pmp hr chapter 9

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Project HR ManagementChapter 9

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Motivation Theories

Conflict Management

9.1 Plan HR Management

9.2 Acquire Project Team

9.3 Develop Project Team

9.4 Manage Project Team

KEY TERMS

Project HR Management

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Knowledge

Area

Process

Initiating Planning ExecutingMonitoring

& ControlClosing

Human

Resource

9.1 Develop HR

Plan




Enter phase/

Start project

Exit phase/

End project

Initiating

Processes

Closing

Processes

Planning

Processes

Executing

Processes

Monitoring &

Controlling Processes

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9.1 Plan Human Resource Management—The process of

identifying and documenting project roles ,

responsibilities, required skills, reporting relationships,

and creating a staffing management plan.

9.2 Acquire Project Team—The process of confirming

human resource availability and obtaining the team

necessary to complete project activities.

9.3 Develop Project Team—The process of improving

competencies, team interaction, and overall team

environment to enhance project performance.

9.4 Manage Project Team—The process of tracking team

member performance, providing feedback, resolving issues,

and managing changes to optimize project performance.

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Motivation Theories

Maslow’s Hierarchy of Needs

Higher level of

needs

Basic

Needs

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Motivation Theories

McGregor’s X & Y Theory

• Theory X

• People tends to be negative, passive e.g. incapable, avoid responsibility, dislike work need to be watched

• Theory Y

• People tends to be positive e.g.

want to achieve, willing to work

without supervision, can direct their

own effort

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Motivation Theories

Herzberg’s Theory• Job dissatisfaction due to lack of hygiene factors

• Job satisfaction due to motivation factors.

• Poor hygiene factor may destroy motivation.

Hygiene Factors

- Working condition- Salary- Personal life- Relationship at work- Security- Status

Motivation Factors

- Responsibility- Self actualization- Professional growth- Recognition

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Motivation Theories

Ouchi’s Theory Z:

• Japanese theory

• Job for life.

• workers are motivated by a sense ofcommitment, opportunity & advancement.

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Motivation Theories

David McClelland’s Theory ( Acquired Needs Theory)

People are motivated by one of the three needs

Needs Behavioral Style

Achievement

These people should be given projects that are

challenging but are reachable

They like recognition

Affiliation

These people work best when cooperating with

others

They seek approval rather than recognition

Power

People whose need for power is socially

oriented, should be allowed to manager others

These people like to organize and influence

others

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Motivation Theories

Expectancy Theory Victor H. Vroom

• People will behave in certain ways if they think there

will be good rewards for doing so

• People become what you expect of them.

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Important Terms

Halo Effect The assumption that because the person is good at technical, he will be good as a project manager.

Arbitration A method to resolve conflict. A neutral party hears and resolve a dispute.

Perquisites (Perks) Some employees receives special rewards e.g. parking spaces, corner offices, executive dining.

Fringe Benefits Standard benefits formally given to all employees, such as insurance, education benefits and profit benefits.

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Conflict Management

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Conflict Management

Conflicts can be beneficial (an opportunities for improvement)

Conflicts is an inevitable consequence of organizational

interactions.

Conflicts in the team are caused due to the following reasons in

decreasing order of occurrences.

1. Schedules

2. Project priorities

3. Resources

4. Technical opinions

5. Administrative procedures

6. Cost

7. Personality

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Conflict Management

1. Forcing / Directing

• Pushing one’s viewpoint at the expense of others

• Offers only win-lose solutions.

• Driven from a power position

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Conflict Management

2. Collaborating / problem solving

• Incorporating multiple viewpoints and insights from

differing perspectives

• Leads to consensus and commitment

• win-win situation.

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Conflict Management

3. Compromising / Reconciling

• Searching for solution that bring some degree of satisfaction

to all parties.

• lose-lose situation

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Conflict Management

4. Withdrawing / Avoiding

• Retreating from an actual or potential conflict situation.

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Conflict Management

5. Smoothing / Accommodating

• Emphasizing areas of agreement rather than areas of

difference.

The best is Collaborating / problem solving / confronting

The worst choice: Forcing / Directing

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Conflict Management

Description Type of Resolving

“It seems that the real problem here is not a lack of communication, but

a lack of knowledge of what needs to be done and when. Here is a

copy of the project schedule. It should help you understand what you

need to know.”

Confronting

"Do it my way!" Forcing

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

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

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

“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."

Smoothing

“We have talked about new computers enough. I do not want to get

the computers, and that is it!"

Forcing

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

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Project Manager Power

A Project Manager may yield authority over the project team in one of the

following ways:

Formal

(Legitimate) Power due to Project Managers position

Reward Power stems from giving rewards.

Penalty

(Coercive)

This power comes from the ability to penalize team

members.

Expert

(Technical)Comes from being technical or project management expert.

ReferentPower of charisma and fame. Make another person

liking/respecting the Project Manager.

The best forms of power: EXPERT and REWARD.

Derived from position in the company: FORMAL, REWARD and PENALTY.

Earned on your own: EXPERT

The worst choice: PENALTY

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LEADER

• Effectiveness

• Has vision

• Put the ladder success

towards right way

MANAGER

• Efficiency

• Manage procedures

• Ensure ladder success is

implemented correctly

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Management & Leadership Style

Some of the Management & Leadership Style which the project manager may follow

Directing……… This style involves telling others what to do.

Facilitating…… the project manager coordinates the input of others.

Coaching.......... the manager helps others achieve their goals.

Supporting…….the project manager provides assistance along the way.

Autocratic…….. a top-down approach where the manager has power to do

whatever he or she wants.

Consultative…... This bottom-up approach uses influence to achieve results. The

manager obtains others' opinions and acts as the servant-leader for the team.

Consensus…….. This style involves problem solving in a group, and making

decisions based on group agreement.

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9.1- Plan HR Management

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9.1- Plan HR Management.

The process of identifying and documenting project roles

, responsibilities, required skills, reporting

relationships, and creating a staffing management plan.

9.1- Plan HR Management INPUTS

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1. Project Management Plan

2. Activity Resource Requirements

3. EEF

Organizational Structure and culture

Existing human resources

Geographical dispersion and team members

Personnel administration policies

Marketplace Conditions

4. OPA

9.1- Plan HR Management T & T

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• Organization Charts and Position Descriptions

Ensure that each work package has an unambiguous owner.

Team members have an understanding of their roles and responsibility.

• Hierarchical e.g. Organizational Breakdown Structure (OBS)

• Matrix e.g. Responsibility Assignment Matrix (RAM) e.g. RACI

• Text-oriented detailed descriptions can be specified in text-oriented

formats


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Responsibility Assignment Matrix (RAM) shows the project

resources assigned to each work package


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RACI Chart is a developed chart from Responsibility Assignment Matrix.

Used when the team consists of internal and external resources in

order to ensure clear divisions of roles and expectations.

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9.1- Plan HR Management Outputs

1. Human Resource Plan

• Roles and Responsibilities:

Role The function assumed by or assigned to a person in the

project

Authority The right to apply project resources, make

decisions, sign approvals, accept deliverables,

Responsibility The assigned duties and work that a project

team member is expected to perform

Competency The skill and capacity required to complete

assigned activities within the project constraints

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• Project Organization Charts :

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• Staffing Management Plan:

Describes the entrance and release criteria human

resources into the project. Includes:

Staff Acquisition

Resource Calendars ( Resource Histogram )

Staff Release Plan

Training Needs

Recognition and rewarding system

Compliance

Safety

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Resource Histogram

This chart illustrates the number of hours a person, department, or

entire project team that will be needed each week or month over the

course of the project

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process of confirming human resource availability and

obtaining the team necessary to complete project

activities.

9.2- Acquire project team INPUTS

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1. Human Resource Management Plan

3. EEF

• Existing information on human resources including

availability, competency levels, prior experience.

• Personnel administration policies such as those that

• Organizational structure

• Colocation or multiple locations.

4. OPA

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Dedicated teamPart-time team

Partnership teamVirtual team

Team

Types

9.2- Acquire project team T & T

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1. Pre-assignment

• When project team members are selected in advance,

they are considered pre-assigned.

• This situation can occur if the project is the result of

specific people being identified as part of a competitive

proposal.

2. Negotiation with

• Functional managers to obtain resources from within

• External organizations to obtain resources from outside

like vendors, suppliers, contractors

9.2- Acquire project team T & T

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3. Acquisition

• When the performing organization is unable to provide

the staff needed

4. Virtual Teams

• When multiple organizations or offices are involved on a

project, the geographic distance of these organizations

can necessitate the creation of virtual teams

5. Multi-Criteria Decision Analysis

• Team Availability. To do the work on time

• Team Cost to be added is within budget or not.

• Team Experience

• Team Ability to do the needed work

• Team Skills

9.2- Acquire project team Outputs

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1. Project Staff Assignments

2. Resource Calendars

3. Project Management Plan Updates

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The process of improving competencies, team

interaction, and overall team environment to enhance

project performance.

9.3- Develop project team INPUTS

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3. Resource Calendars

9.3- Develop project team T & T

Interpersonal Skills (soft skills )

communication skills, conflict resolution, negotiation

Training

Personnel Assessment Tools :

attitudinal surveys , assessments, interviews, ability tests

Ground Rules

Recognition and Rewards

Colocation ( war room / tight matrix )

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Team Building Activities (Tools & Techniques)

Tuckman’s stage of team formation and development:

• FORMING team meets and learns about the project and what their

roles and responsibilities.

• STORMING there are disagreements as people learn to work together.

• NORMING team members begin to build good working relationships

• PERFORMING team becomes efficient and works effectively together.

• ADJOURNING team completes work and released from the project.

9.3- Develop project team Outputs

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Team Performance

Assessments

• Focus on team performance

• Is done to evaluate and improve the

team effectiveness as a whole

EEF Updates

• personnel administration

• employee training records

• skill assessments

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The process of tracking team member performance,

providing feedback, resolving issues, and managing

changes to optimize project performance.

9.4- Manage project team INPUTS

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• Roles and responsibilities.

• Project organization.

• Staffing management plan.


3. Team Performance Assessment

4. Issue Log

5. Work Performance Reports: e.g. CPI & SPI

6. OPA

9.4- Manage project team T & T

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1. Observation and Conversation

2. Project Performance Appraisals

• Collect info. From supervisors about members

performance to adjust the project accordingly

• Focus on individuals

3. Conflict Management

4. Interpersonal Skills

Leadership / Influencing / decision making

9.4- Manage project team Outputs

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1. Change Requests

• moving people to different assignments.

• replacing team members who leave.

2. Project Management Plan Updates

3. Project Documents Updates

Issue log / Roles description / Project staff assignments.

4. EEF Updates

5. OPA Updates

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1. All of the following are forms of power derived from the

project manager's position EXCEPT:

A. Formal.

B. Reward.

C. Penalty.

D. Expert.

Questions

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1. All of the following are forms of power derived from the

project manager's position EXCEPT:

A. Formal.

B. Reward.

C. Penalty.

D. Expert.

Answer : D

Questions

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2. The highest point of Maslow's hierarchy of needs is:

A. Physiological satisfaction.

B. Attainment of survival.

C. Need for association.

D. Esteem.

Questions

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2. The highest point of Maslow's hierarchy of needs is:

A. Physiological satisfaction.

B. Attainment of survival.

C. Need for association.

D. Esteem.

Answer : D

Questions

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3. The halo effect refers to the tendency to:

A. Promote from within.

B. Hire the best.

C. Move people into project management because they are

good in their technical fields.

D. Move people into project management because they

have had project management training.

Questions

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3. The halo effect refers to the tendency to:

A. Promote from within.

B. Hire the best.

C. Move people into project management because they are

good in their technical fields.

D. Move people into project management because they

have had project management training.

Answer : C

Questions

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4. The sponsor's role on a project is BEST described as:

A. Helping to plan activities.

B. Helping to prevent unnecessary changes to project

objectives.

C. Identifying unnecessary project constraints.

D. Helping to develop the project management plan.

Questions

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4. The sponsor's role on a project is BEST described as:

A. Helping to plan activities.

B. Helping to prevent unnecessary changes to project

objectives.

C. Identifying unnecessary project constraints.

D. Helping to develop the project management plan.

Answer : B

Questions

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5. Which of the following conflict resolution techniques will

generate the MOST lasting solution?

A. Forcing

B. Smoothing

C. Compromise

D. Problem solving

Questions

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5. Which of the following conflict resolution techniques will

generate the MOST lasting solution?

A. Forcing

B. Smoothing

C. Compromise

D. Problem solving

Answer : D

Questions

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6. The MOST common causes of conflict on a project are

schedules, project priorities, and:

A. Personality.

B. Resources.

C. Cost.

D. Management

Questions

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6. The MOST common causes of conflict on a project are

schedules, project priorities, and:

A. Personality.

B. Resources.

C. Cost.

D. Management

Answer : B

Questions

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7. You have just been assigned as project manager for a

large telecommunications project. This one year project is

about halfway done. The project team consists of 5 sellers

and 20 of your company's employees. You want to

understand who is responsible for doing what on the project.

Where would you find such information?

A. Responsibility assignment matrix

B. Resource histogram

C. Bar chart

D. Project organization chart

Questions

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7. You have just been assigned as project manager for a

large telecommunications project. This one year project is

about halfway done. The project team consists of 5 sellers

and 20 of your company's employees. You want to

understand who is responsible for doing what on the project.

Where would you find such information?

A. Responsibility assignment matrix

B. Resource histogram

C. Bar chart

D. Project organization chart

Answer : A

Questions

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8. What theory proposes that employees' efforts will lead to

effective performance and the employees will be rewarded for

accomplishments?

A. Conditional reinforcement

B. Maslow's hierarchy

C. McGregor's

D. Expectancy

Questions

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8. What theory proposes that employees' efforts will lead to

effective performance and the employees will be rewarded for

accomplishments?

A. Conditional reinforcement

B. Maslow's hierarchy

C. McGregor's

D. Expectancy

Answer : D

Questions

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9. Project performance appraisals are different from team

performance assessments in that project performance

appraisals focus on:

A. How an individual team member is performing on the

project.

B. An evaluation of the project team's effectiveness.

C. A team-building effort.

D. Reducing the staff turnover rate.

Questions

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9. Project performance appraisals are different from team

performance assessments in that project performance

appraisals focus on:

A. How an individual team member is performing on the

project.

B. An evaluation of the project team's effectiveness.

C. A team-building effort.

D. Reducing the staff turnover rate.

Answer : A

Questions

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10. A project manager had a complex problem to solve and

facilitated a team decision about what needed to be done.

A few months later, the problem resurfaced. What did the

project manager MOST likely NOT do?

A. Perform proper risk analysis

B. Confirm the decision solved the problem

C. Have the project sponsor validate the decision

D. Use an Ishikawa diagram

Questions

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10. A project manager had a complex problem to solve and

facilitated a team decision about what needed to be done.

A few months later, the problem resurfaced. What did the

project manager MOST likely NOT do?

A. Perform proper risk analysis

B. Confirm the decision solved the problem

C. Have the project sponsor validate the decision

D. Use an Ishikawa diagram

Answer : B

Questions

pmp hr chapter 9

Leadership & Management