4-1
Chapter 4
Copyright 2012
John Wiley & Sons, Inc.

Announcements
• ISA Career Day Prep – Tuesday, 5:30 – 6:30
• CIS (2 nd Floor) Student Lounge, CI2008
• Career Day – Wednesday, 3:30 – 7:30
• Keynote Speaker, 3:30
• “Day in the Life” Sessions, 4:15 – 6:00
• Interview/Information Tables, 6:00 – 7:15
4-2

PMBOK ® Area – Project Human Resources Management
Develop Human Resource Plan
 Creating a staff management plan that identifies and documents the reporting relationships as well as each team member’s role, responsibility, and required skills
Acquire Project Team
 Confirms that specific human resources will be available to work on the project
Develop Project Team
 The processes to improve the competencies of the project team, their interactions, and the overall team environment
Manage the Project Team
 The tracking of the project team’s performance, providing feedback, resolving interpersonal issues, and managing organizational change
4-3

The Importance of Human Resource Management
Many corporate executives have said, “People are our most important asset”
People determine the success and failure of organizations and projects
4

Planning Process Group:
Developing the Human Resource Plan
Used to determine the roles that will perform schedule activities and to develop the staff management plan to fill the roles with team members
Contents include:
5

The Formal Organization
Formal groupings & specializations
Published Lines of
 Authority
 Responsibilities
 Reporting Relationships
 Communication
 Decision-Making
4-6

Organization and Project Planning:
Organizational Structure
Figure 4.1
4-7

Figure 4.2
4-8

Sons, Inc.

Figure 4.4
4-10

4-11

4-12

4-13

Importance of Project Stakeholder Management
14

Change and Organizational Impact
15

PMBOK Area: Project Stakeholder Management Processes
Identifying stakeholders
Planning stakeholder management
Managing stakeholder engagement
Controlling stakeholder engagement
16

Identifying Stakeholders
17

Stakeholder Register
18

Classifying Stakeholders
Engagement Levels:
19

Stakeholder Analysis Process
4-20

4-21

Stakeholder Analysis
4-22

Stakeholder
Hirem N. Firem
Dee Manitger
Project Team
I. Will Sellit
Interest
+1
+1
+1
-1
Influence
5
3
2
4
Potential
Conflicts
Competition for resources with other functional managers
Role
Project Sponsor and Champion
Objective Strategy
Provide resources, approvals, and public support for the project
To maintain open communication so that political landmines can be avoided
Resources not made available as promised by functional managers
Project Manager
This project will change a number business processes.
Affected users may resist change by withholding information
As the marketing manager,
Sellit is not pleased that this project was chosen over his proposed project. May withhold promised resources
Steve Turner –
Network
Administrator
Shedelle Bivits –
Systems Analyst
Corean Jenkins –
Programmer/DBA
Myra Dickens –
Inventory Analyst
Foe
Lead and manage the project so that it achieves its
MOV
Provide expertise to complete the project work
Work closely with project stakeholders and project team
Support project team with adequate resources while minimizing distractions
Build and maintain best possible relationship to minimize attempts to divert resources
4-23
Maintain open communication.
Use project sponsor’s influence as necessary

Information Technology Project
Management, Seventh Edition
24

Planning Stakeholder Management
After identifying and analyzing stakeholders, project teams should develop a plan for management them
25

Managing Stakeholder Engagement
Expectations
Management
Matrix

Issue Logs
27

Best Practice
Project managers are often faced with challenges, especially in managing stakeholders
Suggestions for handling these situations include the following:
28

Controlling Stakeholder Engagement
29

Ways to Control Engagement
Participation in kick-off meetings
Engagement activities and deliverables throughout the project
Stakeholders As Key Project Team Members
30