1. Project Human Resource Management
Mudassar Saleem 10-SE-138
Syed Haris 10-SE-74
Jahangir Shams 10-SE-144
Muhammad Yousuf 10-SE-18
Muhammad Danial 10-SE-114

2. Human Resource and
Human Resource Management
• Human Resources (HR) is the set of individuals (people) who
make up the workforce of an organization, business sector or an
economy.
– "Human Capital" is sometimes used synonymously with
human resources, although human capital typically refers to a
more narrow view; i.e., the knowledge the individuals
embody and can contribute to an organization.
• Human Resource Management (HRM) is the process of
acquiring, training, appraising, and compensating employees, and
of attending to their labor relations, health and safety, and
fairness concerns.

3. Project Human Resource Management
• Include the process that organize, manage, and lead the project
team.
• Making the most effective use of the people involved with a
project.
• Early involvement and participation of team members benefits:
– add their expertise during the planning process
– strengthens their commitment
• Tips: Understand clearly the role and responsibilities of Project
Sponsor/Initiator, the team, stakeholders, functional manager, PM, portfolio
manager, program manager

4. Project Human Resource Management:
Processes
Knowledge
Area
Process
Initiating Planning Executing
Monitoring
& Contol
Closing
Human
Resource
Develop Human
Resource Plan
Acquire Project Team
Develop Project Team
Manage Project Team
Enter phase/
Start project
Exit phase/
End project
Initiating
Processes
Closing
Processes
Planning
Processes
Executing
Processes
Monitoring &
Controlling Processes

5. Project Human Resource Management:
Processes
• Processes include:
– Human Resource Planning: Identifying and documenting
project roles, responsibilities, and reporting relationships.
– Acquiring The Project Team: Getting the needed personnel
assigned to and working on the project.
– Developing The Project Team: Building individual and group
skills to enhance project performance.
– Managing The Project Team: Tracking team member
performance, motivating team members, providing timely
feedback, resolving issues and conflicts, and coordinating
changes to help enhance project performance.

6. Keys to Managing People
• Psychologists and management theorists have devoted much
research and thought to the field of managing people at work.
• Important areas related to project management include:
– Motivation theories
– Influence and power
– Effectiveness

7. • Intrinsic motivation causes people to participate in an activity
for their own enjoyment.
• Extrinsic motivation causes people to do something for a
reward or to avoid a penalty.
• For example, some children take piano lessons for intrinsic
motivation (they enjoy it) while others take them for extrinsic
motivation (to get a reward or avoid punishment).
Motivation Theory: Intrinsic and Extrinsic
Motivation

8. • Abraham Maslow argued that human beings possess unique
qualities that enable them to make independent choices, thus
giving them control of their destiny.
• Maslow developed a hierarchy of needs, which states that
people’s behaviors are guided or motivated by a sequence of
needs.
Motivation Theory: Maslow’s Hierarchy of Needs

9. Motivation Theory: Maslow’s Hierarchy of Needs
Image source: http://theskooloflife.com/wordpress/self-actualization-in-the-maslow-hierarchy/
Basic Needs
Higher Level of
Needs

10. • Frederick Herzberg wrote several famous books and articles
about worker motivation. He distinguished between:
– Motivational factors: Achievement, recognition, the work
itself, responsibility, advancement, and growth. These
factors produce job satisfaction.
– Hygiene factors: Larger salaries, more supervision, and a
more attractive work environment. These factors cause
dissatisfaction if not present, but do not motivate workers
to do more.
Motivation Theory: Herzberg’s Motivational
and Hygiene Factors

11. Motivation Theory: Two Factors Theory
• Herzberg’s Theory
– Job dissatisfaction due to lack of hygiene factors
– Job satisfaction due to motivation factors
Hygiene Factors
- Working condition
- Salary
- Personal life
- Relationship at work
- Security
- Status
Motivation Factors
- Responsibility
- Self actualization
- Professional growth
- Recognition

12. Motivation Theory: Acquired Needs Theory
• David McClelland’s Theory
People are motivated by one of the three needs
Needs Behavioral Style
Achievement
(N-Ach)
 These people should be given projects that are
challenging but are reachable
 They like recognition
Affiliation
(N-Affil)
 These people work best when cooperating with
others
 They seek approval rather than recognition
Power
(N-Pow)
 People whose need for power is socially
oriented, should be allowed to manager others
 These people like to organize and influence
others

13. Motivation Theory: McGregor’s X & Y Theory
• Theory X
– People tends to be negative, passive e.g.
incapable, avoid responsibility, need to be
watched
– Extrinsic Motivation
• Theory Y
– People tends to be positive e.g. want to achieve, willing to
work without supervision, can direct their own effort
– Intrinsic Motivation

14. • Power is the potential ability to influence behavior to get
people to do things they would not otherwise do.
• Types of power include:
– Coercive power
– Legitimate power
– Expert power
– Reward power
– Referent power
Power

15. • Project managers can apply Covey’s seven habits to improve
effectiveness on projects.
– Be proactive.
– Begin with the end in mind.
– Put first things first.
– Think win/win.
– Seek first to understand, then to be understood.
– Synergize.
– Sharpen the saw.
Improving Effectiveness: Covey’s Seven Habits

16. 1. Develop Human Resource Plan
• The process of identifying and documenting project
roles, responsibilities, and required skills, reporting relationships
and creating a staffing management plan.
Inputs
1. Activity resource
requirements
2. Enterprise
environmental factors
3. Organizational process
assets
Tools &
Techniques
1. Organization charts and
position descriptions
2. Networking
3. Organizational theory
Outputs
1. Human resource plan
.

17. • Teams are used throughout software production
– Especially during implementation
• Two extreme approaches to team organization
– Democratic teams (Weinberg, 1971)
– Chief programmer teams (Brooks, 1971; Baker, 1972)
Team Organization

18. Democratic Team Approach
• Basic underlying concept—egoless programming
• Egoless programming
– Restructure the social environment
– Restructure programmers’ values
– Encourage team members to find faults in code
– A fault must be considered a normal and accepted event
– The team as whole will develop an ethos, group identity
– Modules will “belong” to the team as whole
– A group of up to 10 egoless programmers constitutes a
democratic team
Team Organization

19. Democratic Team Approach
Team Organization

20. Chief Programmer Teams
• Problem with democratic teams is communication.
• Consider a 6-person team
– Fifteen 2-person communication channels
– The total number of 2-, 3-, 4-, 5-, and 6-person groups is
57
– The team cannot do 6 person-months of work in 1 month
Team Organization

21. Chief Programmer Teams
Team Organization
• Six programmers, but now only 5 lines of communication

22. Chief Programmer Teams
• Two key aspects
– Specialization
– Hierarchy
• Chief programmer is personally responsible for every line of
code.
– He/she must therefore be present at reviews
• Chief programmer is also team manager,
– He/she must therefore not be present at reviews!
Team Organization

23. Democratic Centralized Team
Team Organization
• Solution
– Reduce the managerial role of the chief programmer

24. Democratic Centralized Team
• It is easier to find a team leader than a chief programmer
• Each employee is responsible to exactly one manager—lines
of responsibility are clearly delineated
• Team leader is responsible for only technical management
• Budgetary and legal issues, and performance appraisal are not
handled by the team leader
• Team leader participates in reviews—the team manager is not
permitted to do so
• Team manager participates at regular team meetings to
appraise the technical skills of the team members
Team Organization

25. Democratic Centralized Team for Large Project
Team Organization

26. Democratic Centralized Team for Large Project
Team Organization
• Decentralize the decision-making process where appropriate

27. Organization Chart & Position Desc. (Tools & Techniques)
• Ensure that each work package has an unambiguous owner.
• All team members have a clear understanding of their roles and
responsibility.
• Types of R&R:
– Hierarchical e.g. Organizational Breakdown Structure (OBS)
– Matrix e.g. Responsibility Assignment Matrix (RAM) e.g. RACI (responsible,
accountable, consult, inform)
– Text-oriented
Activity Role-1 Role-2 Role-3 Role-4
Aaaaaa R R C I
Bbbbb R A I
Ccccc R A C I

28. Sample Organizational Chart for a Large IT Project

29. Work Definition and Assignment Process

30. • A Responsibility Assignment Matrix (RAM) is a matrix that
maps the work of the project, as described in the WBS, to the
people responsible for performing the work, as described in
the OBS.
• Can be created in different ways to meet unique project
needs.
Responsibility Assignment Matrixes

31. Sample: Responsibility Assignment Matrixes
(RAM)

32. RAM Showing Stakeholder Roles

33. Sample RACI Chart
R = Responsibility, only one R per task
A = Accountability
C = Consultation
I = Informed

34. Staffing Management Plans and Resource
Histograms
• A Staffing Management Plan describes when and how people
will be added to and taken off the project team.
• A Resource Histogram is a column chart that shows the
number of resources assigned to a project over time.

35. Sample Resource Histogram

36. Human Resource Plan (Output)
HR plan includes(but not limited to)
1. Roles and responsibilities
•Role
•Authority
•Responsibility
•Competency
2. Project Organization Chart
3. Staffing Management Plan
•Staff Acquisition
•Resource calendars
•Staff release plan
•Training needs
•Recognition and rewards
•Compliance, Safety.
• Resource Histogram
Bar chart shows number of
resource used per time period
This is an output of
Acquire Project Team
process

37. 2. Acquire Project Team
• The process of confirming human resource availability and
obtain the team necessary to complete project assignments.
Inputs
1. Project management
plan
2. Enterprise
environmental factors
3. Organizational process
assets
Tools &
Techniques
1. Pre-assignment
2. Negotiation
3. Acquisition
4. Virtual teams
Outputs
1. Project staff assignment
2. Resource calendars
3. Project management
plan updates
Read as “Acquire final project team.”

38. • Acquiring qualified people for teams is crucial.
• The project manager who is the smartest person on the team
has done a poor job of recruiting!
• Staffing plans and good hiring procedures are important, as
are incentives for recruiting and retention.
– Some companies give their employees one dollar for every
hour that a new person who they helped hire works.
– Some organizations allow people to work from home as an
incentive.
2. Acquire Project Team

39. • They feel they do not make a difference.
• They do not get proper recognition.
• They are not learning anything new or growing as a person.
• They do not like their coworkers.
• They want to earn more money.
Why People Leave Their Jobs

40. Resource Assignment
• Pre-Assignment
– Resources who are assigned in advance
• Negotiation
– For gaining resources within the organization or external
vendors, suppliers, contractors, etc (in contract situation)
• Acquisition
– Acquiring/hiring from outside resources (outsource)
• Virtual teams
– Think the possibilities of having group of people even little or
no time spent to meet face to face.

41. 1) Subtract the smallest number in each row from every number
in that row
• subtract the smallest number in each column from every
number in that column
2) Draw the minimum number of vertical and horizontal straight
lines necessary to cover zeros in the table
• if the number of lines equals the number of rows or
columns, then one can make an optimal assignment
(step 4)
Resource Assignment

42. 3) If the number of lines does not equal the number of rows or
columns
• subtract the smallest number not covered by a line from
every other uncovered number
• add the same number to any number lying at the
intersection of any two lines
• return to step 2
4) Make optimal assignments at locations of zeros within the
table
Resource Assignment

43. Resource Assignment Case
Person Activity Group
I II III IV
18 10 15 12
15 13 10 11
16 8 16 13
14 11 12 9
Let
A, E, H Activity Group I
B, C Activity Group II
D, F, G Activity Group III
I, J Activity Group
IV

44. Resource Assignment Case: Step 1
Person Activity Group
I II III IV
18 10 15 12
15 13 10 11
16 8 16 13
14 11 12 9
Per
son
Activity Group
I II III IV
8 0 5 2
5 3 0 1
8 0 8 5
5 2 3 0
Per
son
Activity Group
I II III IV
3 0 5 2
0 3 0 1
3 0 8 5
0 2 3 0

45. Resource Assignment Case: Step 2
Person Activity Group
I II III IV
3 0 5

0 3 0 1
3 0 8 5
0 2 3 0
2 rows and 3 columns => go to step 3
smallest
uncovered
number

46. Resource Assignment Case: Step 3
Person Activity Group
I II III IV
1 0 3 0
0 5 0 1
1 0 6 3
0 4 3 0

47. Resource Assignment Case: Step 4
Person Activity Group
I II III IV
18 10 15 12
15 13 10 11
16 8 16 13
14 11 12 9
Activity Group
I II III IV
1 0 3 0
0 5 0 1
1 0 6 3
0 4 3 0
Person

48. Final Assignment
Activity Group II 8
Activity Group IV 12
Activity Group I 14
Activity Group III 10
$34

49. 3. Develop Project Team
• The process of improving the competencies, team
interaction, and the overall team environment to enhance
project performance.
Inputs
1. Project staff assignment
2. Project management
plan
3. Resource calendar
Tools &
Techniques
1. Interpersonal skills
2. Training
3. Team-building activities
4. Ground rules
5. Co-location
6. Recognition and
rewards
Outputs
1. Team performance
assessments
2. Enterprise
environmental factors
updates
.

50. • The main goal of team development is to help people work
together more effectively to improve project performance.
• It takes teamwork to successfully complete most projects.
3. Develop Project Team

51. Team Building Activities (Tools & Techniques)
Tuckman’s stage of team formation and development:
1. FORMING
– The team meets and learns about the project and what their roles and responsibilities.
2. STORMING
– Address the project work, technical decisions and the project management approach.
Conflict/disagreement may occurs.
3. NORMING
– Work together and adjust work habits and behavior that support the team.
4. PERFORMING
– Being a well-organized unit
5. ADJOURNING
– Team completes the work and move on from the project.

52. Tuckman Model of Team Development
• Forming involves the introduction of team members.
• Storming occurs as team members have different opinions as
to how the team should operate. People test each other, and
there is often conflict within the team.
• Norming is achieved when team members have developed a
common working method, and cooperation and collaboration
replace the conflict and mistrust of the previous phase.
• Performing occurs when the emphasis is on reaching the team
goals, rather than working on team process. Relationships are
settled, and team members are likely to build loyalty towards
each other. The team is able to manage tasks that are more
complex and cope with greater change.
• Adjourning involves the break-up of the team after they
successfully reach their goals and complete the work.

53. Training
• Training can help people understand themselves and each
other, and understand how to work better in teams.
• Team building activities include:
– Physical challenges
– Psychological preference indicator tools

54. Myers-Briggs Type Indicator (MBTI)
• MBTI is a popular tool for determining personality preferences
and helping teammates understand each other.
• Four dimensions include:
– Extrovert/Introvert (E/I)
– Sensation/Intuition (S/N)
– Thinking/Feeling (T/F)
– Judgment/Perception (J/P)
• NTs, or rationals, are attracted to technology fields.
• IT people vary most from the general population in their
tendency to not be extroverted or sensing.

55. Wideman and Shenhar’s Views on MBTI
& Project Management*
• Most suited for project leadership:
– 100 percent: INTJ, ENTJ, ISTJ, ESTJ
– 50 percent: INTP, ENTP, ENFP, ENFJ
• Best suited as followers:
– 100 percent: INFJ, ISFJ
– 50 percent: INTP, ENTP, ENFP, ENFJ, ESFJ
• Not suited for project work:
– 100 percent: INFP, ISFP, ESFP, ISTP
– 50 percent: ENFP, ESTP
*Wideman, R. Max and Aaron J. Shenhar, “Professional and Personal Development: A Practical
Approach to Education and Training,” Project Management for Business Professionals, edited by
Joan Knutson, 2001, p. 375.

56. MBTI and Suitability to Project Work*
*Wideman, R. Max. “Project Teamwork, Personality Profiles and the Population at Large: Do we
have enough of the right kind of people?”
(http://www.maxwideman.com/papers/profiles/profiles.pdf ).
What do
you think
about
these
views?

57. Social Styles Profile
• People are perceived as behaving primarily in one of four
zones, based on their assertiveness and responsiveness:
– Drivers
– Expressives
– Analyticals
– Amiables
• People on opposite corners (drivers and amiables, analyticals
and expressives) may have difficulty getting along.

58. Social Styles

59. Reward and Recognition Systems
• Team-based reward and recognition systems can promote
teamwork.
• Focus on rewarding teams for achieving specific goals.
• Allow time for team members to mentor and help each other
to meet project goals and develop human resources.

60. Reward and Recognition Systems
• Team-based reward and recognition systems can promote
teamwork.
• Focus on rewarding teams for achieving specific goals.
• Allow time for team members to mentor and help each other
to meet project goals and develop human resources.

61. Develop Project Team (Tools & Techniques)
• Interpersonal skills (soft skills)
• Training
– Can be formal (classroom, online) or non-formal (on-job
training, mentoring, coaching)
• Ground rules
– Guidelines that establish clear expectation regarding acceptable behavior
by teams
– Discussion to create it by all team members
• Co-location
– Placing many or all the most active team members in the same physical
location
– Can be temporary for strategy to enhance communication & build sense of
community
• Recognition & reward
– It will only be effective if it is satisfies/valued by individual.
– Plans concerning how to do it are developed during Develop Human
Resource Plan.

62. 4. Manage Project Team
• The process of tracking team member performance, providing
feedback, resolving issues, and managing changes to optimize
project performance.
Inputs
1. Project staff
assignments
2. Project management
plan
3. Team performance
assessments
4. Performance reports
5. Organizational process
assets
Tools &
Techniques
1. Observation and
conversation
2. Project performance
appraisals
3. Conflict management
4. Issue log
5. Interpersonal skills
Outputs
1. Enterprise
environmental factors
updates
2. Organizational process
assets updates
3. Change requests
4. Project management
plan updates
.

63. • Project managers must lead their teams in performing various
project activities.
• After assessing team performance and related information,
the project manager must decide:
– If changes should be requested to the project.
– If corrective or preventive actions should be
recommended.
– If updates are needed to the project management plan or
organizational process assets.
4. Manage Project Team

64. • Observation and conversation
• Project performance appraisals
• Conflict management
• Issue logs
Tools and Techniques for Managing Project
Teams

65. • Be patient and kind with your team.
• Fix the problem instead of blaming people.
• Establish regular, effective meetings.
• Allow time for teams to go through the basic team-building
stages.
• Limit the size of work teams to three to seven members.
General Advice on Teams

66. • Plan some social activities to help project team members and
other stakeholders get to know each other better.
• Stress team identity.
• Nurture team members and encourage them to help each
other.
• Take additional actions to work with virtual team members.
General Advice on Teams

67. • Software can help produce RAMS and resource histograms.
• By using project management software for human resource
management, you can:
– Assign resources.
– Identify potential resource shortages or underutilization.
– Level resources.
Using Software to Assist in Human Resource
Management

68. • Project managers must:
– Treat people with consideration and respect.
– Understand what motivates people.
– Communicate carefully with people.
• Focus on your goal of enabling project team members to
deliver their best work.
Project Resource Management Involves
Much More Than Using Software

69. • Project human resource management includes the processes
required to make the most effective use of the people
involved with a project.
• Main processes include:
– Human resource planning
– Acquiring the project team
– Developing the project team
– Managing the project team
SUMMARY

70. Thank You!