Área de Conocimiento 06, Gestión de Recursos Humanos

1. Chapter
7:
Project
Human
Resource
Management
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&
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Project
Management
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Management
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2. Overview
Ini%a%ng
process
group
Planning
process
group
Execu%ng
process
group
Monitoring
&
controlling
process
group
Closing
process
group
Project
human
resource
management
• Plan
Human
Resource
Management
• Acquire
Project
Team
• Develop
Project
Team
• Manage
Project
Team
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Management
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3. Overview
• Managing
and
leading
the
project
team
includes:
– Influencing
the
project
team.
The
project
manager
needs
to
be
aware
of
and
influence,
when
possible,
human
resource
factors
that
may
impact
the
project.
These
factors
includes
team
environment,
geographical
locaQons
of
team
members,
communicaQons
among
stakeholders,
internal
and
external
poliQcs,
cultural
issues,
organizaQonal
uniqueness,
and
others
factors
that
may
alter
project
performance.
– Professional
and
ethical
behavior.
The
project
management
team
should
be
aware
of,
subscribe
to,
and
ensure
that
all
team
members
follow
professional
and
ethical
behavior.
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Management
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4. Plan
HR
management
• The
process
of
idenQfying
and
documenQng
project
roles,
responsibiliQes,
required
skills,
reporQng
relaQonships,
and
creaQng
a
staffing
management
plan.
The
key
benefit
of
this
process
is
that
it
establishes
project
roles
and
responsibiliQes,
project
organizaQon
charts,
and
the
staffing
management
plan
including
the
Qmetable
for
staff
acquisiQon
and
release.
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Project
Management
Fundamentals
4
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
9-­‐2
Page
258.

5. Inputs
1. Project
Management
Plan
– The
informaQon
used
for
the
development
of
the
human
resource
management
plan
includes:
the
project
life
cycle
and
the
processes
that
will
be
applied
to
each
phase,
how
work
will
be
executed
to
accomplish
the
project
objecQves,
a
change
management
plan
that
documents
how
changes
will
be
monitored
and
controlled,
a
configuraQon
management
plan
that
documents
how
configuraQon
management
will
be
performed,
how
integrity
of
the
project
baselines
will
be
maintained,
and
needs
and
methods
of
communicaQon
among
stakeholders.
2. Ac%vity
Resource
Requirements
3. Enterprise
Environmental
Factors
– Include
organizaQonal
culture
and
structure,
exisQng
human
resources,
geographical
dispersion
of
team
members,
personnel
administraQon
policies,
and
marketplace
condiQons.
4. Organiza%onal
Process
Assets
– Include
organizaQonal
standard
processes,
policies,
and
role
descripQons;
templates
for
organizaQonal
charts
and
posiQon
descripQons;
lessons
learned
on
organizaQonal
structures
that
have
worked
in
previous
projects;
and
escalaQon
procedures
for
handling
issues
within
the
team
and
within
the
performing
organizaQon.
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Management
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6. Tools
and
techniques(1/2)
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Management
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A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
9-­‐4
Page
261
and
Figure
9-­‐5
Page
262..
1. OrganizaQon
Charts
and
PosiQon
DescripQons

7. Tools
and
techniques
2. Networking
3. OrganizaQonal
Theory
– OrganizaQonal
theory
provides
informaQon
regarding
the
way
in
which
people,
teams,
and
organizaQonal
units
behave.
– It
is
important
to
recognize
that
different
organizaQonal
structures
have
different
individual
response,
individual
performance,
and
personal
relaQonship
characterisQcs.
Also,
applicable
organizaQonal
theories
may
recommend
exercising
a
flexible
leadership
style
that
adapts
to
the
changes
in
a
team’s
maturity
level
throughout
the
project
life
cycle.
4. Expert
Judgment
5. MeeQngs
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Management
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8. Outputs
1. Human
Resource
Management
Plan
– Roles
and
responsibiliQes.
– Project
organizaQon
charts.
– Staffing
management
plan.
• Staff
acquisiQon.
• Staff
acquisiQon.
• Staff
release
plan
• Training
needs.
• RecogniQon
and
rewards.
• Compliance.
• Safety.
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Management
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9. Acquire
project
team
• The
process
of
confirming
human
resource
availability
and
obtaining
the
team
necessary
to
complete
project
acQviQes.
The
key
benefit
of
this
process
consists
of
outlining
and
guiding
the
team
selecQon
and
responsibility
assignment
to
obtain
a
successful
team.
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Project
Management
Fundamentals
9
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
9-­‐7
Page
267.

10. Inputs
1. Human
Resource
Management
Plan
– provides
guidance
on
how
project
human
resources
should
be
idenQfied,
staffed,
managed,
and
eventually
released.
2. Enterprise
Environmental
Factors
– include
exisQng
informaQon
on
human
resources
including
availability,
competency
levels,
prior
experience,
interest
in
working
on
the
project
and
their
cost
rate;
personnel
administraQon
policies
such
as
those
that
affect
outsourcing;
organizaQonal
structure;
and
colocaQon
or
mulQple
locaQons.
3. OrganizaQonal
Process
Assets
– include
organizaQonal
standard
policies,
processes,
and
procedures.
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Management
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11. Tools
and
techniques
1. Pre-­‐assignment
– Resources
who
are
assigned
in
advance
2. NegoQaQon
– For
gaining
resources
within
the
organizaQon
or
external
vendors,
suppliers,
contractors,
etc
(in
contract
situaQon)
3. AcquisiQon
– Acquiring/hiring
from
outside
resources
(outsource)
4. Virtual
teams
– Think
the
possibiliQes
of
having
group
of
people
even
ligle
or
no
Qme
spent
to
meet
face
to
face.
5. MulQ-­‐Criteria
Decision
Analysis
– Some
examples
of
selecQon
criteria
that
can
be
used
to
score
team
members:
availability,
cost,
experience,
ability,
knowledge,
skills,
ahtude,
internaQonal
factors.
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Management
Fundamentals
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12. Outputs
1. Project
Staff
Assignments
– The
documentaQon
of
these
assignments
can
include
a
project
team
directory,
memos
to
team
members,
and
names
inserted
into
other
parts
of
the
project
management
plan,
such
as
project
organizaQon
charts
and
schedules.
2. Resource
Calendars
3. Project
Management
Plan
Updates
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Management
Fundamentals
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13. Develop
project
team
• The
process
of
improving
competencies,
team
member
interacQon,
and
overall
team
environment
to
enhance
project
performance.
The
key
benefit
of
this
process
is
that
it
results
in
improved
teamwork,
enhanced
people
skills
and
competencies,
moQvated
employees,
reduced
staff
turnover
rates,
and
improved
overall
project
performance.
Copyright@STEVBROS
Project
Management
Fundamentals
13
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
9-­‐9
Page
273.

14. Inputs
1. Human
Resource
Management
Plan
– provides
guidance
on
how
project
human
resources
should
be
defined,
staffed,
managed,
controlled,
and
eventually
released.
It
idenQfies
training
strategies
and
plans
for
developing
the
project
team.
2. Project
Staff
Assignments
3. Resource
Calendars
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Management
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15. Tools
and
techniques
1. Interpersonal
Skills
– someQmes
known
as
“sok
skills,”
are
behavioral
competencies
that
include
proficiencies
such
as
communicaQon
skills,
emoQonal
intelligence,
conflict
resoluQon,
negoQaQon,
influence,
team
building,
and
group
facilitaQon.
These
sok
skills
are
valuable
assets
when
developing
the
project
team.
2. Training
3. Team-­‐Building
AcQviQes
(refer
to
Tuckman
model
at
slide)
4. Ground
Rules
5. ColocaQon
– also
referred
to
as
“Qght
matrix,”
involves
placing
many
or
all
of
the
most
acQve
project
team
members
in
the
same
physical
locaQon
to
enhance
their
ability
to
perform
as
a
team.
– ColocaQon
strategies
can
include
a
team
meeQng
room
(someQmes
called
“war
room”),
places
to
post
schedules,
and
other
conveniences
that
enhance
communicaQon
and
a
sense
of
community.
RecogniQon
and
Rewards
6. RecogniQon
and
Rewards
7. Personnel
Assessment
Tools
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Management
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16. Tuckman
model
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Management
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Forming
Storming
Norming
Performing
Adjourning
Low
High
Conflict
Performance
Also
called
Tuckman
ladder
(Tuckman,
1965;
Tuckman
&
Jensen,
1977)

17. Outputs
1. Team
Performance
Assessments
– The
evaluaQon
of
a
team’s
effecQveness
may
include
indicators
such
as:
• Improvements
in
skills
that
allow
individuals
to
perform
assignments
more
effecQvely,
• Improvements
in
competencies
that
help
the
team
perform
beger
as
a
team,
• Reduced
staff
turnover
rate,
and
• Increased
team
cohesiveness
where
team
members
share
informaQon
and
experiences
openly
and
help
each
other
to
improve
the
overall
project
performance.
2. Enterprise
Environmental
Factors
Updates
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18. Manage
project
team
• The
process
of
tracking
team
member
performance,
providing
feedback,
resolving
issues,
and
managing
team
changes
to
opQmize
project
performance.
The
key
benefit
of
this
process
is
that
it
influences
team
behavior,
manages
conflict,
resolves
issues,
and
appraises
team
member
performance.
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Management
Fundamentals
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A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
9-­‐11
Page
279.

19. Inputs
1. Human
Resource
Management
Plan
– Include
roles
and
responsibiliQes,
project
organizaQon,
and
staffing
management
plan.
2. Project
Staff
Assignments
– provide
documentaQon,
which
includes
the
list
of
project
team
members.
3. Team
Performance
Assessments
– by
conQnually
assessing
the
project
team’s
performance,
acQons
can
be
taken
to
resolve
issues,
modify
communicaQon,
address
conflict,
and
improve
team
interacQon.
4. Issue
Log
5. Work
Performance
Reports
– the
current
project
status
compared
to
project
forecasts.
6. OrganizaQonal
Process
Assets
– Such
as
cerQficates
of
appreciaQon,
newslegers,
websites,
bonus
structures,
corporate
apparel,
and
other
organizaQonal
perquisites.
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Management
Fundamentals
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20. Tools
and
techniques
1. ObservaQon
and
ConversaQon
– ObservaQon
and
conversaQon
are
used
to
stay
in
touch
with
the
work
and
ahtudes
of
project
team
members.
The
project
management
team
monitors
p r o g r e s s
t o w a r d
p r o j e c t
d e l i v e r a b l e s ,
accomplishments
that
are
a
source
of
pride
for
team
members,
and
interpersonal
issues.
2. Project
Performance
Appraisals
3. Conflict
Management
(details
at
next
slides)
4. Interpersonal
Skills
– Such
as
leadership,
influencing,
effecQve
decision
making
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Management
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21. Conflict
management
• 3
common
sources
of
conflict
are:
scarce
resources,
scheduling
priori9es,
and
personal
work
styles.
• Different
project
managers
may
uQlize
different
conflict
resoluQon
methods.
Factors
that
influence
conflict
resoluQon
methods
include:
– relaQve
importance
and
intensity
of
the
conflict,
– Qme
pressure
for
resolving
the
conflict,
– posiQon
taken
by
persons
involved,
– and
moQvaQon
to
resolve
conflict
on
a
long-­‐term
or
a
short-­‐term
basis.
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Management
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22. Conflict
management
5
general
techniques
for
resolving
conflict:
– Withdraw/Avoid:
RetreaQng
from
an
actual
or
potenQal
conflict
situaQon;
postponing
the
issue
to
be
beger
prepared
or
to
be
resolved
by
others.
– Smooth/Accommodate:
Emphasizing
areas
of
agreement
rather
than
areas
of
difference;
conceding
one’s
posiQon
to
the
needs
of
others
to
maintain
harmony
and
relaQonships.
– Compromise/Reconcile:
Searching
for
soluQons
that
bring
some
degree
of
saQsfacQon
to
all
parQes
in
order
to
temporarily
or
parQally
resolve
the
conflict.
–
Force/Direct:
Pushing
one’s
viewpoint
at
the
expense
of
others;
offering
only
win-­‐lose
soluQons,
usually
enforced
through
a
power
posiQon
to
resolve
an
emergency.
– Collaborate/Problem
Solve:
IncorporaQng
mulQple
viewpoints
and
insights
from
differing
perspecQves;
requires
a
cooperaQve
ahtude
and
open
dialogue
that
typically
leads
to
consensus
and
commitment.
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Management
Fundamentals
22

23. Outputs
1. Change
Requests
– Staffing
changes,
whether
by
choice
or
by
uncontrollable
events,
can
affect
the
rest
of
the
project
management
plan
2. Project
Management
Plan
Updates
3. Project
Documents
Updates
– Such
as
issue
log,
roles
descripQon,
and
project
staff
assignments
4. Enterprise
Environmental
Factors
Updates
– Such
as
input
to
organizaQonal
performance
appraisals,
and
personnel
skill
updates.
5. OrganizaQonal
Process
Assets
Updates
– Such
as
historical
informaQon
and
lessons
learned
documentaQon,
templates,
and
organizaQonal
standard
processes.
Copyright@STEVBROS
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Management
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24. Summary
• Staffing
management
plan
• Techniques
of
the
Acquire
Project
Team
process
• Tuckman
model
• Common
sources
of
conflict
• Conflict
management
techniques
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Management
Fundamentals
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25. QuesQons
for
review
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Management
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• You
did
the
good
job
at
this
chapter.
Please
complete
quesQons
for
review
before
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to
next
chapter.