Human Resources
Management
Sections of this presentation were adapted
from A Guide to the Project Management
Body of Knowledge 4th Edition, Project
Management Institute Inc., © 2009
Human Resources Management
“The processes that organize and manage
the project team”
Why Do We Manage Human
Resources?
Clearly defined roles and responsibilities
are essential for the successful project
Roles and responsibilities are assigned to
one of six groups
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Project Sponsor
Senior Management
Project Team
Stakeholders
Functional Manager
Project Manager
Common Responsibilities
Project Sponsor
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Accept the product
Provide key dates
Risk threshold
Senior Management
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Provide planning time
Prioritize projects
Prioritize triple constraint
Issue project charter
Protect the project
Project Team
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Perform work tasks
Manage stakeholders
Define quality
Review project
performance & correct
Common Responsibilities
Stakeholders
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Approve project
changes
Verify Scope
Become risk owners
Functional Manager
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Assigns individuals to
team
Assist with team member
performance issues
Notify PM of other project
resources demands
Project Manager
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Integrate project components
In charge of project (not necessarily resources)
Accountable for project failure
Measure performance and act
Does NOT sign the project charter
How Do We Manage Human
Resources?
Four processes
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Develop Human Resources Plan
Acquire Project Team
Develop Project Team
Manage Project Team
Develop Human
Resources Plan
Acquire Project
Team
Develop Project
Team
Manage Project
Team
Develop Human Resources
Plan
Enterprise
Environmental
Factors
Organizational
Process Assets
Project
Management
Plan
Develop Human
Resources Plan
Inputs
Tools & Techniques
 Organizational charts and
position descriptions
 Networking
 Organizational theory
Outputs
Roles and
Responsibilities
Project
Organizational
Charts
Staffing
Management Plan
Acquire Project
Team
Develop Project
Team
Manage Project
Team
Organizational Charts
Hierarchical Charts
Matrix Based

Anna
Project Manager
Ed
Instrument Lead
Ted
Painter
Fred
Document Control
Responsibility Assignment Matrix (RAM)
RACI - Responsible, Accountable, Consult, Inform
Activity
Define
Design
Develop
Test
Ann
A
I
I
A
Person
Ben
Carlos
R
I
A
R
A
R
I
I
Dina
I
C
C
R
R = Responsible A= Accountable C= Consult I = Inform
Acquire Project Team
Enterprise
Environmental
Factors
Organizational
Process Assets
Roles and
Responsibilities
Inputs
Tools & Techniques
 Pre-assessment
 Negotiation
Outputs
Project Staff
Assignments
Resource Availability
 Acquisition
 Virtual teams
Staffing
Management Plan
Updates
Project Org
Charts
Staffing
Management
Plan
Develop Human
Resources Plan
Acquire Project
Team
Develop Project
Team
Manage Project
Team
Develop Project Team
Project Staff
Assignments
Staffing
Management Plan
Resource
Availability
Inputs
Tools & Techniques
 General management skills
Outputs
 Training
 Teambuilding activities
 Ground rules
Team
performance
assessment
 Co-location
 Recognition and rewards
Develop Human
Resources Plan
Acquire Project
Team
Develop Project
Team
Manage Project
Team
Manage Project Team
Organizational Process
Assets
Tools & Techniques
Project Staff
Assignments
 Observation and
conversation
Roles and
Responsibilities
 Project performance
appraisals
Project Org Charts
Staffing
Management Plan
Team Performance
Assessment
Work Performance
Information
Performance
Reports
Develop Human
Resources Plan
Inputs
 Conflict management
 Issue log
Outputs
Requested
Changes
Recommended
Corrective Actions
Recommended
Preventive Actions
Organizational
Process Assets
Updates
Project
Management
Plan Updates
Acquire Project
Team
Develop Project
Team
Manage Project
Team
Power and Leadership
Powers of PM
(Order of Effectiveness)
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Expert
Reward
Referent
Formal (legitimate)
Penalty (coercive)
Leadership Styles
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Directing
Facilitating
Coaching
Supporting
Autocratic
Consultative
Consensus
Motivation Theories
McGregor’s Theory of X and Y
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X People need to be watched every minute. They are
incapable, avoid responsibility, and avoid work
wherever possible
Y People are willing to work without supervision and
want to achieve. They can drive their own efforts
X X
Y
Motivation Theories
Maslow’s Hierarchy of Needs
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People work for self actualization – to contribute and
use their skills
Self
Actualization
Esteem
Social
Safety
Physiological
Motivation Theories
Hertzberg's Theory
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Hygiene Factors – Poor Hygiene Factors destroy
motivation
Working Conditions
Salary
Personal Life
Relationships at Work
Security
Status
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Motivating Agents – Motivates people to work harder
Responsibility
Self Actualization
Professional Growth
Recognition
Key Terms
War Room – Project team located in single room
to create project identity
Expectancy Theory – Employees who believe
that their efforts will lead to effective
performance and who expect to be rewarded for
their accomplishments remain productive as
rewards meet expectations
Perquisites – perks
Fringe Benefits – Standard benefits given to all
employees
Conflict Management
Five Conflict Resolution Modes
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Withdraw
Smoothing
Compromising
Forcing
Problem Solving
Temporary Only –
No Resolution
Provide Resolution