Project Human Resource Management
Supervision
Dr. Naill Momani
Brepared By
Ayman Aljenedi
Mohammed Algwazi
Reda Al Sulaimani, KAU, EMBA, PMP
Course
Introduction:
Project Human Resource Management Includes the process that
organize, manage, and lead the project team.
The Project Team Is comprised of the people with assigned roles
and responsibility for completing the project.
The Type and number of project Team members can change
Frequently as the project Progresses.
The project Management team Is a subset of the project team and is
responsibility for the project management and leadership
activities such as Initiating, Planning, Executing, Monitoring,
Controlling, Closing the various project phases.
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Project Human Resource Management
Process:
2- Acquire
Project
Team
1-Develop
HR Plan
P.H.R.M.
Process
3Devel
op
Projec
t
Team
4- Manage
Project
Team
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Project Human Resource Management
Process:
The project management process are usually presented as discrete
process with defined interfaces while, in practice, they overlap and
interact. Examples of interactions that require additional planning
include:
- After initial team member create a work breakdown structure,
additional team member may need to be acquired.
- In additional team members are required, their experience
level, or lack , could increased or decrease project risk.
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1-1 Develop Human Resource Plan.
- Develop Human Resource Plan is the process of identifying and documenting
project roles, responsibilities, and required skills, reporting relationships, and
creating a staffing management plan.
- Human resource planning is used to determine and identify human resources with
the necessary skills required for project success.
- The human resource plan documents project roles and responsibilities, project
organization charts, and the stuffing management plan including the timetable for
stuff acquisition and release.
- Effective human resource plan should consider project cost, schedules, risks,
quality, and budget and plan for these factors and develop human resource options.
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1-2 Develop Human Resource Plan.
Inputs
1-Activity resource requirement.
2- Enterprise environmental
factors.
3- Organizational process
assets.
Tools &Techniques
1- Organization charts &
position description.
2- Networking.
3- Organizational theory.
Outputs
1- Human Resource plan.
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Inputs
1-Activity resource requirement: Human resource planning uses activity resource
requirements to determine the human resource needs for the project.
2- Enterprise environmental factor that can influence the develop human
resource plan process.
3- Organizational process assets that can influence the project team with the
develop human resource plan process
Tools &Techniques
1- Organization charts & position description: various formats exist to
document team member roles & responsibilities such as hierarchical, matrix, and
text-oriented.
2- Networking: is the formal &informal interaction with other in an organization,
industry, or professional environment.
3- Organizational theory: provides information regarding the way in which
people, team, and organization units behave.
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Outputs
1- Human Resource plan: provides guidance on how project human
resources should be defined, staffed, managed, controlled, and
eventually released, it includes:
- Roles and Responsibilities( Role, Authority, Responsibility, and
competency).
- Project Organization Charts.
- Staffing management plan:
- Staff acquisition.
- Resource calendar.
- Staff release plan.
- Training needs.
- Recognition & Rewards.
- Complains & Safety.
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2-1 Acquire Project team.
-
Acquire Project Team is the process of confirming human
resource availability and obtaining the team necessary to
complete project assignment.
-
It is important that the following factors are consider during
the process of acquiring the project team:
- Project manger should effectively negotiate and influence
others, who are in position to provide the require human
resource for the project.
- Failure to acquire the necessary human resource may affect
project schedule, budget, customer satisfaction, quality, and
risks.
- If the human resource for the project not available, the
project manager or project team may be required to assign
alternative resources.
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2-2 Acquire Project team.
Inputs:
1- Project Management Plan.
2- Enterprise environmental factors.
3- Organizational process assets.
Tools&
Techniques
1-Pre-assignmet.
2- Negotiation.
3- Acquisition.
4- Virtual Team.
Outputs:
1- Project staff assignment.
2- Resource calendars.
3- Project management plan updates.
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Inputs:
1- Project Management Plan: provide guidance on how project HR should
be identified, staffed, managed, controlled, and eventually released.
2- Enterprise environmental factors that can influence the acquire Project
Team process.
3- Organizational process assets that can influence the acquire project team
process, but not limited to, organization standerd policies, processes, and
procedure.
Tools&
Techniques
1-Pre-assignmet.
2- Negotiation.
3- Acquisition.
4- Virtual Team.
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Outputs:
1- Project staff assignment: when the project team assigned, the
documentation of the assignments includes a project team directory,
memos to team members, and names inserted into other parts of the project
management plan.
2- Resource calendars document the time periods that each project team
member can work on the project such as vacation, schedule conflicts,
commitment to other projects, and team member availability.
3- Project management plan updates.
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3-1 Develop Project Team.
-
-
-
-
Develop project team is the process of improving the competencies, tem
interaction, and the overall team environment to enhance project
performance.
Project mangers should acquire skills to identify, build, maintain, motivate,
lead, and inspire project team to achieve high team performance and meet
the project’s objectives.
Because the differentiation among the project team, the project
management team should capitalize on culture differences, focus on
developing and sustaining the project team throughout the project life
cycle, and promote working together interdependently in a climate of
mutual trust.
Objectives of developing a project team include:
- Improve knowledge and skills.
- Improve feeling of trust and agreement among team members.
- Create a dynamic and cohesive team culture to improve both individual
and team productivity, team spirit, and cooperation.
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3-2 Develop Project Team.
Inputs:
1- Project staff assignments.
2- Project management plan.
3- Resource calendars.
Tools& Techniques:
1- Interpersonal skills.
2- Training.
3- Team building activities.
4- Ground rules.
5- Co-location.
6- Recognition and rewards.
Outputs:
1- Team performance assessment.
2- Enterprise environmental factors updates.
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Inputs:
1- Project staff assignments documents identify the people who are on
the team.
2- Project management plan identifies training strategies and plans for
developing the project team.
3- Resource calendars identify times when the project team members can
participate in team development activities.
Tools& Techniques:
1- Interpersonal skills
2- Training.
3- Team building activities.
4- Ground rules.
5- Co-location.
6- Recognition and rewards.
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Outputs:
1- Team performance assessment criteria should be determine by all
appropriate parties and incorporated in the develop project team inputs.
- The evaluation of team effectiveness may includes indicators such as:
- Improvement in skills.
- Improvements in competencies.
- Reduced staff turnover rate.
- Increased team cohesiveness.
2- Enterprise environmental factors updates includes personal
administration, updates for employee training records and skill
assessments.
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3-5 Stages of Development Project Team:
1- Forming: this phase is where the team meets and learns about the
project and what their formal roles and responsibilities are.
2- Storming: the begins to address the project work, technical
decisions, and the project management approach.
3- Norming: team members begin to work together and adjust work
habits and behaviors that support the team.
4- Performing: team that reach the performing stage function as a
well-organized unit.
5- Adjourning: the team completes the work and moves on from the
project.
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4-1 Manage Project Team




Manage Project Team is the process of tracking team members
performance, providing feedback, resolving issue, and
managing changes to optimize project performance.
The project management team observes team behavior,
manages conflicts, resolves issues, and appraises team
member performance.
Team management involves a combination of skills with
special emphasis on communication, conflict management,
negotiation, and leadership.
Project manger should provide challenging assignments to
team members, and provide recognition for high performance.
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4-2 Manage Project Team
Inputs:
1- Project staff assignments.
2- Project management plan.
3- Team performance assignments.
4- Performance reports.
5- Organizational process assets.
Tools& Techniques:
1-Observation and conversation.
2- Project performance appraisal.
3- Conflict management.
4- Issue logo.
5- Interpersonal skills.
Outputs:
1- Enterprise environmental factors update.
2- Organizational process assets updates.
3- Change requests.
4- Project management plan updates.
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4-3 Manage Project Team
Inputs:
1- Project staff assignments provides documentation which includes the list of
project team members.
2- Project management plan contains the HR Plan, which includes roles,
responsibilities, project organization, and the staffing management plan.
3- Team performance assignments by ongoing assessing the project team’s
performance, action can be taken to resolve issues, modify communication, address
conflict, and improve team interaction.
4- Performance reports provide documentation about the current project status
compared to project forecasts.
5- Organizational process assets
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Tools& Techniques:
1-Observation and conversation are used to stay in ouch with the work and
attitude of project team members.
2- Project performance appraisal conducting to clarification of roles and
responsibilities, constructive feedback to team members, development of
individual training plans. The need of the appraisal depends on the length of the
project, complexity of the project, organizational policy, labor contract
requirements, and the amount & quality of regular communication.
3- Conflict management.
4- Issue log: a written log documents and helps monitor who is responsible for
resolving specific issues by a target date.
5- Interpersonal skills.
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Outputs:
1- Enterprise environmental factors update require updates such as input to
organizational performance appraisal and personal skill updates.
2- Organizational process assets updates require update such as historical
information, lessons learned documentation, and organizational standers
processes.
3- Change requests: when staffing issues disrupt the project plan, a change request
ca be processed through the perform integrated change control process.
4- Project management plan updates.
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1)
You are the project manager for the JHG Project. This project requires
coordination with the Director of Manufacturing, Human Resources, the IT
department, and the CIO. This is an example of what type of input to
organizational planning?
a) Organizational Interfaces.
b) Technical Interfaces.
c) Interpersonal Interfaces.
d) Human Resources.
Answer: A
2) Your project requires an electrician at month eight. This is an
example of which of the following?
a) Organizational Interfaces.
b) Staffing Requirements.
c) Contractor Requirements.
d) Resources Constraints.
Answer: B
3) You are the project manager in an organization with a weak matrix.
Who will have the authority on your?
a) The project manager.
b) The customer.
c) Functional management.
d) The team leader.
Answer: c
4- Which of the following is an example of theory X?
a) Self-led project teams.
b) Micromanagement.
c) Team members able t work on their own accord.
d) EVM.
Answer: B
5) You are the project manager of the PLN Project. The team
members are somewhat ?afraid? of you as project manager
because they see you as management. They know that a negative
review from you about their project work will impact their yearly
bonus. This is an example of which of the following?
a) Formal power.
b) Coercive power.
c) Expert power.
d) Referent power.
Answer: b
6) You are the project manager of the MMB Project. The president of
the company has spoken to the project team and told them the
confidence and respect he has in you to lead the project to a
successful completion. The project manager has what type of
power on this project?
a) Formal power.
b) Coercive power.
c) Expert power.
d) Halo power.
Answer; a
7) You are the project manager of the PUY Project. This project
requires a chemical engineer for seven months of the project
although there are no available chemical engineers within your
department. This is an example of which of the following?
a) Organizational interfaces.
b) Staffing requirements.
c) Contractor requirements.
d) Recourses constraints.
Answer: b
8) You are the project manager for the LMG Project. Your project will
have several human resource issues that must be coordinated and
approved by the union. Which of the following statements is correct
about this scenario?
a) The union is considered a resource constraint.
b) The union is considered a management constraint.
c) The union is considered a project stakeholder.
d) The union is considered a project team member.
Answer: c
9) You are the project manager of the PLY Project. This project is very
similar to the ACT Project you have completed. What method can
you do to expedite the process of organization planning?
a) Use the project plan of the ACT Project on the PLY Project.
b) Use the roles and responsibilities definitions of the ACT Project on
the PLY Project.
c) Use the project team structure of the ACT Project on the PLY Project.
d) Use the project team of the ACT Project on the PLY Project.
Answer: b
10) In your organization, management is referred to as coaches. As a
project manager, you are referred to as a project coach. A human
resource document should be created to handle this scenario. What
should it cover?
A) How coaches are separate from managers.
B) How coaches are the same as managers.
C) How a coach is to complete his or her job.
D) How the project team is to work for a coach.
Answer: c
11) Management has requested that you create a chart depicting all of
the project resource needs and the associated activities.
Management is looking for which type of chart?
A) A roles chart
B) A roles matrix
C) A roles and responsibilities matrix
D) A Gantt chart
Answer: c
12) Management has approached Tyler, one of your project team
members. Tyler is a database administrator and developer, whose
work is always on time, accurate, and of quality. He also has a
reputation of being a good guy and is well liked. Because of this,
management has decided to move Tyler into the role of a project
manager for a new database administration project. This is an
example of which of the following?
A) Management by exception
B) The halo effect
C) Management by objectives
D) McGregor? s Theory of X and Y
Answer: b
13) Susan is the project manager for the PMG Project. She makes all
decisions on the project team regardless of the project team
objections. This is an example of which of the following
management styles?
A) Autocratic
B) Democratic
C) Laissez faire
D) Exceptional
Answer: a
14) Which problem-solving technique is the best for most project
management situations?
A) Confronting
B) Compromising
C) Forcing
D) Avoidance
Answer: a
15) Which theory believes that workers need to be involved with the
management process?
A) McGregor's Theory of X and Y
B) Ouch's Theory Z
C) Herzberg's Theory of Motivation
D) Expectancy Theory
Answer: b
16) _______________ states that as long as workers are rewarded they
will remain productive.
A) McGregor’s Theory of X and Y
B) Ouchi’s Theory Z
C) Herzberg’s Theory of Motivation
D) Expectancy Theory
Answer: d
17) You are the project manager for the GBK Project. This project
effects a line of business and the customer is anxious about the
success of the project. Which of the following is likely not a top
concern for the customer?
A) Project priorities
B) Schedule
C) Cost
D) Personality conflicts
Answer:d
18) You are the project manager for Industrial Lights Project. You have
been hired by your organization specifically because of your vast
experience with the technology and with projects of this nature. The
project is aware of your experience. You likely have what type of
power on this project?
A) Formal power
B) Coercive power
C) Expert power
D) Referent power
Answer: c
19) Which of the following is an example of coercive power?
A) A project manager that has lunch with the project team every
Thursday.
B) A project manager that will openly punish any team member who is
late with an activity.
C) A project manager that has worked with the technology on the
project for several years.
D) A project manager that is friends with all of the project team
members.
Answer: b
20) You are a project manager in a projectized organization. Your job
as a project manager can be described best by which of the
following?
A) Full-time
B) Part-time
C) Expeditor
D) Coordinator
Answer: a
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