Project Human Resource Management includes organizing, managing, and leading the project team. It involves developing a human resource plan, acquiring the project team, developing the team, and managing the team. The human resource plan identifies roles, responsibilities, required skills, and a staffing management plan. It also includes organizational charts and a roles and responsibilities profile. Acquiring the team confirms availability and obtains necessary members through pre-assignment, acquisition, virtual teams, and negotiation. Developing the team improves competencies, interactions, and the environment through training, team-building, establishing ground rules, and rewards.

1. Project Human Resource Management
Yogender S Rana ( rana26@gmail.com)

2. Learning Objective
 Organizational charts are of three types- Hierarchical, Matrix Based and Text
Oriented Formats.
 Identifying Staff involves taking them from the resource pool, filling gaps
through recruitment, training or both identifying how much time each
member is spending on the project.
 RACI indicates the level of involvement of members of a project in a decision &
how far they are accountable.
 Job description documents responsibilities, requirements and authority related
to the job profile. Training, if necessary, has to be arranged for Employees.
 Project Decision Making largely involves identifying the decision-making
authority of the sponsors and the project managers.
 Five stages of team development include-Forming, Storming, Norming,
Performing and Adjourning.
Yogender S Rana ( rana26@gmail.com)

3. Project Human Resource Management includes the processes that organize, manage and
lead the project team.
Project Human Resource Management processes are as follows-
1. Develop Human Resource Plan
2. Acquire Project Team
3. Develop Project Team
4. Managing Project Team
The project management team is a subset of the project team and is responsible for
the project management and leadership activities. This group can be also be referred
to as the core , executive and leadership team.
The period sponsor works with the project management team, typically assisting with
matters such as project funding, clarifying scope, monitoring progress.
Yogender S Rana ( rana26@gmail.com)

4. 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 staffing management plan.
The Human Resource plan should include-
1. Roles and Responsibilities-
A->Roles- The label describing the portion of a project for which a person is
accountable
B->Authority- The right to apply project resources make decisions and sign
approvals.
C-> Responsibility- The work that a project team member is expected to perform
in order to complete the project’s activities.
D-> Competency- The skill and capacity required to complete project activities.
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5. 2. Project Organization Charts
3. Staffing Management plan Includes
a. Staff Acquisition
b. Resource Management
c. Staff release Plan
d. Training Needs.
e. Reorganization and Rewards
f. Compliance
g. Safety
Yogender S Rana ( rana26@gmail.com)

6. Develop HR Plan: Tool and Techniques
Organization Charts and position Description
 Hierarchical-type charts:- The organizational charts structure can be used to
show positions and relationships in a graphic, top down format. The
organizational Breakdown structure (OBS) is arranged according to an
organization’s existing departments, units and teams.
 Matrix Based Charts:- A responsibility assignment Matrix (RAM) is used to
illustrate the connections between work packages or activities and project team
members.
The matrix format shows all activities associated with one person
and all people associated with one activity. One example of a RAM is a RACI
(Responsible, Accountable, Consult, and Uniform) charts.
 Text-Oriented Formats: Team members responsibilities that required detailed
descriptions can be specified in text-oriented formats.
Yogender S Rana ( rana26@gmail.com)

7. Roles and Responsibilities Profile
Yogender S Rana ( rana26@gmail.com)
VP, Finanace
Plan & review annual budgets, internal control and
risk assessment
• Chartered Accountant with
10-15 years of experience in
the finance and/or internal
audit function of an
organization.
Well-versed with the setting
up of financial systems 3
Sound understanding of
business processes,
technology solutions and
Management reporting
Scrutinize commercial terms of contracts
Oversee tendering & Vendor Management
Control accounts payables and receivable levels
Processing of payments and cheques
Manage all technology requirements of the
organization
VP, Marketing
Plan & execute marketing strategy in order
MBA from reputed institute
with 5-7 years of senior
Management experience
Proven experience in leading
marketing communications
campaigns
to achieve customer acquisition targets
Ensure media visibility through public relations
Monitor advertizing & Promotional Activities
Extend support in Sales & Merchandising

8. RACI is a model that indicates the level of involvement of members of a project in a
decision.
• Responsibility: Those who actively participate & contribute in the project.
• Accountability: The one ultimately responsible for the result.
• Consultation: People who have to be consulted due to their specific expertise or
authority (Such as finance official).
• Inform: People who are affected by decisions made , & therefore need to be informed
of it.
Yogender S Rana ( rana26@gmail.com)

9. Acquire Project Team is the process of confirming human resource availability and
obtaining the team necessary to complete project.
Tools and Techniques
Pre- Assignment: When Project team members are selected in advance they are
considered pre-assigned.
Acquisition: This can involve hiring individual consultants or subcontracting work to
anther organization.
Virtual Teams: Virtual teams can be defined as groups of people with a shared goal who
fulfill their roles with little or no time spent meeting. Communication planning becomes
increasingly in a virtual team environment.
Negotiation
Yogender S Rana ( rana26@gmail.com)

10. Project Team Details
Once a project team has built, a project team directory should be assembled that should
include the following information:
1. The project team members’ names
2. Phone numbers
3. E-mail addresses
4. Mailing addresses if non-collocated
5. Contact information for key stakeholders
6.Any other relevant information for each team member, such as photographs, web
addresses and so on
Yogender S Rana ( rana26@gmail.com)

11. Develop Project Team is the process of improving the competencies, teams interaction, and the overall
team environment to enhance project performance. Developing effective project teams is one of primary
responsibilities of the project manager. Project Staff Assignments & Resource Calendars are inputs to this
process.
Tools and Techniques
1. Interpersonal Skills: These are sometimes known as “soft skills”. Skills such as empathy, influence,
creativity, and group facilitation are assets when managing the project team.
2. Training: Example of training methods include classroom, outline, computer-based, on-the-job
training from anther project team member, and coaching.
3. Team-Building Activities: There are five stages of development that teams go through including
Forming, Storming, Norming, Performing and Adjourning
4. Ground Rules: Establish clear expectations acceptable behavior by project team members.
5. Co-location: Involves placing many or all of the most active project team members in the same
physical location to enhance their ability to perform as a team.
6. Reorganization and Rewards: A particular reward given to any individual will only effective if it
satisfies a need which is valued by that individual. Only desirable behavior should be rewarded.
Needing to work overtime as a result of poor planning by the team member should not be rewarded.
Give the team recognition during the project life cycle.
Outputs Include team performance assessments
Yogender S Rana ( rana26@gmail.com)

12. There are six general techniques for resolving conflict.
• Withdrawing/Avoiding : - Retreating from an actual or potential conflict situation
• Smoothing/Accommodation:- Emphasizing areas of agreement rather than areas of
defiance.
• Compromising :- Searching for solutions that bring some degree of satisfaction to all
parties.
• Forcing :- Pushing one’s viewpoint at the expense of other’s ;offers only win-lose
solution.
• Collaborating:- Incorporating multiple viewpoints and insights from differing
perspective; leads to consensus and commitment.
•Confronting/Problem solving:- Treating conflict as problem to be solved by examining
alternative; requires a give-and-take attitude and open dialogue.
Yogender S Rana ( rana26@gmail.com)

13. Code of Conduct
Ethical Responsibility
 Responsibility to provide accurate & truthful representations regarding all
information related to the project to key stakeholders.
 Responsibility to provide accurate & Truthful representation to the public in
advertising, public segments and the presentation of estimates concerning
costs, services and expected results.
 Responsibility to report possible violations of the PMP code of Professional
Conduct by individuals in the field of project management.
 Responsibility to disclose to clients, customers, owners or contractors,
significant circumstances that could be construed as a conflict of interest or an
appearance of impropriety.
 Responsibility to maintain and respect confidentiality of sensitive information
obtained in the course of professional activities and that of the contents of the
PMP credential exam.
 Responsibility to recognize and respect intellectual property developed or
owned by others.
Yogender S Rana ( rana26@gmail.com)