personality (persons traits)

that others look up to Good in

informal organization.

Referent

Power

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Powers of the Project Manager (cont )


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Powers of the Project Manager (cont.)

The most effectivepowers in terms ofpositive impact to

project results are: Expert .

Reward .

The least effectiveis:

Coercive .

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Leadership


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Leadership

Influences behavior to achieve goals. Correct 85% of organizational

problems.

Supervises resource availability.

Develops strong organizationalsense.

Develops survival & growthstrategies.

Understands human behavior.

Sources of power (authority &Control ).

Leadership styles.

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85%.

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attributes of the Successful Leader


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attributes of the Successful Leader

Create and Nurture a Vision. Not Fear Failure.

Expect and Accept Criticism.

Take Risks.

Empower Others.

Be Decisive.

Be Persistent.

Be Happy

Smile / Laugh.

Leave Your Ego Behind.

Think Before Acting.

Do Not Criticize Hastily.

Meet Commitments.

Coach Your Team.

Be A Role Model.

Maintain a Winning Attitude.

Believe In Your Self.

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Leadership Styles


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Leadership Styles

Consultative : Bottom up approach uses

influence to achieve results .The manager obtains othersopinions and acts as theservant for the team.

Consultative - Autocratic: The manager solicits inputs

from team members. But retaindecision making authority forhimself .

Autocratic :

A top down approach wherethe has power to do what everhe wants . The manager maycoach or delegate , but he dowhat ever he wants .

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Leadership Styles


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Leadership Styles

Consensus : Problem solving in a group ,

and make decisions based ongroup agreement .

Delegating :

The manager establishesgoals and then gives theproject team sufficientauthority to complete theworks . The manager willinvolve the team in theplanning process or delegate

work and executing work themembers. delegating can behard for some people .project manager should helpthem to do the work .

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Leadership Styles


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Leadership Styles

Bureaucratic : Focus on following

procedures exactly . It may beappropriate for work detail iscritical or in specific safety orother regulations must be

strictly adhered to . Charismatic :

Charismatic managersenergize and encourage theirteam in performance projectwork . Project success

become depend on thepresence of charismaticleaders . The team relies onthe leader for motivation .

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Leadership Styles


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Leadership Styles

Democratic or participative : Encouraging team participation

in the decisions makingprocess . Team members own the decision made by group ,which results in improving

teamwork and cooperation . Laissez faire :

A French term . It is translatedas allow to act, allow to do or leave alone . A Laissez faire managers is not directly

involved in the work of theteam , but manages and consultas necessary . The style can beappropriate with a high skilledteams .

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Leadership Styles


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Leadership Styles

Analytical : Depends on the managers own technical

knowledge and ability. Analytical

managers often make the technical

decisions for the project, which they

communicate to their teams . Interview

style communications in which the

project manager asks questions to get the

facts, is common with this management

style .

Driver :

A driver manger is constantly giving

directions . His / her competitive attitude

drives the team to win .

Influencing :

This style emphasizes teamwork, team

building , and team decision making .

These managers work with their teams to

influence project implementation .

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Motivation Theories


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Motivation Theories

Maslows HierarchyNeeds .

Herzbergs Theory .

McGregors Theory Of Xand y .

Theory Z .

David McClelland's

Theory of Needs( Acquired NeedsTheory ) .

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.

XY.Z.

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Maslows Theory Hierarchy of Needs


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Maslow s Theory Hierarchy of Needs

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Need For Water, Air, Housing, Food,

and Clothing(Some Can Be Obtained By Salary)

Security, Job Security, Stability,

Freedom From Harm, Working Condition

Love, Approval, Friends, Association,

Company culture.

Accomplishment, Respect ,

Recognition, Attention ,

Appreciation

Self Fulfillment,

growth , Learning

Physiological

Biological

Safety

Social

(Belonging)

Ego Self Esteem

Self - Actualization

Motivational

Maintaining

A Person Will Not Ascend

To a higher Level Till He IsFulfill His Needs At His

Current Level

Maslows Theory Hierarchy of Needs


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Maslow s Theory Hierarchy of Needs

, , , ,

) (

, , ,

,

, , , ,

, ,

, ,

,

Safety

Social (Belonging)

()

Ego Self Esteem

Self - Actualization

Motivational

Maintaining

A Person Will Not Ascend To a higher Level

Till He Is Fulfill His Needs At His CurrentLevel

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McGregors Theory Of X and Y


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McGregor s Theory Of X and Y

X Y

All WorkersWould Fit

In One OfTwo

GroupsX An Y XY

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Behavior Theories - McGregors Theory Of X


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Behavior Theories McGregor s Theory Of X

:-

Assumes that people : Resist organizational needs.

Are lazy by nature.

Lack ambition.

Dislike responsibility & work

whenever possible.

Inherently self centered.

Not very bright.

Management Approach:

Must be controlling (Watchyour people all the time).

Motivate by punishment,persuasion, or reward.

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Behavior Theories - McGregors Theory Of X


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Behavior Theories McGregor s Theory Of X

:-

Assumes that people : Are receptive to organizational

needs.

Become lazy through negativeexperiences.

Are ambitions when motivated.

Inherent need for self motivation.

Inherent need for self control.

Management Approach: Manage by objective.

Provide guidance (people can workwithout supervision).

Create self - directed

environment(People can managethemselves).

Remove obstacles & encouragegrowth.

:.....

:.(

. ) ((. )

.

85


86/106

Herzbergs Theory


87/106

g y

Motivating Agents:Motivators are mostlyintrinsic to the job andencourage theengagement of

employees. Hygiene Factors

(Demotivators): Aremostly environmental,the absence of which can

demotivate; however,when present they do notnecessarily serve tomotivate.

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.

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),

,

.87

9.4 Manage Project Team


88/106

g j

9-4

Manage ProjectTeam is the processof tracking teammember

performance,providing feedback,resolving issues, andmanaging changes to

optimize projectperformance.

()

.

88



89/106

89

g j

9-4

1. Project staff

assignments


plan

3. Team performance

assessments

4. Performance reports5. Organizational process

assets

Inputs1. Observation and

conversation

2. Project performance

appraisals

3. Conflict management

4. Issue log


Tools & Techniques

1. Enterprise


updates


assets updates

3. Change requests

4. Project managementplan updates

Outputs

Source: PMBOK

Guide Fourth Edition, page 236

.1.

.2.

.3

.4.

.5.

Inputs

.1.

.2.

.3(. )

.4.

.5(. )

Tools & Techniques

.1

..2

.

.3.

.4.

Outputs



90/106

g j

9-4


2. Projectmanagement plan

3. Team performanceassessments

4. Performancereports


.1.

.2.

.3.

.4.

.5.

90

9.4 Manage Project Team ( Execution )


91/106

g j ( )

9-4()

1. Observation andconversation

2. Projectperformance

appraisals3. Conflict

management

4. Issue log


.1.

.2.

.3(. )

.4.

.5(. )

91

Observation and Conversation


92/106

Observation andconversation are used tostay in touch with thework and attitudes ofproject team members.

The project managementteam monitors indicatorssuch as progress towardproject deliverables,accomplishments that are

a source of pride for teammembers, andinterpersonal issues.

.

.

92

Project Performance Appraisals


93/106

j pp

Objectives for conductingperformance appraisalsduring the course of aproject can include: Re-clarification of roles and

responsibilities

Structured time to ensureteam members receivepositive feedback in whatmight otherwise be a hecticenvironment

Discovery of unknown orunresolved issues

Development of individualtraining plans Establishment of specific

goals for future time periods.

:

.

.

.

.

.

93

Conflict Management


94/106

g

()

Successful conflict managementresults in greater productivity andpositive working relationships.

Sources of conflict include scarceresources, scheduling priorities,and personal work styles.

Team ground rules, group norms,and solid project managementpractices, like communicationplanning and role definition,reduce the amount of conflict.

When managed properly,differences of opinion arehealthy, and can lead to increasedcreativity and better decision-making.

.

.

.

.

94

Conflict Management


95/106

g

()

When the differencesbecome a negative factor,project team members areinitially responsible forresolving their ownconflicts.

If conflict escalates, the

project manager shouldhelp facilitate a satisfactoryresolution.

Conflict should beaddressed early and usuallyin private, using a direct,collaborative approach.

If disruptive conflictcontinues, increasinglyformal procedures will needto be used, including thepossible use of disciplinaryactions.

.

.

.

.

95

Conflict Management


96/106

()

The term conflict oftencarries negativeconnotations.

Conflict is inevitable on

most projects due tomany factors:

Competing needs ofstakeholders

Competition for limited

resources Limited power of the

project manager

.

(

) ,:(

).

.

.

96

Conflict Management


97/106

()

Unnecessary conflictcan be avoided to some

extent through:

Communication tostakeholders of

project objectives,

status, and changes

Clearly andseparately assigned

tasks

:

.

.

97

Sources of Conflict


98/106

1. Schedule : Example : Timing, Sequencing, andScheduling of Project Related Tasks.

2. Project Priorities: Example : Sequence of

Activities & Tasks.

3. Resources:

Example : Staffing of Project Team.4. Technical Opinions:

Example : Technical Issues, Specs., &Trade Offs.

5. Admin. Procedures: Example : How Project Will Be

managed.

6. Cost: Example : Cost Estimates From

Support Areas Regarding WBS.

7. Personality: Example : Interpersonal Issues.

.1::,,

.

.2::.

.3::.

.4::,,

.

.:.

.1.

.

.2..

98

Most Serious

Less Serious

Conflict Resolution Approaches


99/106

Withdrawing/Avoiding. Retreating from an actual or

potential conflict situation.

Smoothing/Accommodating

Emphasizing areas of

agreement rather than areas

of difference.

Compromising.

Searching for solutions that

bring some degree of

satisfaction to all parties.

/.

.

/. .

.

.

99

Conflict Resolution Approaches


100/106

Forcing. Pushing ones viewpoint at

the expense of others; offersonly win-lose solutions.

Collaborating. incorporating multiple

viewpoints and insights fromdiffering perspectives; leadsto consensus andcommitment.

Confronting/Problem

solving. Treating conflict as a problemto be solved by examiningalternatives; requires a give-and-take attitude and opendialogue.

.

-.

.

.

/.

.

100

Steps To Solve a Conflict


101/106

Define what is the real orroot cause of the problem, not what appears toyou.

Analyze the problem . Identify solutions .

Pick a solution .

Implement a solution .

Review the solution , andconfirm that it is solvedthe problem .

,

.

. .

.

.

,.

101

Issue log


102/106

() A written log should documentpersons responsible for

resolving specific issues by atarget date.

The log helps the project teammonitor issues until closure.

Issue resolution addressesobstacles that can block theteam from achieving its goals.

These obstacles can includefactors such as differences ofopinion, situations to beinvestigated, and emerging or

unanticipated responsibilitiesthat need to be assigned tosomeone on the project team.

.

.

.

,

,.

102



103/106

9-4

1. Enterpriseenvironmentalfactors updates

2. Organizational

process assetsupdates

3. Change requests

4. Project

management planupdates

.1.

.2.

.3.

.4.

103

Recognition And Reward System


104/106

Say Thank you moreoften .

Team member of the month (Prize ) .

Prizing performance .

Raising team member, choicework assignment.

Inform team members managersabout their performance .

Plan milestones parties .

Trains team members .

Assigning the people to activitiesthat they like to work with .

Removing team member fromthe project as recognize , if hewants .

.

.

.

,.

.

().

.

.

,.

104

Strategies For Overcoming Resistance To Change


105/106

Education: This helps to provide information thatmay be lacking to clear up inaccurateperceptions of changes.

Communication: The person(s) adjusting to the change

needs support and encouragement.Active listening and empathy will offer

the needed support for those havingdifficulties accepting change.

Participation: The change process goes much more

smoothly when the persons involvedare included in making the decisionregarding the change.

Problem Solving: Trough problem solving the persons

involved may negotiate to accept andapprove a desired change. There arefundamentally two ways of handlingconflict. We can avoid it , or we can dosomething about it.

:

.

(: )

..

:

.

:

..

,.105


106/106

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9- Project Human Resources Management

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