Human resources

Project Management Professional

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Telecom Egypt PMO 2012 Eng. Elham Fawzi, Eng. Mohamad Abdelaal, Shahenda

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Chapter 9: Human Resources Management

How you will use people, identify the people you

will need, define evryone’s roles, create rewards

systems, improve team members’ performance

individually and as a team, and track

performance.

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Project Human Resources management

9-1 Plan human

Resource Management

9-2 Acquire project team

9-3 Develop project team

9-4 Manage project team

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Process of identifying and documenting project roles,

responsibilities, and required skills, reporting

relationships, and creating a staffing management plan.

9-1 Plan human Resource Management

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9-1-2 Develop human Resource plan tools & techniques• Organization charts & position descriptions

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To record and communicate roles and responsibilities:

1- Responsibility Assignment Matrix.(Activity, Primary or

secondary team member)

2- RACI chart (Responsible, Accountable, Consult, Inform)

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R = Responsible, A = Accountable, C = Consult, I = Inform

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Networking: Formal & informal interaction with others in the organization.

Organizational theory

Provides information regarding the way in which people, teams,

and organizational units behave and effective use of this

information.

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Chapter 9: Human Resources Management9-1-3 Develop human Resource plan outputs:

Human resource plan: Will include Roles & responsibilities: role, responsibility, competency.

Project organization charts: Graphic display of project team members & their reporting relationships.

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Staff acquisition

Resource calendars

Staff release plan

Safety

Staffing management planTraining needs

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Recognition & rewards (for motivation):

Say thank you

Award for performance

Recommend team members for raises

Send notes to team members’ manager about great performance

Plan milestone parties or other celebration

Acquire training for team members

Assign people to activities they like, or remove them from disliked

activities as a reward

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Getting the needed human resources assigned to and working on the project.

9-2 Acquire project team

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9-2-2 Acquire project team tools & techniquesPre-assignment:

Team members are selected in advance they are considered

pre-assigned.

Negotiation: To ensure that required staff are available in the required time

frame.

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Acquisition

Virual Team

Team that do not meet face to face

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Halo effect:

Tendency to rate team members high or low on all factors

due to impression of a high or low rating on some specific

factors.

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9-2-3 Acquire project team outputs

Project staff assignment

Resource calendars

Project management plan updates

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Process of improving the competencies, and overall team environment to enhance project performance. Decrease turnover, improve teamwork.

9-3 Develop project team

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Chapter 9: Human Resources Management9-3-2 Develop project team tools & techniques

• Interpersonal skills: known as soft skills

• Training

• Ground rules

• Co-location (war-room)

• Recognition & rewards for good performance

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Chapter 9: Human Resources ManagementTeam building activities:

Taking classes together

Milestone parties

Holiday and birthday celebrations, Outside-of-work trips

Creating WBS

Planning the project by getting everyone involved in some way

Team building stages (forming, storming, norming,

performing, adjourning)

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Team performance assessment (team effectivness):

Evaluate and enhance the effectiveness of the team as a

whole, may include an analysis of how much team

members’ skills have improved,

how well the team is performing, interacting, and dealing

with conflict, and the turnover rate.

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Process of tracking team member performance, providing

feedback, resolving issues, and managing changes to

optimize project performance (dat-to-day management).

9-4 Manage project team

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Chapter 9: Human Resources Management9-4-2 Manage project team tools & techniques

Project performance appraisals (Individuals)Conflict management

Withdrawing / Avoiding

Smoothing / Accommodating

Compromising

Forcing

Collaboration

Confronting / Problem solving

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Chapter 9: Human Resources ManagementObservation and conversation

Interpersonal skillsEncourge good communication

Using negotiation skills

Using leadership skills

Using an issue log

Keeping in touch

Motivate

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Powers of the project manager

Formal (Legitimate)

Reward +

Penalty

Expert +

Referent (Charisma)

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Abraham Maslow Theory

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Motivators factors:

1-Short term factors ( hygiene factors)

2-long term factors ( motivator factors)

Frederic Herzberg theory

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Hygiene factors can produce more productivity but it is usually short term until the hygiene factors are improved again.

Frederic Herzberg theory

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• Physical condition

• Security

• Economic

• Social group

Frederic Herzberg theory - Hygiene factors

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Physical Condition

Office Décor

Noise Level

Work Space

Furniture

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Security

Organization stability

Non threatening policies and procedures

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Economic

Reward

money

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SocialSocial groups

Coffee breaks

friendliness

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Motivator factors (long term factors)

1- Achievement

2-Recognition

3-Participation

4- Growth

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Achieving

Solving work problems

Create tangible product

Having meaningful responsibilities

Completing difficult task

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Recognition

Respect from peer

Acknowledge from organization

Receiving feedback on your performance

Receiving deserved public recognition

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Participation

Being part of organization decision making process.

Planning and scheduling your own work.

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Growth

Increase your skills

Applying new learning to job tasks

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McClelland theory:

Concern a bout the differences between individuals

Suggest that people fit into three personality types

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McClelland theory

1-Achievement motivated person

2-Affiliated motivated person

3-Power motivated person

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Thnak you

Date post:	23-Jan-2017
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Human resources

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