09 project human res 2014

Brain Power CenterPMP Preparation course

Eng. Omer Alsayed Omer  MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU

:قال تعالى

OSO A2013

عظيمصدق ل ا اهللا

13الحجرات سورة

OSO A2013

Project  Team  &  PM  Team

OSO A2013

Project managem

ent team 

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

ORGANIZE

LEADMANAGE

PROJECT HUMAN RESOURCE MANAGEMENT

OSO A2013

Managing  and leading the project 

team

• Influencing the  project team (Human Factors)• Professional  and ethical  behavior

• Influencing the  project team (Human Factors)• Professional  and ethical  behavior

PROCESSES   i n terac t ions

OSO A2013

Time (activity DURATIONS) , Cost, Quality , Scope? Customer satisfaction

Project constraints

Scope

Quality

Schedule

Budget

Resources

Risk

Project human resource management Processes9.1 Plan Human Resource (P)

• roles,• responsibilities,• required skills• reporting relationships, 

• staffing management plan.

9.2 Acquire Project Team (E)

• confirming HR availability

• obtaining the team necessary

9.3 Develop Project Team (E) 

• improving competencies,

• team member interaction, 

• overall team environment.

9.4 Manage Project Team (E)

• tracking performance,

• providing feedback, 

• resolving issues• managing changes.

OSO A2013

Project Management Process Group and Knowledge Area Mapping

Knowledge Area Initiating Planning Executing M& C Closing

4. Project Integration Management 4DevelopProject Charter

4.2 Develop ProjectManagement Plan 4.3 Direct & Manage Project Work 4.4 Monitor & Control Project Work

4.5 Perform Integrated Change Control4.6 Close Projector Phase

5. Project Scope Management

5Plan Scope Management5.2 Collect Requirements5.3 Define Scope5.4 Create WBS

5.5 Validate Scope5.6 Control Scope

6. Project Time Management

6Plan Schedule Management6.2 Define Activities6.3 Sequence Activities6.4 Estimate Activity Resources6.5 Estimate Activity Durations6.6 Develop Schedule

6.7 Control Schedule

7. Project Cost Management7Plan Cost Management7.2 Estimate Costs7.3 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 ResourceManagement

9.2 Acquire Project Team9.3 Develop Project Team9.4 Manage Project Team

10. Project Communications Management 10Plan Communications Management 10.2 Manage Communications 10.3 Control Communications

11. Project Risk Management

11Plan Risk Management11.2 Identify Risks11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis11.5 Plan Risk Responses

11.6 Control Risks

12. Project Procurement Management 12Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements

13. Project Stakeholder Management 13IdentifyStakeholders

13.2 Plan StakeholderManagement

13.3 Manage StakeholderEngagement

13.4 Control StakeholderEngagement

OSO A2013

Inputs

• Project management plan

• Activity resource requirements

• Enterprise environmental factors

• Organizational process assets

Tools & Techniques

• Organization charts and position descriptions

• Networking• Organizational

theory• Expert

judgment• Meetings

Outputs

• Human resource management plan

OSO A2013

OSO A2013

9.1 Plan H R Management

• Human resource management plan

• Human resource management plan

• Project M Plan• Project M Plan4.2 Develop Project M 

Plan

• Activity resource requirements

6.4 Estimate Activity 

Resources

• OPA• EEF

Enterprise/ Organization

11.2 Identify Risks

7.2 Estimate Costs9.2 Acquire Project Team

9.3 Develop Project Team

9.4 Manage Project Team

4 Integration 5 Scope 6 Time 7 Cost 8 Quality 9 HR 10 COMM 11 RISK 12 PROC 13 S/H

OSO A2013

Project /phase LIFE CYCLE

HOW work will be executed

change management

plan

configuration management

project baselines

INTEGRITY

Needs and methods of

communication

Activity Resource Requirements

• Human RESOURCEneeds.

• The PRELIMINARYrequired project team competencies

Enterprise Environmental Factors

• culture and structure,• EXISTING human

resources,• Geographical

dispersion• Personnel

administration policies

• Marketplaceconditions.

Organizational Process Assets

• standard processes, policies, and role

• Templates• Lessons learned• Issues Escalation.

OSO A2013

?

Various FORMATS exist to document team member roles and responsibilities. 

Hierarchical,  Matrix Text‐oriented.

OSO A2013

each

WORKPACKAGE

has

an unambiguous 

OWNER

ALL

team members

have

a CLEAR roles & 

responsibilities

OSO A2013

OSO A2013

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

WBS –OBS – RBS ? 

OSO A2013

who PERFORM an activity ,responsible for action/implementation 

(one/many).  

Responsible “Doer”

Individual (ONE!!) who has ULTIMATE decision making and approval 

authority. 

Accountable “Buck Stops Here”

Who need to have input into a decision /action 

before it occurs. 

Consulted “In the Loop”

who must be informed that a decision/action 

has taken place.  

Informed “FYI”

Activity PM PCM CM

Prepare charter A R I

Prepare  MPR I A I

Prepare Change Order I R A

OSO A2013

When  detai ls  are  required   ( job  descr ipt ions   )Job Title:Job Title:• Project Director

Job DescriptionJob Description•Manage the strategic aspects of large  engagements and mitigates any risk.•Oversees senior managers and managers working on client engagements•Review high‐level deliverables across practice.

SkillsSkills•15 years experience in similar position.• Excellent communication skills.• English written and spoken.

EducationEducation•Bachelor degree in Civil Engineering

OSO A2013

the formal and informal INTERACTION

with others in an organization, industry, or professional 

environment.

OSO A2013

• understand political / interpersonal factors

constructive way to

• various staffing management options

impact the Effectiveness of

• human resource assets (specialized)

improving knowledge of / 

access to

Luncheon meetings Meetings  Events

Trade conferences 

Symposia / seminar

OSO A2013

ProvidesProvides

information , BEHAVE

shortenshorten

TIME, COST, and EFFORT

improveimprove

planning EFFICIENCY

Maslow’s Hierarchy of Needs

McGregor’s Theory of X&Y

Theory Z (William Ouchi)

Herzberg's two factor theory 

Theory ?

OSO A2013

Self‐actualization

Esteem*

Love and belonging

Safety needs

Physiological needsfood

House

Wed

ding

Award

BUSINESE

*to be accepted and valued by others

OSO A2013

OSO A2013

"Japanese management" style 

Focused on increasing Focused on increasing 

employee LOYALTY

a job for life 

well‐being

ON & OFF the job. 

Tends to promote :Tends to promote :stable employment, 

HIGH PRODUCTIVITY, 

high MORALE & SATISFACTION

OSO A2013

Presents 2D paradigm of factors affecting  peoples   attitudes about work:  

MOTIVATORS• give positive satisfaction

HYGIENE FACTORS• do not give positive satisfaction, Absence > results dissatisfaction

Theory of ?OSO A2013

9.1 Plan Human Resource Management9.1.2 Tools &Techniques:

9 . 1 . 2 . 3  Organizational  Theory

HOW project human resources should be defined, staffed, managed, released :

Roles and responsibilities. 

Project organization charts.

Staffing management plan

•The FUNCTION assigned to a person. 

Role

• The RIGHT to apply resources, MAKE decisions

Authority

• The assigned DUTIES and work

Responsibility

• The skill and capacity

Competency

TIMETABLESfor staff acquisition and release

identification of TRAININGneeds

TEAM‐BUILDINGstrategies

plans for RECOGNITIONand rewards programs

compliance considerations, SAFETY issues

the impact of the staffing management plan on the ORGANIZATION

1

6

15

21

18

23

17

14

9

4

0

20

40

60

80

100

120

140

0

5

10

15

20

25

14‐Jan 14‐Feb 14‐Mar 14‐Apr 14‐May 14‐Jun 14‐Jul 14‐Aug 14‐Sep 14‐Oct

monthly M‐P Cum M‐P

OSO A2013

3

5

12

15

12

17

12

10

5

3

0

2

4

6

8

10

12

14

16

18

01‐Jan 01‐Feb 01‐Mar 01‐Apr 01‐May 01‐Jun 01‐Jul 01‐Aug 01‐Sep 01‐Oct

Resource levelling

Skilled labors max availlable

OSO A2013

The project management team may or may not have DIRECT CONTROL over team 

member selection because of :

Collective Bargaining Agreements 

subcontractor personnel 

matrix project environment

internal or external reporting relationships

• to provide the REQUIRED human resources.

PM negotiate & INFLUENCE others

• AFFECT project CONSTRINS. 

Failureto acquire the necessary HR

• decrease the probability of SUCCESS >> CANCELLATION.

Insufficient HR or 

capabilities

Inputs

• Human resource management plan

• Enterprise environmental factors

• Organizational process assets

Tools & Techniques

• Pre-assignment• Negotiation• Acquisition• Virtual teams• Multi-criteria

decision analysis

Outputs

• Project staff assignments

• Resource calendars

• Project management plan (U)

OSO A2013

OSO A2013

9.2 Acquire Project Team9.2 Acquire Project Team

Project M plan (U)

Resource calendars

Project staff assignments

9.1 Plan H R Management9.1 Plan H R Management

Human resource management

Enterprise/ Organization

OPA

EEF

6.4 Estimate A Resources

6.5 Estimate A. Durations

6.6 Develop Schedule

4.2 Develop Project M Plan

9.3 Develop Project Team

9.4 Manage Project Team

OSO A2013

Human resource management plan

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 process assets

Organizational standard policies,

processes, 

procedures

OSO A2013

Pre‐assignment• selected in advance

Negotiation• FM, : competent ‐scarce ‐specialized –qualified HR

Acquisition• organization is UNABLE to provide the staff

Virtual teams• little or no time spent meeting face to face.

Multi‐criteria decision analysis• Availability –Cost –Experience –‐factors

OSO A2013

• person’s availability• schedule constraints:

• time zones,• work hours, • vacation time,• local holidays, • commitments to

other projects

Inputs

Human resource management planProject staff assignmentsResource calendars

Tools & Techniques

Interpersonal skillsTrainingTeam-building activitiesGround rulesColocationRecognition and rewardsPersonnel assessment tools

Outputs

Team performance assessmentsEnterprise environmental factors updates

to ENHANCE

project performance

Improving: COMPETENCIES INTERACTION, ENVIRONMENT

PMBOK P‐275

Human resource management plan• Guidance on HOW PHR

Project staff assignments• documents identify the PEOPLE

Resource calendars• TIMES ,team members can participate in team development activities

Interpersonal skills • COMMUNICATION

Training • COMPETENCIES

Team-building activities • INTERPERSONAL relationships

Ground rules* • clear EXPECTATIONS acceptable behavior

Colocation “tight matrix” • placing ,physical LOCATION

Recognition and rewards • if it SATISFIES a need

Personnel assessment tools • INSIGHT into areas of strength and weakness

FormingForming

team MEETS & learns about the 

project 

team MEETS & learns about the 

project 

independent and not as open.

independent and not as open.

StormingStorming

begins to ADDRESS the project work, 

begins to ADDRESS the project work, 

If not collaborative > counter productive 

environment.

If not collaborative > counter productive 

environment.

NormingNorming

begin to WORK TOGETHER

begin to WORK TOGETHER

adjust habits & behaviors to 

support the team. 

adjust habits & behaviors to 

support the team. 

The team learns to trust each other.The team learns to trust each other.

PerformingPerforming

WELL‐ORGANIZEDunit. 

WELL‐ORGANIZEDunit. 

interdependentinterdependent

work through issues smoothly and effectively.

work through issues smoothly and effectively.

AdjourningAdjourning

COMPLETES the work

COMPLETES the work

moves onmoves on

occurs when staff is released

occurs when staff is released

Team performance assessments• skills’ Improvements

Competencies ImprovementsReduced staff turnover rateIncreased team cohesiveness

Enterprise environmental factors updates•personnel administration •employee training records•skill assessments

TRACKING• feedback

manages• CONFLICT

resolving• issues

•are submitted,

change requests

• is updated

HR management plan •are 

resolved,

issues

• input is provided 

performance appraisals,  •are added

lessons learned

challenging assignments

•to team members

recognition for

•high performance

Inputs

Human resource management planProject staff assignmentsTeam performance assessmentsIssue logWork performance reportsOrganizational process assets

Tools & Techniques

Observation and conversationProject performance appraisalsConflict managementInterpersonal skills

Outputs

Change requestsProject management plan updatesProject documents updatesEnterprise environmental factors updatesOrganizational process assets updates

Human resource management plan

Roles and responsibilities,

Project organization, 

Staffing management plan.

Project staff assignments

provide documentation, which

includes the list of project team members

Team performance assessmentscontinually assessing team’s performance

actions can be taken to resolve issues

modify communication, address conflict

improve team interaction

Issue log

document and monitor

who is responsible for

resolving specific issues by a target date.

Work performance reports

current project status VS. forecasts.

assists in determining:

future human resource requirements

recognition and rewards

updates to the staffing management plan.

Organizational process assets

Certificates of appreciation,

Newsletters, Websites,

Bonus structures, Corporate apparel,

Other organizational perquisites

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 Interpersonal skills

LeadershipLeadership

InfluencingInfluencing

Effective decision making

Effective decision making

reduce the amount of conflict

Sources of conflict

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

• 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

• to temporarily or partially resolve the conflict.

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

• only WIN‐LOSE solutions, • 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 Manage Project Team‐ T&T

OSO A2013

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.

Organizational process assets updates

• Historical information & lessons learned documentation• Templates• Organizational standard processes

TYPES OF POWERS

•the position a person holds Expert power

Legitimate (positional) 

•possessing knowledge or expertise.Knowledge is power

•interpersonal relationships. Referent Power

•person's ability to influence others via threats, punishments. Coercive Power

•ability of a person to influence the allocation of incentives. Reward Power

LEADERSHIP STYLES

•telling others what to doDirecting: 

•coordinating the inputs of othersFacilitating: 

•help others to achieve their goalCoaching:

•providing assistance along the waySupporting: 

•making decisions without inputAutocratic:

OSO A2013

BPBC

 building

EngineeringDesign

Arch

Structural design

EM designTesting

Construction

Civil works

Earth works

Concrete works

Masonry

Electro‐Mech.

Elect

Plumbing

A‐C

F‐ FLandscaping

ProcurementSub‐contract

Supply

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

Project E

WR

Human resource

Project Controls

Admin & Fin

Construction

Materials

Construction Mat’l

E/M Mat’l

Consumables.

Equipment

Plants

Vehicles

Machineries

OSO A2013