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PROJECT HUMAN RESOURCES MANAGEMENT STUDY NOTES PMBOK 2000 based, Version 7 In Preparation For PMP® Certification Exam IBM Education and Training Worldwide Certified Material Publishing Information This publication has been produced using Lotus Word Pro 96. Trademarks The following are trademarks of International Business Machines Corporation in the United States, or other countries, or both: IBM Lotus, Lotus Notes, Lotus Word Pro, and Notes are trademarks of Lotus Development Corporation in the United States, or other countries, or both. Microsoft, Windows, Windows NT, and the Windows logo are trademarks of Microsoft Corporation of the United States, or other countries, or both. The following are certification, service, and/or trademarks of the Project Management Institute, Inc. which is registered in the United States and other nations: “PMI” is a service and trademark, PMI® Logo and "PMBOK", are trademarks, “PMP” and the PMP® logo are certification marks. Other company, product, and service names may be trademarks or service marks of others. Disclaimer PMI makes no warranty, guarantee, or representation, express or implied, that the successful completion of any activity or program, or the use of any product or publication, designed to prepare candidates for the PMP® Certification Examination, will result in the completion or satisfaction of any PMP® Certification eligibility requirement or standard., service, activity, and has not contributed any financial resources. Initially Prepared By: Kim Ulmer Edited By: Peter Dapremont May 2002 Edition The information contained in this document has not been submitted to any formal IBM test and is distributed on an “as is” basis without any warranty either express or implied. The use of this information or the implementation of any of these techniques is a customer responsibility and depends on the customer’s ability to evaluate and integrate them into the customer’s operational environment. 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Project Human Resource Management Project Human Resources Management Study Notes Reference Material to study: (cid:252) A Guide to the Project Management Body of Knowledge (PMBOK(cid:210) Guide), Chapters 2 and 9 (2000 edition) (cid:252) Principles of Project Management, Adams, John, 1997 (cid:252) Human Resource Skills for the Project Manager, Verma, Vijay K, 1996 (cid:252) Organizing Projects for Success, Verma, Vijay K., 1995 (cid:252) Project Management, A Managerial Approach, Meridith, Jack R. 1995, Chapters 3-4, 6, (cid:252) PMP(cid:210) Exam Practice Test and Study Guide, 4th Edition, by Ward, J. LeRoy, PMP(cid:210) , 2001 (cid:252) PMP(cid:210) Exam Prep, 3rd Edition, by Mulcahy, Rita, PMP(cid:210) , 2001 (cid:252) ESI PMP(cid:210) Challenge!, 3rd Edition, Human Resources Section, Ward, J. LeRoy, 2001 What to Study? (cid:252) The PMBOK(cid:210) phases of Project Human Resources Management: Organizational Planning, Staff Acquisition, and Team Development (Be familiar with Inputs, Tools and Techniques, and Outputs for each phase) (cid:252) Know the various organizational aspects which influence projects. These include: organizational systems, organizational cultures and styles, and organizational structures. (see PMBOK(cid:210) , Chapter 2) (cid:252) Know the different types of organizational structures: functional, weak matrix, balanced matrix, strong matrix, and projectized are the main ones. Also be familiar with the differences between project expediter and project coordinator. (cid:252) Know the roles and responsibilities of the project manager. (see Principles of Project Management, pgs. 69-84) (cid:252) Know the primary sources of authority and control (power) for project managers: formal, coercive, reward, expert, and referent (see Human Resource Skills for the Project Manager, pgs. 232-233) (cid:252) Know the different leadership styles for project managers: autocratic, consultative autocrat, consensus manager, shareholder manager. (see Principles of Project Management, pg. 158) (cid:252) Know the various motivation theories of human behavior: Theory X, Y, and Z, Expectancy, Contingency, Goal-Setting, Reinforcement, and Equity. (see Human Resource Skills for the Project Manager, pgs. 70-75) (cid:252) Know the different methods of managing conflict: forcing, problem solving, compromising, smoothing, and withdrawal. (see Principles of Project Management, pgs. 178-179) (cid:252) Know the one party conflict management methods: win-lose, yield-lose, lose-leave, compromise, and integrative and understand the relation between this method and the above methods. For instance, forcing is considered a win-lose situation. (see Principles of Project Management, pgs. 179-180) © Copyright IBM Corp. 2002 Project Human Resource Management 6-3 Course materials may not be reproduced in whole or in part without the prior written permission of IBM. Project Human Resource Management Project Human Resources Management Study Notes (cid:252) Read up on Team Building and be familiar with it. (see Principles of Project Management, pgs. 125-164) (cid:252) Read up on the Project Manager’s Work Environment and be familiar with it. (see Principles of Project Management, pgs. 29-63) "PMBOK" is a trademark of the Project Management Institute, Inc. which is registered in the United States and other nations. “PMI” is a service and trademark of the Project Management Institute, Inc. which is registered in the United States and other nations. “PMP” and the PMP logo are certification marks of the Project Management Institute which are registered in the United States and other nations. 6-4 Project Human Resource Management © Copyright IBM Corp. 2002 Course materials may not be reproduced in whole or in part without the prior written permission of IBM. Project Human Resource Management Key Definitions Colocation Placement of project team members in the same physical location to enhance their ability to perform as a team. Concurrent An approach to project staffing that, in its most general form, calls Engineering for implementors to be involved in the design phase. (Sometimes confused with fast tracking) Functional Manager A manager responsible for activities in a specialized department or function. (e.g., engineering, manufacturing, marketing) Functional An organizational structure in which staff are grouped Organization hierarchically by specialty (e.g., production, marketing, engineering, accounting) at the top level and then further divided within specialty. Leading The action of directing, aligning, and motivating people. Line Manager (1) The manager of any group that actually makes a product or performs a service. (2) A functional manager. Managing The action of producing the results expected by stakeholders. Matrix Organization Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of individuals assigned to the project. Modern Project A term used to distinguish the current broad range of project Management (MPM) management (scope, cost, time, quality, risk, etc.) from narrower, traditional use that focused on cost and time. Organizational A depiction of the project organization arranged so as to relate Breakdown Structure work packages to organizational units. (OBS) Project Coordinator Reports to a higher level manager than do the functional managers. Therefore, does have some authority to assign work. Project Expediter Coordinates projects across the various functional units. The expediter has limited formal authority. This form is used when the project's cost and importance are relatively low. Project Management The members of the project team who are directly involved in Team project management activities. On some smaller projects, the project management team may include virtually all of the project team members. Project Manager The individual responsible for managing a project. Project Team The people who report either directly or indirectly to the project Members manager. Projectized Any organizational structure in which the project manager has full Organization authority to assign priorities and to direct the work of individuals assigned to the project. Responsibility A structure that relates the project organization structure to the Assignment Matrix WBS to help ensure that each element of the project’s scope of (RAM) work is assigned to a responsible individual. Also called an Accountability Matrix. Team Development Developing individual and group competencies to enhance project performance. © Copyright IBM Corp. 2002 Project Human Resource Management 6-5 Course materials may not be reproduced in whole or in part without the prior written permission of IBM. Project Human Resource Management Project Human Resource Management Concepts Project Human Resource Management: (cid:159) Includes the processes required to make the most effective use of the people involved with the project. (cid:159) Includes all of the project stakeholders - sponsors, customers, partners, individual contributors, project management team, etc. (cid:159) Human resource topics which deal with people in an operational, ongoing context include: (cid:158) Leading, communicating, negotiating, problem solving, and influencing the organization. (cid:158) Delegating, motivating, coaching, mentoring, and other skills related to working with individuals. (cid:158) Performance appraisals, recruitment, retention, labor relations, health and safety regulations, and other subjects related to administering the human resource function. (cid:159) Project managers should be familiar with human resource topics as well as savvy in how the knowledge is applied to the project. For example: (cid:158) The temporary nature of projects means that the personal and organizational relationships may be both temporary and new. In this situation, the project manager must take care to select techniques that are appropriate for such transient relationships. (cid:158) The nature and number of project stakeholders will often change as the project moves from phase to phase of its life cycle. As a result, techniques that are effective in one phase may not be effective in another. The project management team must take care to use techniques that are appropriate to the current needs of the project. (cid:158) While human resource administrative activities are seldom a direct responsibility of the project management team, the team must be sufficiently aware of administrative requirements to ensure compliance. (e.g., export licenses for foreign nationals to work on specific projects) 6-6 Project Human Resource Management © Copyright IBM Corp. 2002 Course materials may not be reproduced in whole or in part without the prior written permission of IBM. Project Human Resource Management Project Human Resource Management Processes Organizational Planning (9.1): (Process Group: Planning) (cid:159) The process of identifying, documenting, and assigning project roles, responsibilities, and reporting relationships. (cid:159) Roles, responsibilities, and reporting relationships may be assigned to individuals or to groups. (cid:159) The individuals and groups may be part of the organization performing the project or they may be external to it. (cid:159) On most projects, organizational planning is done in the early project phases; however, the results of the process should be reviewed regularly to ensure continued applicability. (cid:159) Organizational planning and communications planning are often tightly linked since the project’s organizational structure will have a major effect on the project’s communications requirements. (cid:159) Inputs include: (cid:158) Project interfaces: – Organizational interfaces: formal and informal reporting relationships among different organizational units. May be highly complex or very simple. For example: developing the first release of a new product line may require coordinating efforts and reporting from several internal and external organizations while fixing an error in a system installed at a single site may require little more than notifying the user and the operations staff upon completion. – Technical interfaces: formal and informal reporting relationships among different technical disciplines. Technical interfaces occur both within the project phases (e.g., the site design developed by the civil engineers must be compatible with the superstructure developed by the structural engineers) and between the project phases (e.g., the automotive design team passes the results of its work to the retooling team responsible for creating the manufacturing capability of the vehicle). – Interpersonal interfaces: formal and informal reporting relationships among different individuals working on the project. – Project interfaces often occur simultaneously. (cid:158) Staffing requirements: define what kinds of competencies are required from what kinds of individuals or groups and in what time frames. (a subset of the overall resource requirements) (cid:158) Constraints: factors that limit the project team’s options. May include the following: – Organizational structure (functional, weak matrix, balanced matrix, strong matrix, projectized, composite) – Collective bargaining agreements (union agreements, etc.) – Preferences of the project management team (what worked before, etc.) – Expected staff assignments (skills and competencies of specific individuals) © Copyright IBM Corp. 2002 Project Human Resource Management 6-7 Course materials may not be reproduced in whole or in part without the prior written permission of IBM. Project Human Resource Management Project Human Resource Management Processes, cont. (cid:159) Methods used during organizational planning: (cid:158) Templates (role & responsibility definitions, reporting relationships from previous projects, etc.) (cid:158) Human resource practices (policies, guidelines, procedures, etc.) (cid:158) Organizational theory (theories about how best to organize) (cid:158) Stakeholder analysis (identification of stakeholders and their needs) (cid:159) Outputs include: (cid:158) Role and responsibility assignments – Roles are who does what while responsibilities are who decides what – Roles and responsibilities must be assigned to the appropriate project stakeholders. – Roles and responsibilities may vary over time. – Should be closely linked to the project scope definition. A Responsibility Assignment Matrix (RAM) can be used for this purpose. (cid:158) Staffing Management Plan: – Describes when and how human resources will be brought onto and taken off the project team. – May be formal or informal, highly detailed or broadly framed, based on the needs of the project. – A subsidiary element of the project plan. – Should also consider how project team members will be released when no longer needed. (should reduce or eliminate the need to “make work” to fill in the time between one assignment and the next, and should reduce or eliminate the uncertainty about future employment opportunities) (cid:158) Organization chart: – A graphic display of project reporting relationships. – An Organizational Breakdown Structure (OBS) is a specific type of organization chart that depicts which organizational units are responsible for which work packages. (cid:158) Supporting Detail. May include: – Organizational impact: what alternatives are precluded by organizing in this manner. – Job descriptions (also called position descriptions) – Training needs 6-8 Project Human Resource Management © Copyright IBM Corp. 2002 Course materials may not be reproduced in whole or in part without the prior written permission of IBM. Project Human Resource Management Project Human Resource Management Processes, cont. Staff Acquisition (9.2): (Process Group: Planning) (cid:159) The process of obtaining the required human resources (individuals or groups) and having them assigned and working on the project. (cid:159) If the “best” resources are not available, the project management team must take care to ensure that the resources that are available will meet project requirements. (cid:159) Inputs include: (cid:158) Staffing management plan (cid:158) Staffing pool description: Considerations include: – Previous experience (Have the individuals or groups done similar or related work before?) – Personal interests (Do they want to work on the project?) – Personal characteristics (Will the individuals or groups work well together as a team?) – Availability (Will the most desirable individuals or groups be available in the necessary time frame?) – Competencies and proficiency (What competencies are required and at what level?) (cid:158) Recruitment practices (policies, guidelines, or procedures governing staff assignments which may constrain the staff acquisition process). (cid:159) Methods used during staff acquisition are: (cid:158) Negotiations: May need to negotiate with: – Responsible functional managers to ensure that the project receives appropriately competent staff in the necessary time frame. – Other project management teams within the performing organization to assign scarce or specialized resources appropriately. (cid:158) Pre-assignment. Staff may be pre-assigned when: – The project is an internal service project, and staff assignments were defined as part of project charter. – The project is the result of a competitive proposal agreement and specific staff were promised as part of the proposal. (cid:158) Procurement: used when organization lacks sufficient in-house human resource or skills. (cid:159) Outputs include: (cid:158) Project staff assigned (may be full time, part time, or variably, based on the needs of the project). (cid:158) Project team directory (lists all the project team members and other stakeholders.) © Copyright IBM Corp. 2002 Project Human Resource Management 6-9 Course materials may not be reproduced in whole or in part without the prior written permission of IBM. Project Human Resource Management Project Human Resource Management Processes, continued Team Development (9.3): (Process Group: Executing) (cid:159) The process of developing individual and group competencies to enhance project performance. (cid:159) Team development on a project is often complicated when individual team members are accountable to both a functional manager and a project manager. Effective management of this dual reporting relationship is often a critical success factor for the project and is generally the responsibility of the project manager. (cid:159) Inputs include: (cid:158) Project staff (cid:158) Project plan (cid:158) Staffing management plan (cid:158) Performance reports: (Provides feedback to the project team about performance against the project plan) (cid:158) External feedback: (Project team must periodically measure itself against the performance expectations of external stakeholders.) (cid:159) Methods used during team development include: (cid:158) Team-building activities: – Include management and individual actions taken specifically and primarily to improve team performance. – May vary from a five minute agenda item in a regular status review meeting to an extended, off-site, professionally facilitated experience designed to improve interpersonal relationships among key stakeholders. (cid:158) General management skills (reference PMBOK(cid:210) Guide, Chapter 1) (cid:158) Reward and recognition systems – Formal management actions that promote or reinforce desired behavior. – To be effective, must make the link between project performance and reward clear, explicit, and achievable. – Should consider cultural differences. (cid:158) Collocation: involves placing all, or almost all, of the most active project team members in the same physical location to enhance their ability to perform as a team. (a war room is an example of collocation) (cid:158) Training (includes all activities designed to enhance the competencies of the project team.) (cid:159) Outputs include: (cid:158) Performance improvements: improved project performance. Improvements can come from various sources and affect many areas of project performance such as: – Improvements in individual skills may allow personnel to perform their work more effectively. – Improvements in team behaviors may allow team members to devote a greater percentage of their effort to technical activities. – Improvements in either individual skills or team capabilities may facilitate identifying and developing better ways of doing project work. (cid:158) Input to performance appraisals (project staff should provide input to the appraisals of fellow staff members they significantly interact with on a regular basis.) 6-10 Project Human Resource Management © Copyright IBM Corp. 2002 Course materials may not be reproduced in whole or in part without the prior written permission of IBM.