09 project human resources management pmbok 5th

Brain Power Center

PMP Preparation course

:قال تعالى

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العظيمصدق اهلل

13الحجرات سورة OSO A2013

Quote

General Manager Account Dept.

Personnel Dept.

Our organization

OSO A2013

Project Team & PM Team

Pro

ject m

anagem

ent te

am

PHRM : the processes that ORGANIZE, MANAGE, and LEAD the project team.

Managing and leading the project team

Influencing the project team (Human Factors)

Professional and ethical behavior

• Project Team/ Staff :People with ASSIGNED ROLES and responsibilities for completing the project

• Project management team (Core/Executive) :Responsible for Management & Leadership activities• For smaller projects, the project management responsibilities can be shared by the entire team or administered solely by the PM.

P R O J E C T H U M A N R E S O U R C E M A N A G E M E N T

OSO A2013

Human Factors

i n te r a c t i o n s

OSO A2013

Project constraints

Scope

Quality

Schedule

Budget

Resources

Risk

P r o j e c t h u m a n r e s o u r c e m a n a g e m e n t P r o c e s s e s

OSO A2013

P r o j e c t M a n a g e m e n t P r o c e s s G r o u p a n d K n o w l e d g e A r e a M a p p i n g

Knowledge Area Initiating Planning Executing M& C Closing

4. Project Integration

Management

4Develop

Project Charter

4.2 Develop Project

Management Plan

4.3 Direct & Manage Project

Work

4.4 Monitor & Control Project Work

4.5 Perform Integrated Change

Control

4.6 Close Project

or Phase

5. Project Scope Management

5Plan Scope Management

5.2 Collect Requirements

5.3 Define Scope

5.4 Create WBS

5.5 Validate Scope

5.6 Control Scope

6. Project Time Management

6Plan Schedule Management

6.2 Define Activities

6.3 Sequence Activities

6.4 Estimate Activity Resources

6.5 Estimate Activity Durations

6.6 Develop Schedule

6.7 Control Schedule

7. Project Cost Management7Plan Cost Management

7.2 Estimate Costs

7.3 Determine Budget

7.4 Control Costs

8. Project Quality Management 8Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality

9. Project Human Resource

Management

9.1 Plan Human Resource

Management

9.2 Acquire Project Team

9.3 Develop Project Team

9.4 Manage Project Team

10. Project Communications

Management10Plan Communications Management 10.2 Manage Communications 10.3 Control Communications

11. Project Risk Management

11Plan Risk Management

11.2 Identify Risks

11.3 Perform Qualitative Risk Analysis

11.4 Perform Quantitative Risk Analysis

11.5 Plan Risk Responses

11.6 Control Risks

12. Project Procurement

Management12Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements

12.4 Close

Procurements

13. Project Stakeholder

Management

13Identify

Stakeholders

13.2 Plan Stakeholder

Management

13.3 Manage Stakeholder

Engagement

13.4 Control Stakeholder

Engagement

OSO A2013

methodology

Process

W h a t(definition)

How(ITTO)

W h y ( objectives)

OSO A2013

Outputs

Human resource management plan

Tools & Techniques

Organization charts and position descriptions

NetworkingOrganizational

theoryExpert judgment Meetings

Inputs

Project management planActivity resource

requirementsEnterprise environmental

factorsOrganizational process

assets

Process of:

• Identifying and documenting project:

• roles,

• responsibilities,

• required skills,

• reporting relationships

• Creating staffing management plan.

The key benefit :

• Establishes

• project roles and responsibilities

• project organization charts

• staffing management plan

Ob

jectiv

es &

ITT

O

9.1 Plan Human Resource Management

OSO A2013

ITT

O

OSO A2013

Human recourses planOrganizational

Process Assets

Tools &

TechniquesInputs Outputs

Enterprise

Environmental

Factors

Activity

resources

requirements

Networking

Organizational

Theory

Organization

Charts and

Position

Descriptions

Expert judgment

Meetings


11.2 Identify Risks

7.2 Estimate Costs



Enterprise/ Organization

Enterprise environmental factors

Organizational process assets

6.4 Estimate Activity Resources

Activity resource requirements

4.2 Develop Project Management Plan

Project Management Plan

Da

ta F

low

Dia

gra

m


OSO A2013

Project Management Plan

• Project LIFE CYCLE & phase processes

• HOW work will be executed

• change management plan

• configuration management

• How INTEGRITY of the project baselines

• Needs and methods of communication.

Activity Resource Requirements

• Human RESOURCE needs for the project.

• The PRELIMINARY required project team members and their competencies are progressively elaboratedas part of the Plan Human Resource Management process

Enterprise Environmental Factors

• Organizational culture and structure,

• EXISTING human resources,

• Geographical dispersion of team members,

• Personnel administration policies

• Marketplace conditions.

Organizational Process Assets

• Organizational standard processes, policies, and role descriptions

• Templates for organizational charts and position descriptions

• Lessons learned on organizational structures

• Escalation procedures for handling issues.

9.1

.1 In

pu

ts


OSO A2013

9.1.2.1 Organization Charts and Position Descriptions:

• Various FORMATS exist to document team member roles and responsibilities. (hierarchical, matrix, and text-oriented).

9.1.2.2 Networking

• the formal and informal INTERACTION with others in an organization, industry, or professional environment.

9.1.2.3 Organizational Theory

• provides information regarding the way in which people, teams, and organizational units BEHAVE

9.1.2.4 Expert Judgment

• List preliminary requirements /required skills;

• Assess the roles required

• Determine the preliminary effort level and number of resources needed

• Determine reporting relationships

9.1.2.5 Meetings

• leverage a combination of other tools and techniques to allow for all project management team members to reach consensus on the human resource management plan

9.1

.2 T

&T


OSO A2013

9.1

.2 T

&T


OSO A2013

to ensure that each WORK PACKAGE has an unambiguous OWNER and

that ALL team members have a CLEAR understanding of their roles and responsibilities.

Project X

Civil works

excavation

Admin & finance

workshop

secretary

9.1.2.1 Organization Charts &

Position Descriptions:

PM

Project Controls

Planning & cost DM

Planning Engineer

Cost Control Engineer

Tech. Clerk

Technical DM

Contract Admin.

Admin & Fin

Financial DM HR DM Admin. DM

Construction

Earth works TM

Concrete works TM

E/M TM

9.1.2.1

9.1.2.1 Organization Charts & Position Descriptions:

9.1

.2 T

&T


WBS –OBS – RBS ? See sample’s slideOSO A2013

9.1

.2 T

&T

Responsible “Doer”

• Individual(s) (Many) who perform an activity or take part in a decision—responsible for action/implementation.

Accountable “Buck Stops Here”

• Individual (ONE!!) who has ultimate decision making and approval authority. Typically the owner of the budget.

Consulted “In the Loop”

• Individual(s) (Many) who need to have input into a decision or action before it occurs.

Informed “FYI”

• Individual(s) (Many) who must be informed that a decision or action has taken place.

RA

CI

Activity PM PCM CM

Create charter A R I

Create MPR I A I

Issue Change Order I R A

9.1.2.1 Grid that shows the project RESOURCES assigned to each work package

• all ACTIVITIES associated with one person and

• all PEOPLE associated with one activity.

This also ensures that there is only ONE PERSON accountable for any one task to avoid confusion of

responsibility



OSO A2013

9.1.2.1.When details are required descriptions can be specified in text-oriented formats (job descriptions ) it contains of :



9.1

.2 T

&T

OSO A2013

Job Description

• Manage the strategic aspects of large engagements and mitigates any risk.* Oversees senior managers and managers working on client engagements within practice.* Review high-level deliverables across practice.

Skills• 15 years experience in similar position.

• Excellent communication skills.• English written and spoken.

Education • Bachelor degree in Civil Engineering

Project Director

Formal or informal interaction with others

constructive way to understand political and interpersonal factors >

impact the Effectiveness of various staffing management options

include proactive correspondence and …

Luncheon meetings

Meetings Events

Trade conferences Symposia /

seminar

9 .1 . 2 . 2 N e t w o r k i n g9.1 Plan Human Resource Management

9.1

.2 T

&T

OSO A2013

Provides information regarding the way in which PEOPLE, teams, and organizational units BEHAVE

shorten TIME, COST, and EFFORTneeded to create the plan human resource management process outputs

improve planning efficiency

9 . 1 . 2 . 3 Organizational Theory9.1 Plan Human Resource Management

9.1

.2 T

&T

• Maslow’s Hierarchy of Needs

• McGregor’s Theory of X&Y

• Theory Z (William Ouchi)

• Herzberg's two factor theory

• Theory ?

OSO A2013

Roles and responsibilities.

Project organization

charts.

Staffing management

plan

• The FUNCTION assigned to a person in the project. (civil engineer)

Role

• The RIGHT to apply project resources, MAKE decisions

Authority

• The assigned DUTIES and workResponsibility

• The skill and capacity required to complete assigned activities

Competency

9.1.3.1 Human Resource

Management Plan

(lack of required competencies > > training, hiring, schedule changes, or scope changes are initiated).

TIMETABLES for staff acquisition and release

identification of TRAINING needs

TEAM-BUILDING strategies

plans for RECOGNITION and rewards programs

compliance considerations, SAFETYissues

the impact of the staffing management plan on the ORGANIZATION

sta

ffin

g m

anagem

ent

pla

n


9.1

.3 O

utp

ut s

HOW project human resources should be

defined, staffed, managed, released :

OSO A2013

Process of:

• confirming human resource availability

• obtaining the team necessary to complete project activities.

The key benefit :

• outlining and guiding the team selection and responsibility assignment to obtain a successful team

Insufficient human resources or capabilities

decrease the probability of success and, in a worst case scenario, could result in project cancellation.

Failure to acquire the necessary human resources

affect project schedules, budgets, customer satisfaction, quality, and risks.

PM negotiate and influence others

to provide the required human resources.

9 . 2 A c q u i r e P r o j e c t Te a m

ITT

O &

DF

D

collective bargaining

agreements

use of subcontractor

personnel

matrix project environment

internal or external reporting

relationships

OSO A2013

The project management team may or may not have DIRECT

CONTROL over team member selection because of :

OSO A2013

Resource calendars

Project Staff

Assignments

project Management

Plan (U)

Inputs Outputs

Negotiation

Acquisition

Pre-Assignment

Organizational

Process Assets

Project

Management Plan

Enterprise

Environmental

Factors

Virtual Teams

Multi-criteria

decision analysis

Tools &

Techniques


ITT

O &

DF

D

data flow Diagram


ITT

O &

DF

D

Outputs

Project staff assignments

Resource calendarsProject management

plan updates

Tools & Techniques

Pre-assignment

Negotiation AcquisitionVirtual teams

Multi-criteria decision analysis

Inputs


Enterprise environmental factors


OSO A2013


• Roles and responsibilities (positions, skills, and competencies)

• Project organization charts (number of people)

• Staffing management plan (time periods each project team member)

Enterprise environmental factors:

• Existing information on human resources

• Personnel administration policies• Organizational structure

• Colocation or multiple locations.


• Organizational standard policies, processes, and procedures


9.2

.1 In

pu

ts

OSO A2013

Pre-assignment

• selected in advance

Negotiation

• FM: competent staff -required time frame -able, willing, and authorized

• Other PM teams : assign scarce or specialized human resources;

• External org. :scarce, specialized, qualified

Acquisition

• organization is unable to provide the staff needed to complete a project (acquired from outside sources).

Virtual teams

• groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face.

Multi-criteria decision analysis

• criteria are developed and used to rate or score potential team members. Availability –Cost – Experience – Ability – Knowledge –Skills – Attitude - International factors


9.2

.2 T

&T

OSO A2013

project team

DIRECTORY

Assignments Documentation

Memos to

team

members

Namesinserted into other parts of the project management plan


9.2

.3 O

utp

uts

OSO A2013

Process of:

• improving

• COMPETENCIES,

• team member INTERACTION,

• overall team ENVIRONMENT

• to ENHANCE project performance.

The key benefit :

• it results in

• improved TEAMWORK,

• enhanced people SKILLS competencies,

• MOTIVATED employees,

• reduced staff TURNOVER rates,

• improved overall Project PERFORMANCE

Improving knowledge and skills :

• increase ability to complete deliverables,

• lowering costs,

• reducing schedules,

• improving quality

Improving feelings of trust and agreement among :

• raise morale,

• lower conflict,

• increase team work;

Creating a dynamic, cohesive & collaborative :

• improve productivity, team spirit, cooperation

• allow cross training and mentoring , share knowledge and expertise

Team members often have diverse industry experience, know multiple languages, and sometimes operate in the “TEAM LANGUAGE” that may be a different language or norm than their native one

9 . 3 D e v e l o p P r o j e c t Te a m

Ob

jectiv

es

OSO A2013

OSO A2013

Team Performance

Assessment

Training

Team-Building

Activities

Interpersonal

Skills

Project Staff

Assignments

Resource calendars

project

Management PlanGround Rules

Co-Location

Recognition and

Rewards

EEF (u)

Personnel

assessment tools


Ob

jectiv

es

Inputs OutputsTools &

Techniques

Inputs



Resource calendars

Tools & Techniques

Interpersonal skills

Training

Team-building activities

Ground rules

Colocation

Recognition and rewards

Personnel assessment tools

Outputs

Team performance assessments

Enterprise environmental factors updates

D a t a F l o w D i a g r a mPMBOK

P-275


IT

TO

& D

FD

OSO A2013


• provides guidance on HOW project human resources should be defined, staffed, managed, controlled, and eventually released


• documents identify the PEOPLE who are on the team

Resource calendars

• identify TIMES when the project team members can participate in team development activities


9.3

.1 I

np

uts

OSO A2013

Interpersonal (soft ) skills

• COMMUNICATION skills (emotional ,intelligence, conflict resolution, negotiation, influence, team building, group facilitation)

Training

• all activities designed to enhance the COMPETENCIES of the project team members.

Team-building activities

• To improve INTERPERSONALrelationships & to help individual team members work together effectively

Ground rules*

• establish clear EXPECTATIONSregarding acceptable behavior by project team members

Colocation “tight matrix”

• involves placing the project team members in the same physical LOCATION to enhance their ability to perform as a team

Recognition and rewards

• given to any individual will be effective only if it SATISFIES a needwhich is valued by that individual

Personnel assessment tools

• give the project manager and the project team INSIGHT into areas of strength and weakness


9.3

.2 T

&T

OSO A2013

Forming

• team MEETS and learns about the project /formal roles &Responsibilities.

• Team members tend to be independent and not as open in this phase.

Storming

• the team begins to ADDRESS the project work,

• If team members are not collaborative and open to differing ideas and perspectives, 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 learns 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

• the team COMPLETES the work and moves on from the project.

• This typically occurs when staff is released from the project


9.3

.2 T

&T

OSO A2013


• skills’ Improvements

Competencies Improvements

Reduced staff turnover rate

Increased team cohesiveness

Enterprise environmental factors updates

• personnel administration

• employee training records

• skill assessments

High-performance teams

• characterized by

• TASK-oriented

• RESULTS-oriented outcomes.

MEASURED in terms of

• technical success according to agreed-upon :


9.3

.3 O

utp

uts

OBJECTIVES

• including quality levels

SCHEDULE

• finished on time

BUDGET

• finished within financial constraints

OSO A2013

Project Title: Date

Prepare:

Technical Performance:

Comments

……

Training need:

….

Recommendation

………..

Expectations

150 100 50

Exceeds Meets need imp.

50 75 100 125 150

Scope

Quality

Schedule

Cost

Process of:

• TRACKING team member performance

• Providing feedback,

• resolving issues

• Managing team changes

• .. to OPTIMIZE project PERFORMANCE.

The key benefit :

• It influences team BEHAVIOR

• manages CONFLICT

• resolves ISSUES

• appraises team member PERFORMANCE

As a result of managing the project team

• change requests are submitted,

• the human resource management plan is updated

• issues are resolved,

• input is provided for performance appraisals,

• lessons learned are added to the organization’s database.

skills to create high-performance teams:

• communication

• conflict management

• negotiation,

• leadership

Project managers should provide

• challenging assignments to team members

• recognition for high performance


Ob

jectiv

es

OSO A2013

OSO A2013

EEF (U)

Organizational

Process Assets (U)

Project

management plan

(U)

Requested Changes

Inputs Tools &

Techniques

Outputs

Conflict

Management

Project

Performance

Appraisals

Observation and

Conversation

OPA

Project Staff

Assignments

Team Performance

Assessment

project Management PlanInterpersonal

skills

Issue log

Work performance reports

Project documents

updates


ITT

O

D a t a F l o w D i a g r a m

Inputs

• Human resource management plan

• Project staff assignments

• Team performance assessments

• Issue log

• Work performance reports

• Organizational process assets

Tools & Techniques

• Observation and conversation

• Project performance appraisals

• Conflict management

• Interpersonal skills

Outputs

• Change requests

• Project management plan updates

• Project documents updates

• Enterprise environmental factors updates

• Organizational process assets updates

ITT

O &

DF

D

OSO A2013



• Roles and responsibilities,

• Project organization,

• Staffing management plan.


• provide documentation, which includes the list of project team members


• continually assessing team’s performance

• actions can be taken to resolve issues

• modify communication, address conflict

• improve team interaction

Issue log

• used to document and monitor who is responsible for resolving specific issues by a target date.

Work performance reports

• current project status compared to forecasts.

• assists in determining:

• future human resource requirements

• recognition and rewards

• updates to the staffing management plan.


• Certificates of appreciation,

• Newsletters, Websites,

• Bonus structures, Corporate apparel,

• Other organizational perquisites

9.4

.1 In

pu

ts

OSO A2013


Observation and conversation

• used to stay in touch with the work and attitudes of project team members

Project performance appraisals

• clarification of roles and responsibilities,

• constructive feedback to team members,

• discovery of unknown or unresolved issues,

• development of individual training plans,

• the establishment of specific goals for future time periods.

Conflict management

• Sources of conflict include : scarce resources, scheduling priorities, personal work styles.

• Team ground rules, group norms and solid project management practices reduce the amount of conflict


• Leadership

• Influencing

• Effective decision making

9.4

.2 T

&T

Types of powers

360-degree principle

Leadership Styles

OSO A2013


Withdraw/ Avoid

• RETREATING from an actual or potential conflict situation

• POSTPONING the issue to be better prepared or to be resolved by others.

Smooth/ Accommodate*

• Emphasizing areas of AGREEMENT rather than areas of difference

• conceding one’s position to the needs of others to maintain harmony and relationships.

Compromise /Reconcile

• Searching for solutions that bring some DEGREE of satisfaction to all parties in order to temporarily or partially resolve the conflict.

Force / Direct

• Pushing ONE’s viewpoint at the expense of others;

• offering only WIN-LOSE solutions,

• usually enforced through a power position to resolve an emergency.

Collaborate /Problem Solve

• Incorporating MULTIPLE viewpoints and insights from differing perspectives

• requires a cooperative attitude and open dialogue that typically leads to consensus & commitment

9.4

.2 T

&T seven reasons for conflict

OSO A2013

Smooth/ Accommodate*

5 GT Diagrams


ability to resolve conflict

>> PM success.

Factors influence conflict

resolution methods :

Relative importance

Time pressure

Position taken by

persons involved

Motivation to resolve on

a long/short-term basis

Exercise: Conflict Management

Description

Co

llab

ora

te

Pro

ble

m S

olv

e

Fo

rce

Dire

ct

Sm

oo

th

Ac

co

mm

od

ate

Co

mp

rom

ise

Rec

on

cile

With

dra

w

Avo

id

1 "Do it my way!"

2 "Let's calm down and get the job done!"

3 “Let us do a little of what both of you suggest”

4 “Let's deal with this issue next week"

5 “Sandy and Amanda, both of you want this project to cause as little distraction to your

departments as possible. With that in mind, I am sure we can come to an agreement on the

purchase of equipment and what is best for the project."

6 “We have talked about new computers enough. I do not want to get the computers, and that

is it!"

7 "Sandy, you say that the project should include the purchase of new computers, and Amanda,

you say that the project can use existing equipment. I suggest we perform the following test on

the existing equipment to determine if it needs to be replaced."

8 “Let's what everyone thinks, and try to reach a consensus”

R

R

R

R

R

R

R

R

Change requests• Staffing changes (by choice /uncontrollable events) can

affect the rest of the project management plan.

Project management plan

updates• Human resource management plan.

Project documents updates

• Issue log,

• Roles description

• Project staff assignments.

Enterprise environmental

factors updates

• Input to organizational performance appraisals

• Personnel skill updates.


updates

• Historical information & lessons learned documentation

• Templates

• Organizational standard processes

9.4

.3 O

utp

uts

OSO A2013


EEF

OPA

OSO A2013

4.2 Develop Project M Plan

6.4 Estimate A Resources

Integration Scope Time Cost Quality H. Resource Comm’n. Risk Stakeholders

Enterprise/ Organization

9.1 Plan H R Management


Project M plan (U)

6.5 Estimate A. Durations

Project M Plan A Resource requirements

Resource calendars

H. Resource M plan

11.2 Identify Risks

9.3 Develop

Project Team

9.4 Manage

Project Team

EEF (U)

Requested

Changes

.

Team Perf.

assessments

.

.

.

9.2 Acquire

Project Team

7.2 Estimate Costs

6.6 Develop Schedule

7.3 Determine

Budget

10 q – 20 min

Samples & examples

9.1.2 Plan Human Resource

Management T&T

9.1.2.1 WBS-RBS-OBS

9.1.2.3 T&T Organizational

Theory

Maslow’s Hierarchy of

Needs

McGregor’s Theory of X&Y

Theory Z (William Ouchi)

Herzberg's two factor theory

9.1.3.1 Human Resource

Management Plan OUTPUTS

Sample of Roles and

responsibilities

Resource calendars: resource histogram

HRM Plan sample

9.3.2 Develop Project Team – T&T

Ground rules sample

9.3.3 Develop Project Team –

Outputs


sample

9.4.2 Manage Project Team T&T

Types of powers

Leadership Styles

seven reasons for conflict


5 general techniques for

resolving conflict.

OSO A2013

PM

Project Controls

Planning & cost DM

Technical DM

Contract Admin.

Admin & Fin

Financial DM

HR DM

Admin. DM

Construction

Earth works TM

Concrete works TM

E/M TM

Pro

ject E

WR

Human resource

Project Controls

Admin & Fin

Construction

Materials

Construction Mat’l

E/M Mat’l

Consumables.

Equipment

Plants

Vehicles

Machineries

BP

BC

bu

ildin

g

Engineering

Design

Arch

Structural design

EM designTesting

Construction

Civil works

Earth works

Concrete works

Masonry

Electro-Mech.

Elect

Plumbing

A-C

F- F

Landscaping

Procurement

Sub-contract

Supply

(WBS) designed to show how project deliverables are

broken down into work packages

(OBS) is arranged according to an organization’s

departments, or teams with the project activities

or WP listed under each department

(RBS) resources related by category /type -

facilitate planning & controlling of project work

WBS –OBS – RBS ?


9.1

.2 T

&T


9.1.2.1

OSO A2013

Maslow’s Hierarchy of Needs

Self-actualization

Esteem ( to be accepted and

valued by others)

Love and belonging

Safety needs

Physiological needs


9.1.2 Tools &Techniques:9 . 1 . 2 . 3 Organizat ional Theor y

foo

d

Ho

use

We

dd

ing

Aw

ard

CE

O

OSO A2013

McGregor ’s Theory of :



X & Y

OSO A2013

"Japanese management" style

Focused on increasing

• employee LOYALTY to the company

• by providing a job for life

• with a strong focus on the well-being of the employee,

• both ON and OFF the job.

Tends to promote :

• stable employment,

• HIGH PRODUCTIVITY,

• high employee MORALE and SATISFACTION

Long-term employment and job security

Collective responsibility

Implicit, control with explicit, formalized measures

Collective decision-making

Slow evaluation and promotion

Moderately specialized careers

Concern for a total person, including their family

Theory Z (Wi l l iam Ouchi)



OSO A2013

Presents two dimensional paradigm of factors affecting peoples attitudes about work:

Herzberg 's two factor theory



give positive satisfaction

do not give positive satisfaction,

Absence > results dissatisfaction

MO

TIV

AT

OR

S

HY

GIE

NE

FA

CT

OR

S

9.1.2 Tools &Techniques

OSO A2013

Theory of ?



OSO A2013

9.1.2 Tools

&Techniques

12

5

8

9

8

7

6

5

2 2 2

1 38

16

25

33

40

4651 53 55 57

0

10

20

30

40

50

60

0

2

4

6

8

10

Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13

Resource calendars: resource histogram

Job JD RD Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13

PM 1-Jan 31-Dec 1 1 1 1 1 1 1 1 1 1 1 1

Cost control Engineer 1-Feb 31-Oct 1 1 1 1 1 1

Planning Engineer 1-Feb 31-Oct 1 2 2 2 1 1 1

Material engineer 1-Mar 31-Aug 1 1 1 1

Construction Manager 1-Mar 30-Sep 1 1 1 1 1 1 1

Contract Admin & QS 1-Feb 31-Dec 1 2 2 3 2 2 2 1 1 1 1

monthly M-P 1 2 5 8 9 8 7 6 5 2 2 2

Cum M-P 1 3 8 16 25 33 40 46 51 53 55 57


9.1.3 Outputs:9.1.3.1 Human Resource Management Plan

9 . 1 . 3 . 1

OSO A2013

HRM Plan sample


9.1.3 Outputs:9.1.3.1 Human Resource Management Plan

9 . 1 . 3

OSO A2013

To

ols

& T

ech

niq

ues

9.3 Develop Project Team

9.3.2 Develop Project Team – T & T

Everyone will participate and take ownership of group projects.

Team members will complete assignments on time.

Meetings will start and end on time – no backtracking if someone is late.

Each meeting will have a note taker (rotating task) who will distribute notes and record decisions and assignments.

Anyone who is absent from a meeting is responsible for finding out what they missed.

Respect the value of each individual's contribution.

Resolution of differences will typically be by majority decision, but on key issues the group will reach consensus

9.3.2OSO A2013

Types o

f pow

ers

Legitimate (positional)

• derived from the position a person holds in an organization's hierarchy (company's CEO).

Expert power

• Knowledge is power - derived from possessing knowledge or expertise in a particular area.

Referent Power

• derived from the interpersonal relationships that a person cultivates with other people in the organization.

Coercive Power

• derived from a person's ability to influence others via threats, punishments or sanctions.

Reward Power

• arises from the ability of a person to influence the allocation of incentives in an organization.


“Halo effect”:The assumption that because the person is good at a technology he will also be good at managing a

project.9 .4 .3 OSO A2013

Leaders

hip

Sty

les


Leadership Styles

9 .4 .3 OSO A2013

360-degree principle

self

Manager

Peer

Subordinate

Peer

9 .4 .3 OSO A2013

T&

T

seven reasons for conflict scheduling

Priorities

scarce resources

Technical

Administrative

cost

personal work styles.

seven reasons for

conflict, in order of most

common to least

common

9.4.2 Manage Project Team- T & T


9.4.2

OSO A2013

T&

T

9.4.2 Manage Project Team- T& T

OSO A2013

9.4.2

T&

T

Collaborate /Problem Solve

Withdraw/ Avoid Smooth/ Accommodate

Force / Direct

Compromise /Reconcile

OSO A2013

9.4.2

09 project human resources management pmbok 5th

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