MGT 30725 PROJECT
MANAGEMENT
LESSON 9:
PROJECT HUMAN
RESOURCE
MANAGEMENT
Conducted By:
Dr. Madhu Fernando,
PMP, DBA, MEng.
1
HUMAN RESOURCE MANAGEMENT
Human Resource Management in Project involved planning for human resources in
project, acquiring project team, develop and manage them.
First process here, Develop Human Resource Plan, describes the human resource
planning process. It describes how people should be allocated the project
and release them.
This process also involve preparing resource calendar, and maintaining resource
pool. Most of these activities can be done through the PMO.
WHAT GOES IN THE HUMAN RESOURCE PLAN
Roles and Responsibilities : describing, Role, Responsibility, Authority and expected
Competency
Project Organisational charts and reporting relationships
Staffing Management Plan : this is a part of the HRM Plan. It usually includes the
following details:
1.
2.
3.
4.
5.
6.
7.
Staff acquisition: instruction on how to acquire project team members, cost distributions among
projects and cost centers, where they will be located, etc.
Resource Calendars
Staff release plans
Training needs
Recognition and rewards
Compliance
Safety policies and procedures
HUMAN RESOURCE MANAGEMENT – EXECUTION PROCESSES
Project Human Resource Management involve getting the most use of the
people in the project.
Following three execution processes are followed to achieve this.
•
Acquire project team
•
Develop project team
•
Manage project team
ACQUIRE PROJECT TEAM –
PROCESS SUMMARY
Tools and Techniques:
Pre-assignment
Negotiation
Acquisition
Virtual teams
DEVELOP PROJECT TEAM –
PROCESS SUMMARY
Tools and Techniques:
Interpersonal skills
Training
Team-building
activities
Ground rules
Co-location
Recognition and
rewards
MANAGE PROJECT TEAM –
PROCESS SUMMARY
Tools and Techniques:
Observation and conversation
Project performance appraisals
Conflict management
Issue log
Interpersonal skills
FOUR STAGES OF TEAM DEVELOPMENT
Forming - at the beginning of the project where team meets and learn
about the project and each other. Work independently, not as a team
Storming – while they work on the project, they will have different
ideas, ways of working, creating a destructive environment
Norming – Project team begin to work together and adjust work habits
and behaviors that support the team. This is where the team begins to
trust each other
Performing – Team work together as a well-organized unit and work
through issues effectively. Moving from independence to interdependence.
Adjourning – Team completes the work and moves on from the
project.
MOTIVATING THE TEAM - THEORIES
Part of the project manager’s role is knowing how to motivate the
project team.
Some of the motivational theories:
Theory X (punishment) and Y (trust)
Achievement Theory – needs for achievement motivate people
Maslow’s hierarchy of needs
MASLOW’S HIERARCHY OF
NEEDS
Self
Actualization
Doing what one can do best, full realiz
potential, self development, creativity
Self-esteem, reputation, respect from
Esteem recognition and self confidence
Love, belonging, togetherness, appr
Social
group membership
Economic security, protection fro
Safety
harm, disease and violence
Food, water, clothing,
Physiological
shelter, etc.
CONFLICT MANAGEMENT STRATEGIES
Withdrawal: retreating or withdrawing from a potential disagreement. It’s a
win-lose situation.
Smoothing: de-emphasizing or avoiding areas of differences and emphasizing
areas of agreement. Neither party wins and the problem will not be solved.
Compromising: bargaining and searching for solutions that bring some degree
of satisfaction to the parties in a dispute. Characterized by a “give and take”
attitude.
Forcing: exerting one’s viewpoint at the potential expense of another. Often
characterized by competitiveness and a win-lose situation.
Collaborating / problem solving: Incorporating multiple view points and
insights from differing perspectives; leads to consensus and commitment.