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PMP Chap9 - Project Human Resource management

Free Video Training on Youtube:
1. Integration Management: https://youtu.be/NdzADFfoRxA
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3. Quality Management: https://youtu.be/8zteKSxDyt4
4. Stakeholder management: https://youtu.be/Vhjc6T9R4d8

PMBOK 6th edition updated slides for resource management process:
https://www.slideshare.net/anandbobade/chap-90-project-resource-management-overview
https://www.slideshare.net/anandbobade/chap-91-pan-resource-management
https://www.slideshare.net/anandbobade/chap-92-estimate-activity-resource
https://www.slideshare.net/anandbobade/chap-93-acquire-resources
https://www.slideshare.net/anandbobade/chap-94-develop-team
https://www.slideshare.net/anandbobade/chap-95-manage-team
https://www.slideshare.net/anandbobade/chap-96-control-resources

PMP Chap9 - Project Human Resource management

  1. 1. By: Anand Bobade (nmbobade@gmail.com) Plan HR management Acquire Project Team Develop Project Team Manage Project Team PMBOK Chap 9 - Human Resource Management Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions ExecutingPlanning
  2. 2. By: Anand Bobade (nmbobade@gmail.com) It includes processes that organize, manage & lead the project team. Chap 9: Project Human Resource Management -> Definition HR Management Organize Manage Lead
  3. 3. By: Anand Bobade (nmbobade@gmail.com) 9.1 Plan Human Resource Management • Identifying & documenting project roles, responsibilities, required skills, reporting relationships, & creating a staffing engagement plan. 9.2 Acquire Project Team • Confirming human resource availability and obtaining the team necessary to complete project activities. 9.3 Develop Project Team • Improving competencies, team member interaction, and overall team environment to enhance project performance. 9.4 Manage Project Team • Tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. Chap 9: Project Human Resource Management-> Processes
  4. 4. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com) 9.1 Plan Human Resource Management Introduction Plan Human Resource Management Definition Plan Human Resource Management -> ITTO Organizational Theory Data flow diagram Review Self Assessment
  5. 5. By: Anand Bobade (nmbobade@gmail.com) 9.1 Plan Human Resource Management Determine - Resource Type & Skills. Define – Roles & Responsibilities. Plan – Resource on boarding, Training & Mentoring. Develop – HR Management plan.
  6. 6. By: Anand Bobade (nmbobade@gmail.com) Project Team Project Management Team •Project Manager •Project Management Staff Project Staff 9.1 Plan Human Resource Management Business SME Business Users Business Analyst Subject Matter Expert Systems Analyst Technical Architect Test Lead Technical Project Lead Programmer Project coordinator PMO Analyst Note: Above Team represent Software development Project.
  7. 7. By: Anand Bobade (nmbobade@gmail.com) 9.1 Plan Human Resource Management Who do you need? What skills are required? What are their responsibilities? what's their engagement (start & end) dates? Whom thy will report to? How they will be trained? How they will be rewarded?
  8. 8. By: Anand Bobade (nmbobade@gmail.com) Identifying & Documenting Identifying & documenting project roles, responsibilities, required skills, reporting relationships & creating a staffing engagement plan. It establishes staffing management plan, including timetable of staff acquisition & release. 9.1 Plan Human Resource Management Roles Engagement plan Responsibilities Relationships Human Resource Management
  9. 9. By: Anand Bobade (nmbobade@gmail.com) Inputs (4) • Project management plan • Activity resource requirements • Enterprise environmental factors • Organizational process assets Tools & Techniques(5) • Organization charts and position descriptions • Networking • Organizational theory • Expert judgment • Meetings Outputs(1) • Human Resource Management Plan 9.1 Plan Human Resource Management->ITTO
  10. 10. By: Anand Bobade (nmbobade@gmail.com) PMP Activity Resource Requirements Enterprise Environmental Factors Organizational Process Assets 9.1 Plan Human Resource Management->Inputs
  11. 11. By: Anand Bobade (nmbobade@gmail.com) PMP • that will be applied for HR management. Processes • documents how changes will be monitored and controlled. A change management plan • documents how configuration management will be performed. A configuration management plan • How integrity of project baselines will be maintained Baseline • Needs & MethodsCommunication 9.1 Plan Human Resource Management->Inputs->PMP
  12. 12. By: Anand Bobade (nmbobade@gmail.com) Activity Resource Requirements Output of Estimate Activity Resource process of Time Management. Provide resource estimate for each work. Resource for Work Package Resource Type Resource Quantity Resource competency 9.1 Plan HR Management->Inputs-> Activity Resource Req
  13. 13. By: Anand Bobade (nmbobade@gmail.com) Enterprise Environmental Factors Marketplace conditions (Economic conditions) Internal External Personnel administration policies Holidays Working hours Geographical location of team members Collocated Distributed teams Existing human resources Who is involved? Expertise Unwritten rules Organizational culture & structure Project Structure Authority 9.1 Plan HR Management->Inputs->EEF
  14. 14. By: Anand Bobade (nmbobade@gmail.com) Organizational Process Assets Standard Policies. Templates for organizational charts. Role / Position descriptions. Lessons learned. Organizational structures that have worked in previous projects. Escalation procedures. 9.1 Plan HR Management->Inputs->OPA
  15. 15. By: Anand Bobade (nmbobade@gmail.com) Organization Charts & Position Descriptions Networking Organizational Theory Expert Judgment Meetings 9.1 Plan Human Resource Management->T&T
  16. 16. By: Anand Bobade (nmbobade@gmail.com) Organization Charts & Position Descriptions 9.1 Plan HR Manag’t->T&T->Org. Charts & Position Descriptions Formats used to document roles & responsibilities: Hierarchical Matrix Text-oriented Graphically depicts project team members & their interrelationships for a project. Ensure each work package has clear owner & each member has clear Roles & Responsibilities.
  17. 17. By: Anand Bobade (nmbobade@gmail.com) Organization Charts & Position Descriptions • OBS is arranged according to organization’s existing departments. Organizational breakdown structure (OBS) • RBS is list of resources related by category/ resource type. Resource breakdown structure (RBS) 9.1 Plan HR Manag’t->T&T->Org. Charts & Position Descriptions Hierarchical-type charts • A traditional organization chart structure. • Show positions and relationships.
  18. 18. By: Anand Bobade (nmbobade@gmail.com) Organization Charts & Position Descriptions Matrix-based charts (Responsibility assignment matrix - RAM ) Shows project resources assigned to each work package. Illustrate connections between work packages & project team members. Ensures that, there is only one person accountable for a task. E.g., RACI (responsible, accountable, consult, inform) chart. 9.1 Plan HR Manag’t->T&T->Org. Charts & Position Descriptions
  19. 19. By: Anand Bobade (nmbobade@gmail.com) Organization Charts & Position Descriptions Matrix-based charts (RACI charts) 9.1 Plan HR Manag’t->T&T->Org. Charts & Position Descriptions Work Package Create Charter Create PMP Gather Requirements Development Sponsor R A C I PM C R A A BA C C R C Developer I I I R • Responsible (Performer)R • Accountable (Decision Maker / Approver)A • Consultation (Provides input)C • Informed (FYI)I
  20. 20. By: Anand Bobade (nmbobade@gmail.com) Organization Charts & Position Descriptions Text Oriented Formats: • Responsibilities descriptions are documented in text-oriented formats. Documents describes: Responsibilities Authority Competencies Qualifications. 9.1 Plan HR Manag’t->T&T->Org. Charts & Position Descriptions
  21. 21. By: Anand Bobade (nmbobade@gmail.com) Networking Establishing connections & relationships with other people from the same or other organizations. Industry Events Trade Conferences Seminars Lunch Meeting Meetings 9.1 Plan HR Management->T&T->Networking Help to find resources. Formal & informal interaction. Can use your political influence.
  22. 22. By: Anand Bobade (nmbobade@gmail.com) Organizational Theory Provide information about the way in which people, teams & organizational behave. Shorten Time, Cost & Efforts needed to create HR management plan. Improve HR planning. 9.1 Plan HR Management ->T&T->Organizational Theory Tuckman's team building theory Maslow’s Hierarchy of Needs Contingency Theory Situational Leadership Theory McGregor’s Theory of X & Y Theory Z Expectancy theory Herzberg's motivation- hygiene theory
  23. 23. By: Anand Bobade (nmbobade@gmail.com) Organizational Theory 9.1 Plan HR Management ->T&T->Organizational Theory Extremely important for team to grow & work together. Don’t expect everyone to work as team from day1. As per Tuckman, all stages are inevitable. Tuckman's team building theory
  24. 24. By: Anand Bobade (nmbobade@gmail.com) Organizational Theory Tuckman's team building theory Forming Storming Norming Performing Adjourning 9.1 Plan HR Management ->T&T->Organizational Theory
  25. 25. By: Anand Bobade (nmbobade@gmail.com) Organizational Theory • Team trying to learn about each other & their tasks. • High dependence on PM for guidance & direction. • Unclear roles and responsibilities • Team – independent, nervous Forming • Team trying to work through differences. • PM coach the team. • Constant conflicts & arguments • Team- Differences, frustration Storming 9.1 Plan HR Management ->T&T->Organizational Theory Tuckman's team building theory
  26. 26. By: Anand Bobade (nmbobade@gmail.com) Organizational Theory • Set ground rules to work together. • PM provide autonomy & participate . • Team is developing but Challenge continues. • Team - adjusting for team work. Norming • Pick performance & complete tasks. • PM delegate work & allow team manage it. • Work as single team. • Team help each other & work together. Performing 9.1 Plan HR Management ->T&T->Organizational Theory Tuckman's team building theory
  27. 27. By: Anand Bobade (nmbobade@gmail.com) Organizational Theory • Complete all work & disperse. • PM help team to move on. • Team feels sense of loss and deforms. • Team gets demotivated & feel uncertainty. Adjourning 9.1 Plan HR Management ->T&T->Organizational Theory Tuckman's team building theory
  28. 28. By: Anand Bobade (nmbobade@gmail.com) Organizational Theory Maslow’s Hierarchy of Needs (Motivation Theory) 9.1 Plan HR Management ->T&T->Organizational Theory All human needs fall in a hierarchy: Bottom 4 levels: • Needs for self actualisation Top: • Needs for Metamotivation • Creativity, Morality, Problem solving, Acceptance of facts, Spontaneity Self- actualisation • Confidence, Achievement, respect for/by other Esteem • Friendship, Family, intimacy, sense of connections Love/Belonging • Health, Employment, Property, Family & social stability Safety • Breathing, Food, Water, Shelter, Sleep, Clothing's Physiological D-Needs (Deficiency Needs) The most basic level of needs (Bottom 4) must be met before the individual will strongly desire the secondary or higher level needs.
  29. 29. By: Anand Bobade (nmbobade@gmail.com) Organizational Theory Contingency Theory (Fred Fiedler's) 9.1 Plan HR Management ->T&T->Organizational Theory Believes that there is no one best style of leadership. Instead, a leader's effectiveness is based on situation. Two factors – "leadership style" & "situational control". Situations have 3 dimensions: Leader & member relationship Degree of task structure Leader’s positional power • LPC - Least Preferred Co- worker Leadership style is measure using LPC scale
  30. 30. By: Anand Bobade (nmbobade@gmail.com) Organizational Theory 9.1 Plan HR Management ->T&T->Organizational Theory • High, if the leader is generally accepted & respected. Leader- member relation • High, if the task is very structured. Task structure • High, if authority & power are attributed to leader's position. Position power
  31. 31. By: Anand Bobade (nmbobade@gmail.com) Organizational Theory Situational Leadership Theory (by Blancard & Paul Hersey) 9.1 Plan HR Management ->T&T->Organizational Theory There is no single “best” style of leadership. A PM must lead based on the situations. The leader’s positional power is obtained through formal authority.
  32. 32. By: Anand Bobade (nmbobade@gmail.com) Organizational Theory McGregor’s Theory of X & Y: Describe two contrasting models of workforce motivation. • Stresses importance of strict supervision. • External rewards & penalties. • Manager adopts Authoritarian style. 'Theory X' • Highlights motivating role of job satisfaction. • Allows workers to approach tasks creatively. • Manager adapts Facilitative style. 'Theory Y‘ 9.1 Plan HR Management ->T&T->Organizational Theory
  33. 33. By: Anand Bobade (nmbobade@gmail.com) Organizational Theory Theory Z (Dr. William Ouchi) Focused on increasing employee loyalty to company. Strong focus on well-being of employee, both on and off the job. Provide a job for life. 9.1 Plan HR Management ->T&T->Organizational Theory
  34. 34. By: Anand Bobade (nmbobade@gmail.com) Organizational Theory Expectancy Theory ( By: Victor Vroom) Explains the behavioural process of “Why individuals choose one behavioural option over another”. People are motivated by outcome. There is Positive correlation between efforts & performance. Behaviour is result of conscious choices. 9.1 Plan HR Management ->T&T->Organizational Theory Employee performance is based on: Knowledge Personality Skills Abilities Experience
  35. 35. By: Anand Bobade (nmbobade@gmail.com) Organizational Theory 9.1 Plan HR Management ->T&T->Organizational Theory Expectancy (Effort → Performance ) Instrumentality (Performance → Outcome ) Valence (Outcome → Reward) • Belief that one's effort (E) will result in attainment of desired performance (P) goals. Expectancy: • Belief that a person will receive a reward if the performance expectation is met. Instrumentality: • Value an individual places on rewards of an outcome, which is based on their needs, goals, values & motivation sources. Valence:
  36. 36. By: Anand Bobade (nmbobade@gmail.com) Organizational Theory Herzberg's motivation-hygiene theory (Two-factor theory) There are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. 9.1 Plan HR Management ->T&T->Organizational Theory Absence lead to dissatisfaction Company Policy Supervision Relationship with Boss Work conditions Salary Relationship with peers Factors that lead to satisfaction Achievement Recognition Work itself Responsibility Advancement Growth Presence doesn't lead to satisfaction
  37. 37. By: Anand Bobade (nmbobade@gmail.com) HR Management Plan 9.1 Plan Human Resource Management->Output
  38. 38. By: Anand Bobade (nmbobade@gmail.com) HR Management Plan How roles & responsibilities, reporting relationships, & staff management will be addressed & structured. HR Management Plan Roles and responsibilities Project organization charts Staffing management plan 9.1 Plan Human Resource Management->Output Roles & Responsibilities: Role Responsibility Competency Authority
  39. 39. By: Anand Bobade (nmbobade@gmail.com) HR Management Plan • Function to be performed by a project team member. E.g., Testing. Role: • Specific work a member is expected to perform as part of the project. E.g., Test Module A. Responsibility (Duties): • The skill and capacity required to complete assigned activities within the project constraints. Competency: • Right to apply resources, make decisions, and sign approvals. Authority should match individual responsibilities. Authority 9.1 Plan Human Resource Management->Output
  40. 40. By: Anand Bobade (nmbobade@gmail.com) HR Management Plan 9.1 Plan Human Resource Management->Output Staffing management plan: • Describes when and how project team members will be acquired and how long they will be needed. • Acquire within the organization or from outside Staff acquisition: • Identify working days & shifts on which each specific resource is available. Resource calendars: • Illustrates number of hours a person, or a department will be needed in a given time period. Resource histogram:
  41. 41. By: Anand Bobade (nmbobade@gmail.com) HR Management Plan • When & how team members are released from a project. • Costs associated with those resources are no longer with project. Release plan: • Develop training plan, if resources assigned need training to take up the project tasks. Training needs • Clear criteria for rewards and a planned system for their use. Recognition and rewards • Strategies for complying with applicable government regulations, union contracts & HR policies. Compliance • Policies and procedures that protect team members from hazards Safety 9.1 Plan Human Resource Management->Output
  42. 42. By: Anand Bobade (nmbobade@gmail.com) HR Management Plan 9.1 Plan Human Resource Management->Output Project organization charts: • Identifies positions and reporting relationships. Project Governance Board Project Manager Business Process SME Business Analyst Technical System analyst Architect Technical Lead Developers Testers Project Management staff Project co- ordinator Risk Management expert PMO analyst Contract Management Finance
  43. 43. By: Anand Bobade (nmbobade@gmail.com) HR Management Plan 9.1 Plan Human Resource Management->Output Resource histogram example:
  44. 44. By: Anand Bobade (nmbobade@gmail.com) 9.1 Plan Human Resource Management->Process Flow
  45. 45. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com) 9.1 Plan Human Resource Management -> Review Plan Human Resource Management Definition HR Management plan Tuckman's team building theory Organizational Theory Resource Histogram Resource breakdown structure
  46. 46. By: Anand Bobade (nmbobade@gmail.com) Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions
  47. 47. By: Anand Bobade (nmbobade@gmail.com) 9.1 Plan Human Resource Management • Identifying & documenting project roles, responsibilities, required skills, reporting relationships, & creating a staffing engagement plan. 9.2 Acquire Project Team • Confirming human resource availability and obtaining the team necessary to complete project activities. 9.3 Develop Project Team • Improving competencies, team member interaction, and overall team environment to enhance project performance. 9.4 Manage Project Team • Tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. Introduction –Human Resource Management Processes
  48. 48. By: Anand Bobade (nmbobade@gmail.com) 9.2 Acquire Project Team Finding Right resources for the right position on the Project Follow normal hiring process specific to Project. Negotiate with Line Managers to get required internal resources.
  49. 49. By: Anand Bobade (nmbobade@gmail.com) 9.2 Acquire Project Team Project Manager may or may not have direct control over team member selection due to: Matrix project environment Internal or external reporting relationships Subcontractor personals Collective bargaining agreements
  50. 50. By: Anand Bobade (nmbobade@gmail.com) Confirming human resource availability and obtaining team, necessary to complete project activities. Confirming Human Resource Availability Obtaining the Team 9.2 Acquire Project Team -> Definition Complete project activities
  51. 51. By: Anand Bobade (nmbobade@gmail.com) The key benefit consists of, outlining & guiding team selection and responsibility assignment, to obtain a successful team. Outlining & Guiding Team Selection Responsibility assignment 9.2 Acquire Project Team Obtaining a successful team
  52. 52. By: Anand Bobade (nmbobade@gmail.com) Inputs (3) • HR Management Plan • Enterprise Environmental Factors • Organizational Process Assets. Tools & Techniques(5) • Pre-assignment • Negotiation • Acquisition • Virtual teams • Multi-criteria decision analysis Outputs(3) • Project Staff Assignments • Resource Calendars • PMP Updates 9.2 Acquire Project Team-> ITTO
  53. 53. By: Anand Bobade (nmbobade@gmail.com) HR Management Plan Enterprise Environmental Factors Organizational Process Assets. 9.2 Acquire Project Team-> Input
  54. 54. By: Anand Bobade (nmbobade@gmail.com) HR Management Plan Describes how the roles & responsibilities, reporting relationships, and staff management will be addressed & structured. HR Management Plan Roles and responsibilities Project organization charts Staffing management plan 9.2 Acquire Project Team-> Input -> HR Management Plan Before creating final schedule “resource availability” has to be confirmed.
  55. 55. By: Anand Bobade (nmbobade@gmail.com) Enterprise Environmental Factors 9.2 Acquire Project Team-> Input -> EEF • Who are available and when?Availability • What competencies are possessed by resource pool?Ability • Have candidates done similar work? How was the performance?Experience • Are candidates interested to work on this project?Interest • Resource rates?Cost
  56. 56. By: Anand Bobade (nmbobade@gmail.com) Organizational Process Assets Standard Policies Templates for organizational charts Role / Position descriptions Lessons learned organizational structures that have worked in previous projects Escalation procedures 9.2 Acquire Project Team- >Inputs->OPA
  57. 57. By: Anand Bobade (nmbobade@gmail.com) Pre-assignment Negotiation Acquisition 9.2 Acquire Project Team-> T&T Virtual teams Multi-Criteria Decision Analysis
  58. 58. By: Anand Bobade (nmbobade@gmail.com) Pre-assignment Selection in advance. Reflect expertise defined in project charter: Key SME on the Project Architect Involved during Proposal Best PM to manage Critical Project 9.2 Acquire Project Team-> T&T -> Pre-assignment
  59. 59. By: Anand Bobade (nmbobade@gmail.com) Negotiation Process to resolving disputes through consultations between involved parties. Ability to negotiate will increase chances of project success. PM has to constantly negotiate for appropriate, scarce, specialized, qualified, certified human resources from: Internal Line managers External organizations • Vendors, Suppliers & Contractors 9.2 Acquire Project Team-> T&T -> Negotiation
  60. 60. By: Anand Bobade (nmbobade@gmail.com) Negotiation Functional Managers • Communicate & get resource commitments Management • Explain benefits w.r.t resource cost Vendors, Contractors • Involve HR. Clearly define Roles and responsibilities Other PM’s • To get scared shared resources Negotiate with 9.2 Acquire Project Team-> T&T -> Negotiation
  61. 61. By: Anand Bobade (nmbobade@gmail.com) Acquisition Obtaining human & material resources necessary to perform project activities. (Here refers to Human’s) Reasons for acquisition: Resource unavailability. Augment existing skills. New/External technology. Lack of required project skills. 9.2 Acquire Project Team-> T&T -> Acquisition Resources can be acquire from outside: Contract employees Consultants Outsourcing to other organizations
  62. 62. By: Anand Bobade (nmbobade@gmail.com) Virtual teams It is a collection of task-driven members separated by geographic space. Reasons for building Virtual Teams: Add special expertise. Incorporate employees who work from home offices. Form teams who work in different shifts, hours or days. Include people with mobility limitations or disabilities. Enable projects to move forward, which would have been ignored due to travel expenses. 9.2 Acquire Project Team-> T&T -> Virtual teams
  63. 63. By: Anand Bobade (nmbobade@gmail.com) Virtual teams Technology in Virtual team Teleconferencing / Voice over IP Video Conferencing / Web Conferencing Desktop sharing Chat / Email Collaboration tools ( Document management) Challenges of Virtual team Poor communication medium Difficult to establish trust Challenging conflict management Technology cost can be high Individuals often feel isolated 9.2 Acquire Project Team-> T&T -> Virtual teams Good communication is critical for virtual team.
  64. 64. By: Anand Bobade (nmbobade@gmail.com) Multi-Criteria Decision Analysis Utilizes a decision matrix to provide analytical approach to evaluate & rank team members. Following weighted criteria may be used. (Weightage is used to reflect importance) Availability Cost Experience Ability Knowledge Skills Attitude International factors 9.2 Acquire Prj. team->T&T->Multi-Criteria Decision Analysis
  65. 65. By: Anand Bobade (nmbobade@gmail.com) Project Staff Assignments Resource Calendars PMP Updates 9.2 Acquire Project Team-> Outputs
  66. 66. By: Anand Bobade (nmbobade@gmail.com) Project Staff Assignments Staffs project by assigning specific individuals to project roles and responsibilities 9.2 Acquire Project Team->Output->Project Staff Assignments
  67. 67. By: Anand Bobade (nmbobade@gmail.com) Resource Calendars Documents time periods of availability of each member Reflects scheduling conflicts, vacation & other projects commitments. Enables building final human resource budget. 9.2 Acquire Project Team-> Output -> Resource Calendars
  68. 68. By: Anand Bobade (nmbobade@gmail.com) PMP Updates Revised Staffing Management Plan. Reflect realities of individual availabilities, competencies & workloads. Continuing updates should reflect promotions, retirements, illnesses, performance issues, and changing workloads. 9.2 Acquire Project Team-> Output
  69. 69. By: Anand Bobade (nmbobade@gmail.com) 9.2 Acquire Project Team-> Process Flow
  70. 70. By: Anand Bobade (nmbobade@gmail.com) Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions
  71. 71. By: Anand Bobade (nmbobade@gmail.com) 9.1 Plan Human Resource Management • Identifying & documenting project roles, responsibilities, required skills, reporting relationships, & creating a staffing engagement plan. 9.2 Acquire Project Team • Confirming human resource availability and obtaining the team necessary to complete project activities. 9.3 Develop Project Team • Improving competencies, team member interaction, and overall team environment to enhance project performance. 9.4 Manage Project Team • Tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. Introduction –Human Resource Management Processes
  72. 72. By: Anand Bobade (nmbobade@gmail.com) 9.3 Develop Project Team Training Team Building Atmosphere for project success
  73. 73. By: Anand Bobade (nmbobade@gmail.com) 9.3 Develop Project Team Team Building is essential Start early Continue throughout the project lifecycle Develop team Process: Neglected by many Project managers & Organizations PM has to use soft skills to succeed It helps building team trust & unity
  74. 74. By: Anand Bobade (nmbobade@gmail.com) Improving competencies, team member interaction, & team environment to enhance project performance. 9.3 Develop Project Team -> Definition Project Performance Competencies Team Member Interaction Overall Team Environment Improving Enhance
  75. 75. By: Anand Bobade (nmbobade@gmail.com) It results in improved teamwork, enhanced people skills & competencies, motivated employees, reduced staff turnover rates, & improved overall project performance. Improved teamwork Enhanced people skills Enhanced competencies Motivated employees Reduced staff turnover rates Project Performance 9.3 Develop Project Team
  76. 76. By: Anand Bobade (nmbobade@gmail.com) Inputs (3) • HR Management Plan • Project Staff Assignments • Resource Calendars Tools & Techniques(7) • Interpersonal Skills • Training • Team-building Activities • Ground Rules • Colocation • Recognition & Rewards • Personnel Assessment Tools Outputs(2) • Team Performance Assessments • EEF Updates 9.3 Develop Project Team -> ITTO
  77. 77. By: Anand Bobade (nmbobade@gmail.com) HR Management Plan Project Staff Assignments Resource Calendars 9.3 Develop Project Team -> Inputs
  78. 78. By: Anand Bobade (nmbobade@gmail.com) Interpersonal Skills Training Team-building Activities Ground Rules Colocation Recognition & Rewards Personnel Assessment Tools 9.3 Develop Project Team -> T&T
  79. 79. By: Anand Bobade (nmbobade@gmail.com) Interpersonal Skills Ability to establish & maintain relationships with people. Also known as soft skills, these are behavioral competencies that are quite valuable. Communication skills Emotional intelligence Conflict resolution Negotiation Influence Team building Group facilitation 9.3 Develop Project Team -> T&T->Interpersonal Skills The project management team can .. Use emotional intelligence to reduce tension Increase cooperation by identifying, assessing, and controlling the sentiments of project team members
  80. 80. By: Anand Bobade (nmbobade@gmail.com) 9.3 Develop Project Team -> T&T->Training Training includes all activities designed to enhance the competencies of the project team members Can be formal or informal. Training costs could be included in the project budget, or supported by the organization if the added skills may be useful for future projects. Examples of training methods include classroom, online, computer-based, on-the-job training from another project team member, mentoring, and coaching Training
  81. 81. By: Anand Bobade (nmbobade@gmail.com) 9.3 Develop Project Team -> T&T-> Team building The objective of team-building activities is to help individual team members work together effectively These are particularly valuable when team members operate from remote locations Team-building Activities
  82. 82. By: Anand Bobade (nmbobade@gmail.com) 9.3 Develop Project Team -> T&T-> Team building Forming •The team meets and learns about the project and their roles and responsibilities •Team members tend to be independent and not as open Storming •Team begins to address the project work •If team members are not collaborative and open, the environment can become counterproductive Norming •Team members begin to work together and adjust their work habits and behaviors to support the team •The team members learn to trust each other Performing •Teams that reach the performing stage function as a well-organized unit •They are interdependent and work through issues smoothly and effectively Adjourning •Team completes the work and moves on from the project •This typically occurs when staff is released from the project
  83. 83. By: Anand Bobade (nmbobade@gmail.com) Personnel Assessment Tools Provide insight into areas of strength & weaknesses Help asses teams preferences & aspirations Tools: • Attitude surveys Structured interviews • Specific assessments • Ability tests • Focus group 9.3 Develop Project Team -> T&T->Personnel Assessment Tools
  84. 84. By: Anand Bobade (nmbobade@gmail.com) Team Performance Assessments EEF Updates 9.3 Develop Project Team -> Outputs
  85. 85. By: Anand Bobade (nmbobade@gmail.com) 9.3 Develop Project Team -> Outputs9.3 Develop Project Team -> Outputs->Team Performance Assessments Improved skills leading to effective task executions Improved competencies leading better team performance Reduced staff turnover rate Increased team cohesiveness (share information, help each other) Team Performance Assessments Asses Project team effectiveness Team development: Training Team Building Co-location PM Team Team performance assessment criteria
  86. 86. By: Anand Bobade (nmbobade@gmail.com) 9.3 Develop Project Team -> Process Flow
  87. 87. By: Anand Bobade (nmbobade@gmail.com) Introduction –Human Resource Management Processes 9.1 Plan Human Resource Management • Identifying & documenting project roles, responsibilities, required skills, reporting relationships, & creating a staffing engagement plan. 9.2 Acquire Project Team • Confirming human resource availability and obtaining the team necessary to complete project activities. 9.3 Develop Project Team • Improving competencies, team member interaction, and overall team environment to enhance project performance. 9.4 Manage Project Team • Tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.
  88. 88. By: Anand Bobade (nmbobade@gmail.com) 9.4 Manage Project Team Tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance It influences team behavior, manages conflict, resolves issues, and appraises team member performance. Manage Project Team Tracking Performance Providing Feedback Resolving Issues Team changes Optimizeproject performance. Team Behavior Manages Conflict Resolves Issues Appraises Performance
  89. 89. By: Anand Bobade (nmbobade@gmail.com) 9.4 Manage Project Team -> ITTO Inputs (6) • HR Management Plan • Project Staff Assignments • Team Performance Assessments • Issue log • Work Performance Reports • Organizational Process Assets Tools & Techniques(4) • Observation & Conversation • Project Performance Appraisals • Conflict Management • Interpersonal Skills Outputs(5) • Change Requests • PMP Updates • Project Documents Updates • EEF Updates • OPA Updates
  90. 90. By: Anand Bobade (nmbobade@gmail.com) HR Management Plan Project Staff Assignments Team Performance Assessments 9.4 Manage Project Team -> Input Issue log Work Performance Reports Organizational Process Assets
  91. 91. By: Anand Bobade (nmbobade@gmail.com) Observation & Conversation Project Performance Appraisals Conflict Management Interpersonal Skills 9.4 Manage Project Team -> T&T
  92. 92. By: Anand Bobade (nmbobade@gmail.com) Conflict Management Withdraw/Avoid Smooth/Accommodate Compromise/Reconcile Force/Direct Collaborate/Problem Solve 9.4 Manage Project Team -> T&T->conflict Management
  93. 93. By: Anand Bobade (nmbobade@gmail.com) Conflict Management Withdraw/Avoid Smooth/Accommodate Compromise/Reconcile Force/Direct Collaborate/Problem Solve Withdraw/Avoid • When stakes are low. • The stakeholders involved in the conflict are not important. • The issue is not worth investing your time. • The issue will disappear on its own after some time. • When you want to give parties some cooling time. Smooth/Accommodate • When you are very busy and have no time. • You need a temporary solution to the problem. 9.4 Manage Project Team -> T&T->conflict Management
  94. 94. By: Anand Bobade (nmbobade@gmail.com) Conflict Management Compromise/Reconcile • All parties involved in the conflict need to win. • You have an equal relationship with them. • When Collaborative and Forcing techniques do not work. • When you need a temporary solution to move forward quickly. Force/Direct • When stakes are high and you need an immediate solution. • When you know one party is right and don’t have time to investigate. • The stakeholders involved in the conflict and not very important. • The relationship with them is not important. Collaborate/Problem Solve • When you want to incorporate multiple views. • The people involved in the conflict are very influential. • For a particular issue when consensus is required. 9.4 Manage Project Team -> T&T->conflict Management
  95. 95. By: Anand Bobade (nmbobade@gmail.com) Interpersonal Skills Setting Expectations Persuading Motivating Coaching Negotiating Resolving Conflict Summarizing 9.4 Manage Project Team -> T&T-> Interpersonal skills
  96. 96. By: Anand Bobade (nmbobade@gmail.com) Change Requests PMP Updates Project Documents Updates 9.4 Manage Project Team -> Output EEF Updates OPA Updates
  97. 97. By: Anand Bobade (nmbobade@gmail.com) 9.4 Manage Project Team -> Process Flow
  98. 98. By: Anand Bobade (nmbobade@gmail.com)
  99. 99. By: Anand Bobade (nmbobade@gmail.com) Additional Resources

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