Human Resource Management
PMP Certification Exam Preparation
Project Human Resource Management - process required to make the most effective use of the people
involved with the project. Inclui um conjunto de processos exigidos para fazer uso mais efetivo das pessoas envolvidas com o
projeto
Process
9.1
Organizational Planning
Planejamento Organizacional
Planejamento
9.2
Execução
9.3
Staff Acquisition
Recrutamento de pessoal
Team Development
Desenvolvimento de Equipe
The process of identifying, documenting, and
assigning project roles, responsibilities, and reporting
relationships
Identificar, documentar e atribuir os papéis, as
responsabilidades e relações hierárquicas no projeto.
The process of getting the required human resources
assigned and working on the project.
Obter os recursos humanos necessários afim de
designá-los para trabalhar no projeto.
The process of developing individual and group skills
to enhance project performance
Desenvolver habilidades individuais e do grupo para
melhorar o desempenho do projeto.
Types of Power (Poder)
Formal (Legitimate) 
Derived from formal position
Formal
Derivado do cargo que ocupa na empresa
 baseado na posição do líder na estrutura hierárquica da empresa
Penalty (Coercive)

Penalidade
Predicated on fear
Reward 

Involves positive reinforcement and ability to award something of value
Recompensa
Sendo capaz de punir ou penalizar os membros do time
 baseado no medo, na capacidade que o líder tem de punir o liderado. É fundamental a posição do
líder
Project often needs their own rewards system to affect employee performance. Used correctly, bring
the team’s goals and objectives in line with each other and with the project.
Recompensando o Trabalho
 baseado na capacidade que o líder tem de oferecer recompensa financeira, psicológica, política
ou social. É fundamental a posição do líder
Expert 

Especialista
Held in esteem because of special knowledge or skill (requires time)
Referent

Ability to influence others through charisma, personality, etc.
Referência
 baseado na posse ou acesso do líder a informações consideradas importantes pelos liderados e
nas relações do líder com pessoas importantes ou influentes
Sendo um especialista
 baseado na experiência, habilidade e conhecimento que o líder possui
Referindo-se a autoridade de alguém numa alta posição
The best forms of power are generally Reward and Expert
Versão 1.0 - 08/03/2016 20:34:00
By Paulo Sofia
Página 1 de 9
Human Resource Management
PMP Certification Exam Preparation
Conflict Management
Problem Solving (Confrontation)
address conflict directly in problem solving mode . [win/win]
Solução de Problemas (Negociação)
Resolvendo o verdadeiro problema
Compromising
bargaining and searching for solutions; neither party wins but each gain some
satisfaction this is very rarely a good way to resolve technical issues. [lose/lose]
Colaboração
Achando soluções que tragam algum grau de satisfação para ambas as partes
Smoothing
de-emphasize differences and emphasize commonalities; friendly but avoids
solving root causes; delaying
Panos Quentes
(eg. Manager says an issue is valid but doesn’t think it will be a big problem
later)
Enfatizando mais nos que concordam do que nas diferenças de opinião
Withdrawal (Ignoring) 
retreating from actual or potential disagreement; delaying (e.g. “Just document
the problem”)
Retirada Estratégica
Retirando-se ou adiando a decisão do problema
Forcing 
exerting one’s viewpoint; a last resort (e.g. “Call the customer and demand that
you receive the approval today.” [win/lose]
Força
Sources of Conflict
Priorities
Admin Procedures
Schedules
Technical Issues
Personnel Resources (Manpower)
Personality Conflict
Forçando um ponto de vista à custa do outro
INITIATION
PLANNING
1
2
3
1
3
2
3 steps of problem solving:
1.
Analyze the situation / Document the situation
2.
Develop alternatives with the team
3.
Go to management
Versão 1.0 - 08/03/2016 20:34:00
By Paulo Sofia
EXECUTION &
CONTROL
1
2
3
CLOSE-OUT
1
3
2
Fontes de Conflito:
1.
Cronogramas
2.
3.
4.
5.
6.
7.
Prioridades do Projeto
Recursos necessários
Problemas técnicos
Procedimentos Administrativos
Personalidades diferentes
Custos
The MOST common source of conflict on projects is:
 Schedules
Página 2 de 9
Human Resource Management
PMP Certification Exam Preparation
Motivational Theory:
1.
Maslow’s Hierarchy of Needs Theory
(Physiological, Safety, Social/Belonging,
Esteem, Self-Actualization)
2.
Hertzberg’s Motivator/Hygiene Theories
(Motivator: Self-Actualization, Esteem ; Hygiene:
Social, Safety, Physiological)
 FATORES HIGIÊNICOS: salário, status
 FATORES MOTIVADORES: O próprio trabalho,
reconhecimento, aprendizagem
Maslow and Herzberg Compared
3.
McGregor’s Theory X and Theory Y (X:
Assumes people lack ambition, dislike
responsibility, are inherently self-centered and
are not very bright; motivate by reward and
punishment. Y: Assumes people become lazy
w/o recognition, will accept responsibility, can
become self-motivated and exercise selfcontrol; motivate by removing obstacles and
providing self-directed environment.)
Versão 1.0 - 08/03/2016 20:34:00
By Paulo Sofia
TEORIA DE MCGREGOR:
TEORIA X: As pessoas são Preguiçosas e irresponsáveis
TEORIA Y: As pessoas querem Trabalhar bem e estão
preocupadas com crescimento e Aprendizado
X X
Página 3 de 9
Human Resource Management
PMP Certification Exam Preparation
Functional Organization Groups
people by specialization. Project
manager has no formal authority of
resources and must rely on informal
power structure and his own
interpersonal skills to obtain resource
commitments from functional
managers.Functional
Figure 2-7: Functional Organization
Projectized
A separate, vertical structure is
established for each project. All the
project team members report directly
and solely to the project manager.
Figure 2-8: Projectized Organization
Matrix (Two bosses)
Strong Matrix (Forte)
Figure 2-11: Strong Matrix Organization
Weak Matrix (Fraca)
Figure 2-9: Weak Matrix Organization
Balanced Matrix
(Balanceada)
Figure 2-10: Balanced Matrix Organization
Versão 1.0 - 08/03/2016 20:34:00
By Paulo Sofia
Página 4 de 9
Human Resource Management
PMP Certification Exam Preparation
Project Expeditor
Retains functional but adds a Project Expeditor who serves as a
communications link and coordinator for the project across functional units
Project Coordinator
Similar to Project Expeditor except the Coordinator reports to a higher level
manager and has some authority to assign work
Figura 2-6. Influências da Estrutura Organizacional da Empresa nos Projetos
Tipo
C a ra
O rg s d e
c
aniz
t
e
do P
rí
açã
roje sticas
o
to
Matricial
Funcional
Percentual de Pessoal
da Empresa Executante
alocado em tempo integral
ao Projeto
Matriz Balanceada
Matriz Forte
Pouca /
Nenhuma
Limitada
Baixa a
Moderada
Moderada
a Alta
Alta a
Praticamente
Total
Virtualmente
Nenhum
0 - 25 %
15 - 60 %
50 - 95 %
85 - 100 %
Autoridade do
Gerente do Projeto
Papel de Gerente
do Projeto
Por Projetos
Matriz Fraca
Tempo Parcial
Tempo Parcial
Tempo Integral
Cargos usuais para
o Gerente do Projeto
Coordenador
Coordenador
de Projetos/
de Projetos/
Líder de
Líder de Projetos
Projetos
Gerente de
Projetos/
Project Officer
Apoio Administrativo
ao Gerente do Projeto
Tempo Parcial
Tempo Parcial
Tempo Parcial
Tempo Integral
Tempo Integral
Gerente de
Gerente de
Projetos/Gerente Projetos/Gerente
de Programas
de Programas
Tempo Integral
Tempo Integral
**Memorize PMBOK “Organizational Structure Influence on Projects”
Team building is most difficult in a matrix organization. Its main purpose is to improve team performance.
Team development is based on the individual development of each member.
Leadership Styles
Autocratic
PM makes decision without soliciting information from team
Consultive
Intensive information solicited; PM makes decision
Consensus
Team makes decision; open discussion and information gathering by team
Shareholder
Little or no information exchange; team has ultimate authority for final decision
Roles of the Project Manager
Functions of the Project Manager
Integrator
Planning
Communicator
Organizing
Team Leader
Leading
Decision Maker
Controlling
Climate Creator/Builder
Versão 1.0 - 08/03/2016 20:34:00
By Paulo Sofia
Página 5 de 9
Human Resource Management
PMP Certification Exam Preparation
Responsibility Assignment Matrix (RAM) – Show
who does what (x=person, y=phase). The most
important feature of the RAM is the participatory
development process involving all stakeholders. Show
who is participant, who is accountable, who handles
reviews, who provides input and who must sign off on
specific work packages or project phases.
Uma estrutura que relaciona a estrutura
organizacional do projeto à estrutura analítica do
projeto (WBS), ajudando a assegurar que cada
elemento do escopo de trabalho do projeto é
designado a um indivíduo responsável pela execução.
Linear Responsibility Chart (LRC) – identifying
responsibility, assignments by work packages and
action required. Also referred to as RAM.
Resource leveling  is a technique for resolving
resource conflicts by delaying tasks.
The main purpose of resource leveling is to create a
smoother distribution of resource usage and reduce
over-allocation
Organizational Breakdown Structure (OBS) - A depiction of the project organization arranged so as to relate
work packages to organization units.
Uma representação da organização do projeto organizada de tal forma que relaciona os pacotes de trabalho às
unidades organizacionais
Resources Histogram – often part of Staffing
Management Plan; shows resource usage (eg staff
hours) per time period (eg wk, mth) of a specific job
function.
Versão 1.0 - 08/03/2016 20:34:00
By Paulo Sofia
Página 6 de 9
Human Resource Management
PMP Certification Exam Preparation
Rewards and Recognition Systems -- to be effective, must make the link between performance and reward clear, explicit
and achievable.
Sistemas de reconhecimento e recompensa
ações gerenciais formais que promovem ou reforçam o comportamento desejado
 a relação entre desempenho e reconhecimento/ recompensa deve ser clara, explícita e atingível
 devem haver sistemas próprios para projetos específicos
 os sistemas devem prever diferenças culturais
HALO EFFECT É uma tendência de achar que um indivíduo é bom ou ruim em tudo só porque ele é bom ou ruim em uma
coisa.
ARBITRATION  Técnica para resolver Conflitos  chamar uma terceira parte NEUTRA para decidir.
TIGHT MATRIX  Colocar todas as pessoas do projeto em um mesmo espaço (aumenta a sinergia). Nada a ver com WAR
ROOM.
FRINGE BENEFITS Benefícios que a empresa dá. Exemplo de vale refeição, divisão de lucros, etc.
PERQUISITES (Perks)  the giving of special rewards to some employees such as assigned parking spaces, corner offices, and
executive dining.
Documentation

Staffing Management Plan – describes when resources will be brought into and taken off the project.

Employee Record Update – as part of closure, the project manager should update employee’s record with the new skills
acquired.
A project team member has completed his work on the project. Which of the following MUST the project manager do then?

Resource calendar – identifies period when work is allowed.
What leadership style should you employ during the first two weeks of project planning?
 Directing
Co-location can help with:
 Building the team.
Equipe no mesmo local físico (co-location)  ter todos, ou quase todos, os membros mais ativos do projeto em um mesmo local
para aumentar suas possibilidades de atuar como equipe
In which phase of the project management life-cycle is the project manager likely to be more coaching?
 Execution
Team development involves enhancing the abilities of the stakeholders, not just the team.
A resource Gantt chart includes which two data points?  Resource and calendar date
A staffing management plan  ??????????  When and how resources will be added to the team.
A staffing management plan is a plan for how you will manage resources.
Versão 1.0 - 08/03/2016 20:34:00
By Paulo Sofia
Página 7 de 9
Human Resource Management
PMP Certification Exam Preparation
HR Questions
Which are the five methods of managing conflict is
recommended? Why?
Problem Solving/confrontation because both parties can be fully
satisfied if the work together to find a solution that satisfies both
their needs.
What are the three types of project interfaces that
serve as inputs to the organizational planning process.
When can they occur?
(1) Organizational interfaces
(2) Technical interfaces
(3) Interpersonal interfaces
They can occur simultaneously.
What is McGregor’s Theory X? What is management’s
role in this approach?
Traditional approach: workers are self-centered, lazy, lacking
ambition. Managers organize the elements of the productive
enterprise in the interest of economic ends.
What is McGregor’s theory Y? What is management’s
role in this approach?
Workers are not by nature resistant to organizational needs; they
are willing and eager to accept responsibilities and are concerned
with self-growth and fulfillment. Managers should try to create
an environment where workers can achieve their own goals.
What is an organizational breakdown structure (OBS)?
A specific type of organizational chart that shows which units are
responsible for which work items
What is the purpose of a resource Gantt chart?
It identifies when a particular resource is or will be working on a
particular task
Does the matrix form of project organization facilitate
or complicate project team development?
It complicates team development because team members are
accountable to both a functional manager and a project
manager.
Name three major forms of project organizational
structure.
Functional, Matrix, and Projectized
What is the expectancy theory?
It holds that people tend to be highly productive and motivated if
they believe their efforts will lead to successful results and they
will be rewarded for their success.
What is problem solving/confrontation?
Addressing conflict directly by getting the parties to work
together to define the problem, collect information, develop and
analyze alternatives, and select the most appropriate alternative.
Give three examples of hygiene factors in Herzberg’s
theory of motivation. How do they affect motivation.
Pay, attitude of supervisor, and working conditions.
Poor hygiene may destroy motivation, but improving hygiene
factors in not likely to increase motivation. Motivators are an
opportunity to achieve and experience self-actualization.
Who is responsible for addressing individual
performance problems?
Senior and functional management
Describe the difference between a weak matrix and a
strong matrix.
Weak matrices are similar to functional organizations. Strong
matrices are similar to projectized organizations (with balance of
power tipped toward the project manager)
What is a projectized organization?
One in which a separate, functional organization is established
for each project. Personnel are assigned on a full-time basis.
Project manager’s concern is that the team may not be focused
on completing the project (team looks for new mandate or tries
to extend the length of the project). According to PMI, the
biggest problem in Administrative Closure is retaining team
members until closure of the project.
Versão 1.0 - 08/03/2016 20:34:00
By Paulo Sofia
Página 8 de 9
Human Resource Management
Versão 1.0 - 08/03/2016 20:34:00
By Paulo Sofia
PMP Certification Exam Preparation
Página 9 de 9