5. PM Responsibilities
• Determine what resource you will need
• Negotiate with resource managers for the
optimal available resources
• Confirm availability of resources assigned
• Create a project team directory
• Create project job desc. for team members and
other stakeholders
• Make sure all roles and responsibilities on the
project are clearly assigned
6. PM Responsibilities
• Understand the team members needs for training related
to their work on the project, and make sure they get the
training
• Create a formal plan covering such topics as how the team
will be involved in the project and what roles they will
perform -> HR management plan
• Insert reports of team members performance into their
official company employment record
• Send out letters of commendation to team members and
their bosses
• Make sure team members needs are taken care of
• Create recognition and reward systems -> must be put into
HR management plan
16. HR Management Plan
• Consists of :
a. Roles and Responsibilities
b. Project Organization Charts
c. Staffing Management Plan
17. Staffing Management Plan
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Staff acquisition (From where?)
Resource calendar (When and how long?)
Staff release plan (When they'll be released?)
Staff training needs (What training?)
Recognition and rewards (What are they? What
are the rewards?)
• Compliance (Any rules / regulations related to
HR?)
• Safety (Policies to protect the resourceS?)
21. Why?
• Q : Why acquire project team is inside the
executing process area?
• A : Some team members could be joining
shortly before their tasks begin.
• Should think as “Acquire Final Project Team”
22. Explain about...
• HR Management Plan
• Enterprise Environmental Factors
• Organizational Process Assets
... In terms of HR Management.
23. Acquiring Project Team involves...
• Knowing which resources are preassigned to the
project and confirming their availability
• Negotiating for the best possible resources
• Hiring new employees
• Hiring resources through the contracting process from
outside the performing organization (outsourcing)
• Understand the possibilities and problems with using
virtual teams (teams made up of people who never or
rarely meet)
• Managing the risk of resources becoming unavailable
26. Negotiation
• Sometimes team members are not
preassigned, they have to be negotiated first
to take them into the project, and/or to take
them out from another project.
27. Colocated Team
• Team that are put in one place (could be in the
client or organization office) to ease the
coordination, communication and minimize
conflict.
28. Virtual Team
• Team that are rarely meet face to face,
because of geographical differences.
29. War Room
• Sometimes a project have a critical priority
and should be monitored daily, to such a
project we can create a specific space where
the team members can be colocated there.
Such a room is called a “war room”.
• A central location for project coordination.
30. Multi Criteria
Decision Analysis
• In acquiring the project team, it's useful to
establish a set of criteria to help evaluate
potential team members.
31. Hallo Effect
• There can be a tendency to rate team
members high or low on all factors due to the
impression of a high or low rating on some
specific factor.
• Example : “You’re a great programmer, i bet
you can be a great project manager too”.
34. Develop Project Team Activities
• This process should result in decreased
turnover, improved individual knowledge and
skills, and improved teamwork.
35. Team Building Activities
• This process should result in decreased
turnover, improved individual knowledge and
skills, and improved teamwork.
36. Team Building Activities
• It is the project managers job to guide, manage, and
improve the interactions of team members.
• The project manager should improve trust and
cohesiveness among the team members.
• The project manager should incorporate team-building
activities into all project activities.
• Team building requires a concerted effort and
continued attention throughout the life of the project.
• WBS creation is a team-building tool.
• Team building should start early in the life of the
project.
37. Ground Rules
• Rules about what behavior is acceptable and
what is not acceptable.
• The standard used by team member to
interact with each other.
• It helps establish standards and expectations
for team.
41. Personnel Assessment Tools
• Personnel Assessment Tools can help you
learn more about team members by revealing
how they make decisions, interact with others,
and process information.
• This information can give you insight into how
to lead and guide the team.
42. Training
• Team members may require training to perform on the
project or enhance their performance.
• Could decrease the overall project cost and schedule by
increasing (work) efficiency.
• Cost is covered by organization if the training benefit the
organization in the long run.
• Cost is covered by project if its benefit is just for the
project.
• All training should be documented in HR management plan.
43. Recognition and Reward
• Project Manager appraises performance and
gives out recognition and rewards that are
appropriate for each team member, as defined
in the HR management plan.
44. Team Performance Assessment
• Meant to evaluate and enhance the
effectiveness of the team as a whole.
• May include an analysis of how much team
members skills have improved, how well the
team is performing, interacting, and dealing
with conflict, and the turnover rate.
47. Manage Project Team Activities
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•
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Encouragin good communication
Working with other organizations
Using negotiation skills
Using leadership skills
Observing what is happening
Using an issue log
Keeping in touch
Completing project performance appraisals
Making good decisions
Influencing the stakeholders
Being a leader
Actively looking for and helping to resolve conflicts that the team
members cannot resolve on their own
48. Observation and Conversation
• A project manager should watch what is
happening and specifically talk to people to
understand how the things are going.
49. Project Performance Appraisal
• Evaluations of employees performance by
those who supervise them.
• Could be done as a 360-degree review, which
would include the input of coworkers and
subordinates, as well as supervisors.
• PM should consider organizational culture and
what is appropriate for the project.
50. Whats the difference?
• TPA & PPA ?
• PPA is a technique used in manage project
team process. It’s focusing on individual.
• TPA is a technique used in develop project
team process. It’s focusing on the team as a
whole.
52. Power of Project Manager
• Formal (Legitimate) - Power based on position.
• Reward - Power stems from giving rewards.
• Penalty (Coercive) - Power comes from the ability
to penalize team members.
• Expert - Power comes from being the technical or
project management expertise.
• Referent - Power comes from another person
liking you, respecting you, or wanting to be like
you. The power of charisma and fame.
53. Tips
• The best form of power : EXPERT & REWARD
• The worst form : PENALTY
• Derived from your position : FORMAL,
REWARD, PENALTY.
• Earned by yourself : EXPERT
58. Expectancy Theory
• Employees who believe their efforts will lead
to effective performance and who expect to
be rewarded for their accomplishments will
remain productive as rewards meet their
expectations.
