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 Making the most effective use of the people involved with a project
 Processes include
 Planning human resource management: 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

Topic # 13
Project Human Resource Management – Planning & Managing Team
Chapter 9, 10 – Schwalbe
Chapter 9 – PMBOK, Reference

 Involves identifying and documenting project roles, responsibilities, and reporting

relationships
 Content includes

Project organizational charts

Staffing management plan

Responsibility assignment matrixes

Resource histograms
Project Human Resource Planning

Process for Defining & Assigning work

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 A responsibilityassignment 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 Organization Breakdown Structure
 Can be created in different ways to meet unique project needs

R Responsibility

Accountability
A

C Consultation

Informed
I
• Note that some people reverse the definitions of responsible and accountable Staffing Management Plans
• (* A simple tool that is very effective to communicate roles & expectations of important stakeholders on
project)

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 A staffing management plan describes when and how people will be added to and taken off the
project team

 Staffing management plan can be formal or informal plan and the level of detail can be varied on
the type of project.

 It would also describe how these resources would be acquired, trained, rewarded, reassigned
after the project, and so on.

 A resource histogram is a column chart that shows the number of resources assigned to a
project over time

 After developing the staffing plan, now there is a need to acquire the staff and then create the
project team

 Many corporate executives have said, “People are our most important asset”
 People determine the success and failure of organizations and projects
 Human Resource Management is one of the vital components of project
management, especially in IT field in which qualified people are often hard to
find and keep.

• Proactive organizations are addressing workforce needs by

– improving benefits
– redefining work hours and incentives
– finding future workers

• Many companies have changed their benefits policies to meet worker needs and the
companies provide perks such as:
– Casual Dress Code
– Flexible work hours
– Tuition assistance
– Children's’ tuition paying
– Vacations
– Overtime can be avoided

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Issues Affecting Team Success

• Psychosocial issues that affect how people work and how well they work are:
– Motivation
– Influence & Power
– Effectiveness
• Motivation Definition:
• The process that accounts for an individual’s intensity, direction and persistence of effort
toward achieving a goal.
• WHAT MOTIVATES YOU?
– Think of some factors that motivates you in a job.

Key to Managing People

•Maslow developed a hierarchy of needs which states that people’s behaviors are guided or motivated by a
sequence of needs

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• Manager assumes workers dislike and avoid work, so

Theory X managers must use coercion, threats and various control
schemes to get workers to meet objectives

• Manager assumes individuals consider work as natural as play

Theory Y or rest and enjoy the satisfaction of esteem and self-
actualization needs

• Introduced in 1981 by William Ouchi and is based on the

Theory Z Japanese approach to motivating workers, emphasizing trust,
quality, collective decision making, and cultural values

 Herzberg’s theory distinguished between

Motivational factors(Intrinsic factors)

Hygiene factors (Extrinsic factors)
Achievement, recognition, the work
itself, responsibility, advancement, and
growth, which produce job satisfaction Cause dissatisfaction if not present,
but do not motivate workers to do
more. Examples include larger
salaries, more supervision, and a more
attractive work environment

• Specific needs are acquired or learned over time and shaped by life experiences,
including:

– Achievement (nAch):
– Achievers like challenging projects with achievable goals and lots of feedback

– Affiliation (nAff):
– People with high nAff desire harmonious relationships and need to feel accepted by others,
so managers should try to create a cooperative work environment for them

– Power: (nPow):
– People with a need for power desire either personal power (not good) or institutional power
(good for the organization). Provide institutional power seekers with management
opportunities

McClelland’s Theory of Acquired Needs

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• Goal Setting Theory:

• Specific and Difficult goals, with feedback lead to higher performance.
• Reinforcement Theory:
• Behavior is a function of its consequences.

Job Characteristics Model

Skill variety
Task identity
Task significance
Autonomy
Feedback Demotivation in teams

Ways to Have Influence on a project

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1. Authority: the legitimate hierarchical right to issue orders

2. Assignment: the project manager's perceived ability to influence a worker's later work assignments
 Projects are more likely to succeed when project managers influence with
3. Budget: the project manager's perceived ability to authorize others' use of discretionary funds  expertise
4. Promotion: the ability to improve a worker's position  work challenge
5. Money: the ability to increase a worker's pay and benefits  And …..
6. Penalty: the project manager's ability to cause punishment
 Projects are more likely to fail when project managers rely too heavily on
7. Work challenge: the ability to assign work that capitalizes on a worker's enjoyment of doing a particular  authority
task
 money
8. Expertise: the project manager's perceived special knowledge that others deem important
 penalty
9. Friendship: the ability to establish friendly personal relationships between the project manager and
others

 Power is the potential ability to influence behavior to get people to do things they would not
otherwise do.
 Power has a much stronger connotation than influence,
 Five Types of power include
1. Coercive Power: involves using punishment, threats, or other negative approaches to get
people to do things they do not want to do.
2. Legitimate Power: is getting people to do things based on a position of authority.
3. Expert Power: involves using personal knowledge and expertise to get people to change
their behavior.
4. Reward Power: involves using incentives to induce people to do things.
5. Referent Power: is based on an individual s personal charisma.

It is important for project managers to understand what types of influence and power they can
use in different situations.

Power

Stephen Covey has given 7 approaches to help people and team becoming more
effective.
1) Be Proactive
2) Begin with the end in mind
3) Writing Mission Statement for the project
4) Put first things first
5) Think win/win
6) Seek first to understand, then to be understood
7) Synergize: Collaboration is important
8) Sharpen the saw

Improving Effectiveness

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 Good project managers are empathic listeners - they listen with the intent to
understand
 Before you can communicate with others, you have to have rapport – a relation of
harmony, conformity, accord, or affinity
 Mirroring is the matching of certain behaviors of the other person, a technique to
help establish rapport
 IT professionals need to develop empathic listening and other people skills to
improve relationships with users and other stakeholders.

Motivation Applications

 Management by Objectives: A program that encompasses specific goals, participative

set for an explicit time period with feedback on goal progress.
 Employee Recognition Program: Recognize individual and group accomplishments
 Employee Involvement Program: It is a participative process that uses the entire
capacity of employees and is designed to encourage increased commitment to
organization’s success.
 Job Rotation, Job Enlargement, Job Enrichment, Flex Time & Job Sharing,
Telecommuting
 Variable pay plans such as piece rate pay, profit sharing, gain sharing & bonuses
 Flexible Benefits: Employee choose benefits from a menu of options.

Team Development

 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
 Tuckman Model of Team Development:
 Forming
 Storming
 Norming
 Performing
 Adjourning  Training can help people understand themselves, each other, and how to work better in
teams
 Team building activities include
 physical challenges
 psychological preference indicator tools

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Team – Decision Making

Reward and Recognition Systems

 Once decision are made ….
 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

 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.

 Tools and Techniques for Managing Project Teams

 Observation and conversation
 Project performance appraisals
 Interpersonal skills
 Conflict management

Managing the Project Team

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Achieving Team Productivity

 Handling Slackers … continued

Confrontation • Directly face a conflict using a problem-solving

approach

Compromise • Use a give-and-take approach

Smoothing • De-emphasize areas of difference and emphasize areas

of agreement

Forcing • The win-lose approach

Withdrawal • Retreat or withdraw from an actual or potential

disagreement

Collaborating • Decision makers incorporate different viewpoints and

insights to develop consensus and commitment

Conflict Handling Modes

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 Conflict often produces important results, such as new ideas, better alternatives, and
motivation to work harder and more collaboratively

 Groupthink: Conformance to the values or ethical standards of a group. Groupthink

can develop if there are no conflicting viewpoints

 Research suggests that task-related conflict often improves team performance, but
emotional conflict often depresses team performance

1.Absence of trust 1.Be patient and kind with your team

Fear of conflict 1.Fix the problem instead of blaming people

1.Establish regular, effective meetings

Lack of commitment
1.Allow time for teams to go through the basic team-building stages
Avoidance of accountability
1.Limit the size of work teams to three to seven members

Inattention to results Plan some social activities to help project team members and other stakeholders get to know each other
better

1.Stress team identity

- COMING UP!!!!!!
- Concluding Topics
- Semester Exam & Project
- Project Demo

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