Chapter 9
Human Resource Management
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Human Resource Management
Contents
•
•
•
•
Human Resource Management overview
Human Resource Management processes
Management and Leadership styles
Motivation theories
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Human Resource Management
Learning Objectives
By the end of this chapter, you should be able to:
1. Articulate the importance of Human Resource Management
on projects
2. Name the Human Resource Management process
3. Explain the activities that occur in each process
4. Summarize concepts such as motivation theories,
management styles, etc.
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Project Human Resource Management
Processes
Process
Process Group
Plan Human Resource
Management
Planning
Acquire Project Team
Executing
Develop Project Team
Executing
Manage Project Team
Executing
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Review Quiz
All of the following are Human Resource Management
processes except:
A. Plan Human Resource Management
B. Execute Human Resource Plan
C. Acquire Project Team
D. Develop Project Team
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Plan Human Resource Management




Identify and document project roles and responsibilities
Project organization charts
Staffing management plan includes:

Acquisition

Resource calendars

Staff resource plan

Staff training

Recognition and rewards

Compliance

Safety
Output is Human Resource Management Plan
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Plan Human Resource Management
• Class Group Activity – 30 Minutes
– Divide Class into 3 groups (3 to 4 students in each
group)
– Discuss and brainstorm the inputs/outputs
– Present your inputs/outputs to the rest of the
teams
– Check and compare your inputs/outputs with
®
PMBOK Guide 5th edition
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Human Resource Management Plan



Main output of Plan Human Resource Management
Defines how project human resources should be defined,
staffed, and managed.
Includes:

Roles and responsibilities






Role
Authority
Responsibility
Competency
Project organization charts
Staffing management plan
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Acquire Project Team


Input is Human Resource management plan
Output is project staff assignments
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Acquire Project Team
• Class Group Activity – 30 Minutes
– Divide Class into 3 groups (3 to 4 students in each
group)
– Discuss and brainstorm the inputs/outputs
– Present your inputs/outputs to the rest of the
teams
– Check and compare your inputs/outputs with
®
PMBOK Guide 5th edition
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Acquire Project Team Outcomes


Know that this task is never completed during a
project.
Skills required from a Project Manager




Negotiation
Virtual teams
Administer appraisals
Hire / Fire team members
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Develop Project Team



Improve competencies, team camaraderie, and overall team
performance
Human resource management plan and project staff
assignments are inputs
Team performance assessment is the main output
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Develop Project Team
• Class Group Activity – 30 Minutes
– Divide Class into 3 groups (3 to 4 students in each
group)
– Discuss and brainstorm the inputs/outputs
– Present your inputs/outputs to the rest of the
teams
– Check and compare your inputs/outputs with
®
PMBOK Guide 5th edition
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Develop Project Team
Tools and Techniques
Stages of team development





Forming
Storming
Norming
Performing
Adjourning
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Review Quiz
Which one of the following is not one of the stages of
team development?
A. Forming
B. Storming
C. Conflicting
D. Adjourning
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Develop Project Team
Tools and Techniques



Ground Rules
Colocation
Recognition and rewards
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Manage Project Team


Assessing team member performance, providing feedback, and
resolving conflicts
Change requests are an output of this process
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Manage Project Team
• Class Group Activity – 30 Minutes
– Divide Class into 3 groups (3 to 4 students in each
group)
– Discuss and brainstorm the inputs/outputs
– Present your inputs/outputs to the rest of the
teams
– Check and compare your inputs/outputs with
®
PMBOK Guide 5th edition
PMP, CAPM, PgMP, PMI-SP , PMI-RMP, OPM3 and PMBOK are
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Powers of the Project Manager





Formal (Legitimate) – based on position
Reward – ability to give rewards in return for
performance
Penalty – opposite of reward
Expert – power derived from experience and
knowledge
Referent – power of charisma or fame, or referring
power to senior management.
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Review Quiz
The power of the project manager that emanates from
her knowledge and experience is called:
A. Expert power
B. Knowledge power
C. Experience power
D. Leadership power
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Management and Leadership Styles
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Directing
Facilitating
Coaching
Supporting
Autocratic
Consultative
Consultative-Autocratic
Consensus

Delegating
Bureaucratic
Charismatic
Democratic or participative
Laissez-fair
Analytic
Driver

Influencing






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Source of Conflict
Memorize the top four, and remember that
personality is last
1.Schedule
2.Project priorities
3.Resources
4.Technical opinion
5.Administrative procedure
6.Cost
7.Personality
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Conflict Resolution Techniques


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Confronting (Problem Solving)

Solving the problem so that it goes away

Win-win situation
Compromising

Lose-lose situation, each party loses something
Withdrawal (Avoidance)

Not best way to deal with situations
Smoothing (Accommodating)

emphasizes agreement rather than difference of opinion
Collaborating - consensus
Forcing – pushing one point of view
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Review Quiz
The conflict resolution technique in which both parties
lose something is called:
A. Confronting
B. Losing
C. Smoothing
D. Compromising
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Management Theories
McGregor's Theory of X and Y
• McGregor believed that all workers fit into one
of two groups X and Y
Theory X
• People are incapable, avoid responsibility, and
avoid work whenever possible
Theory Y
• People are willing to work without supervision
and want to achieve
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Maslow's Hierarchy of Needs
• People are not most motivated by security or
money. Instead motivated to contribute and use
skills – self actualization
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David McClelland's Theory of Needs
• People are most motivated by one of the three needs
listed in this table.
Give challenging / reachable projects
Like recognition

Need for Achievement
Work best when cooperating with others
Seek approval rather than recognition

Need for Affiliation
Need for Power (socially oriented
rather than personal)
Should be allowed to manage others
Like to organize and influence others

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Herzberg's Theory
• Deals with Hygiene Factors. Poor hygiene factors may destroy
motivation, but improving them under most circumstances, will
not improve motivation.
Examples

Working conditions
Salary
Personal life
Relationships at work
Security

Status




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Herzberg (Cont…)
• Motivating Agents

Responsibility
Self-actualization
Professional growth

Recognition


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Chapter Summary
1. Human Resource Management Processes:
a. Plan Human Resource Management
b. Acquire Project Team
c. Develop Project Team
d. Manage Project Team
2. Leadership styles
3. Powers of the project manager
4. Management Theories
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End of Chapter Quiz
Question 1: The Human Resource Management
process in which the project manager spends time on
improving the competencies of the project team is:
A.
B.
C.
D.
Acquire Project Team
Develop Project Team
Manage Project Team
Motivate Project Team
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End of Chapter Quiz
Question 2: The number one source of conflict on a
project is:
A.
B.
C.
D.
Too much work
Lack of recognition
Schedules
Personalities
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End of Chapter Quiz
Question 3: As a result of poor performance on the
project, you, the project manager, write a negative
review for one of the project team members. This is an
example of which power of the project manager?
A.
B.
C.
D.
Leader
Referent
Penalty
Reward
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End of Chapter Quiz
Question 4: Peter Parker, a project manager for Expert
Consultants, Inc., believes that people are inherently
lazy, avoid work, cannot be trusted, and must be closely
supervised at all times. Which theory does this attitude
signify?
A.
B.
C.
D.
Maslow’s hierarchy of needs
McGregor’s Theory X
Herzberg’s Hygiene theory
McClelland’s theory of needs
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End of Chapter Quiz
Question 5: 2 project team members are not getting
along and refuse to work with each other. You have a
meeting with them, discuss the situation, and come to a
resolution. This is called:
A.
B.
C.
D.
Confronting
Withdrawal
Resolving
Smoothing
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