Chapter 9 Human Resource Management

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Chapter 9Human Resource Management
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Human Resource ManagementContents

• Human Resource Management overview
• Human Resource Management processes
• Management and Leadership styles
• Motivation theories

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Human Resource ManagementLearning Objectives

• By the end of this chapter, you should be able
  to
• Articulate the importance of Human Resource
  Management on projects
• Name the Human Resource Management process
• Explain the activities that occur in each process
• Summarize concepts such as motivation theories,
  management styles, etc.

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Project Human Resource Management Processes
Please animate
Process Process Group
Plan Human Resource Management Planning
Acquire Project Team Executing
Develop Project Team Executing
Manage Project Team Executing
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Review Quiz

• All of the following are Human Resource
  Management processes except
• A. Plan Human Resource Management
• B. Execute Human Resource Plan
• C. Acquire Project Team
• D. Develop Project Team

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Plan Human Resource Management

• Identify and document project roles and
  responsibilities
• Project organization charts
• Staffing management plan includes
• Acquisition
• Resource calendars
• Staff resource plan
• Staff training
• Recognition and rewards
• Compliance
• Safety
• Output is Human Resource Management Plan

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Plan Human Resource Management

• Class Group Activity 30 Minutes
• Divide Class into 3 groups (3 to 4 students in
  each group)
• Discuss and brainstorm the inputs/outputs
• Present your inputs/outputs to the rest of the
  teams
• Check and compare your inputs/outputs with
  PMBOK Guide 5th edition

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Human Resource Management Plan

• Main output of Plan Human Resource Management
• Defines how project human resources should be
  defined, staffed, and managed.
• Includes
• Roles and responsibilities
• Role
• Authority
• Responsibility
• Competency
• Project organization charts
• Staffing management plan

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Acquire Project Team

• Input is Human Resource management plan
• Output is project staff assignments

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Acquire Project Team

• Class Group Activity 30 Minutes
• Divide Class into 3 groups (3 to 4 students in
  each group)
• Discuss and brainstorm the inputs/outputs
• Present your inputs/outputs to the rest of the
  teams
• Check and compare your inputs/outputs with
  PMBOK Guide 5th edition

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Acquire Project Team Outcomes

• Know that this task is never completed during a
  project.
• Skills required from a Project Manager
• Negotiation
• Virtual teams
• Administer appraisals
• Hire / Fire team members

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Develop Project Team

• Improve competencies, team camaraderie, and
  overall team performance
• Human resource management plan and project staff
  assignments are inputs
• Team performance assessment is the main output

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Develop Project Team

• Class Group Activity 30 Minutes
• Divide Class into 3 groups (3 to 4 students in
  each group)
• Discuss and brainstorm the inputs/outputs
• Present your inputs/outputs to the rest of the
  teams
• Check and compare your inputs/outputs with
  PMBOK Guide 5th edition

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Develop Project TeamTools and TechniquesStages
of team development

• Forming
• Storming
• Norming
• Performing
• Adjourning

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Review Quiz

• Which one of the following is not one of the
  stages of team development?
• A. Forming
• B. Storming
• C. Conflicting
• D. Adjourning

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Develop Project TeamTools and Techniques

• Ground Rules
• Colocation
• Recognition and rewards

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Manage Project Team

• Assessing team member performance, providing
  feedback, and resolving conflicts
• Change requests are an output of this process

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Manage Project Team

• Class Group Activity 30 Minutes
• Divide Class into 3 groups (3 to 4 students in
  each group)
• Discuss and brainstorm the inputs/outputs
• Present your inputs/outputs to the rest of the
  teams
• Check and compare your inputs/outputs with
  PMBOK Guide 5th edition

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Powers of the Project Manager

• Formal (Legitimate) based on position
• Reward ability to give rewards in return for
  performance
• Penalty opposite of reward
• Expert power derived from experience and
  knowledge
• Referent power of charisma or fame, or
  referring power to senior management.

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Review Quiz

• The power of the project manager that emanates
  from her knowledge and experience is called
• A. Expert power
• B. Knowledge power
• C. Experience power
• D. Leadership power

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Management and Leadership Styles

• Delegating
• Bureaucratic
• Charismatic
• Democratic or participative
• Laissez-fair
• Analytic
• Driver
• Influencing

• Directing
• Facilitating
• Coaching
• Supporting
• Autocratic
• Consultative
• Consultative-Autocratic
• Consensus

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Source of Conflict

• Memorize the top four, and remember that
  personality is last
• Schedule
• Project priorities
• Resources
• Technical opinion
• Administrative procedure
• Cost
• Personality

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Conflict Resolution

• Confronting (Problem Solving)
• Solving the problem so that it goes away
• Win-win situation
• Compromising
• Lose-lose situation, each party loses something
• Withdrawal (Avoidance)
• Not best way to deal with situations
• Smoothing (Accommodating)
• emphasizes agreement rather than difference of
  opinion
• Collaborating - consensus
• Forcing pushing one point of view

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Review Quiz

• The conflict resolution technique in which both
  parties lose something is called
• A. Confronting
• B. Losing
• C. Smoothing
• D. Compromising

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McGregor's Theory of X and Y

• McGregor believed that all workers fit into one
  of two groups X and Y
• Theory X
• People are incapable, avoid responsibility, and
  avoid work whenever possible
• Theory Y
• People are willing to work without supervision
  and want to achieve

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Moslow's Hierarchy of Needs

• People are not most motivated by security or
  money. Instead motivated to contribute and use
  skills self actualization

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David McClelland's Theory of Needs

• People are most motivated by one of the three
  needs listed in this table.

Need for Achievement Give challenging / reachable projects Like recognition
Need for Affiliation Work best when cooperating with others Seek approval rather than recognition
Need for Power (socially oriented rather than personal) Should be allowed to manage others Like to organize and influence others
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Herzberg's Theory

• Deals with Hygiene Factors. Poor hygiene factors
  may destroy motivation, but improving them under
  most circumstances, will not improve motivation.
• Examples
• Working conditions
• Salary
• Personal life
• Relationships at work
• Security
• Status

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Herzberg (Cont)

• Motivating Agents
• Responsibility
• Self-actualization
• Professional growth
• Recognition

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Chapter Summary
1. Human Resource Management Processes a. Plan
Human Resource Management b. Acquire Project
Team c. Develop Project Team d. Manage Project
Team 2. Leadership styles 3. Powers of the
project manager 4. Management Theories
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End of Chapter Quiz

• Question 1 The Human Resource Management process
  in which the project manager spends time on
  improving the competencies of the project team
  is
• Acquire Project Team
• Develop Project Team
• Manage Project Team
• Motivate Project Team

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End of Chapter Quiz

• Question 2 The number one source of conflict on
  a project is
• Too much work
• Lack of recognition
• Schedules
• Personalities

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End of Chapter Quiz

• Question 3 As a result of poor performance on
  the project, you, the project manager, write a
  negative review for one of the project team
  members. This is an example of which power of
  the project manager?
• Leader
• Referent
• Penalty
• Reward

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End of Chapter Quiz

• Question 4 Peter Parker, a project manager for
  Expert Consultants, Inc., believes that people
  are inherently lazy, avoid work, cannot be
  trusted, and must be closely supervised at all
  times. Which theory does this attitude signify?
• Maslows hierarchy of needs
• McGregors Theory X
• Herzbergs Hygiene theory
• McClellands theory of needs

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End of Chapter Quiz

• Question 5 2 project team members are not
  getting along and refuse to work with each other.
  You have a meeting with them, discuss the
  situation, and come to a resolution. This is
  called
• Confronting
• Withdrawal
• Resolving
• Smoothing

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Questions