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1  __________________ J0068
3  __________________  
Project Human  ___________________   Overview of Project   ___________________  
Human Resource
Resource  ___________________   Management   ___________________  
Management
 ___________________   Process involved in Process Human    ___________________  
Resource Management
 Overview of Project Human  ___________________    Develop human resource plan   ___________________  
identifies and documents the project roles, 
 ___________________     ___________________  

Resource Management
responsibilities and required skills, reports 
 Keys to Managing People relationships and creates a staffing 
 Developing Human Resource
Plan
 ___________________   management plan
 Acquire project team    ___________________  
 confirms human resource availability and 



Acquiring the Project Team
Developing the Project Team
 ___________________   obtains the team necessary to complete project 
assignments
  ___________________  
 Managing the Project Team  ___________________    Develop project team 
 improves the competencies, team interaction 
and overall team environment to enhance 
  ___________________  
 ___________________   project performance
 Manage project team 
  ___________________  
 ___________________    tracks team member performance, provide 
feedback, resolve issues and manage changes 
to optimize project performance
  ___________________  
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Overview of Project  ___________________     ___________________  
Human Resource Keys to Managing People
Management  ___________________    Motivation Theories
  ___________________  
 ___________________    Intrinsic motivation causes the people to 
participate in an activity for their own    ___________________  
 Project human resource management includes  enjoyment.  
the processes that organize, manage and lead 
the project team.
 ___________________    Extrinsic motivation causes the people to do 
something in exchange of a reward or to avoid 
  ___________________  
 ___________________     ___________________  
a penalty.
 Human resource management includes all 
project stakeholders, such as sponsors,   Maslow’s Hierarchy of Needs
customers, project team members, support 
staff, suppliers supporting the project, and so 
on.
 ___________________    human beings possess unique qualities that 
enable them to make independent choices, 
thus giving them control of their destiny
  ___________________  
 ___________________    developed a hierarchy of needs which suggests 
that physiological, safety, social, esteem, and    ___________________  
self‐actualization needs motivate behavior
 ___________________   5. Self-
High   ___________________  
 ___________________   Actualization

4. Esteem   ___________________  
3. Social

 ___________________   2. Safety
1. Physiological Low
  ___________________  
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 ___________________   A satisfied need is no longer a motivator
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 J0068
5  __________________ J0068
7  __________________  
 ___________________     ___________________  
Keys to Managing People Keys to Managing People
 Herzberg’s Motivational and Hygiene Factors
 ___________________    Influence and Power
  ___________________  



distinguished motivators and hygiene factors
hygiene factors such as larger salaries or a more 
 ___________________    Penalty: the project manager’s perceived ability 
to dispense or cause punishment   ___________________  
attractive work environment will cause 
dissatisfaction if not present, but do not 
motivate workers to do more if present
 ___________________    Work challenge: the ability to assign work that 
capitalizes on a worker’s enjoyment of doing a 
particular task, which taps an intrinsic 
  ___________________  
 achievement, recognition, the work itself, 
responsibility, and growth are the factors that 
contribute to work satisfaction and work 
 ___________________   
motivational factor
Expertise: the project manager’s perceived 
special knowledge that others deem important
  ___________________  
motivation.

 McClelland’s Acquired‐Needs Theory
 ___________________    Friendship: the ability to establish friendly 
personal relationships between the project 
  ___________________  
manager and others
 an individual’s specific needs are acquired over 
time and are shaped by one’s life experiences  ___________________    Influence is related to the topic of power.  
  ___________________  
• Achievement: People with a high need for 
achievement like challenging projects with 
attainable goals and lots of feedback.
 ___________________    Power is the potential ability to influence behavior 
to get people to do things they would not otherwise 
do.  
  ___________________  
• Affiliation: People with a high need for affiliation 
desire harmonious relationships and need to feel 
accepted by others, so managers should try to 
create a cooperative work environment for 
 ___________________    Power has a much stronger connotation than 
influence, especially since it is often used to force 
  ___________________  
them.
• Power: People with a need for power desire 
either personal power (not good) or institutional 
 ___________________   people to change their behavior.
  ___________________  
power (good for the organization).
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6  __________________ J0068
8  __________________  
 ___________________     ___________________  
Keys to Managing People Keys to Managing People
 McGregor’s Theory X and Y
 ___________________    Influence and Power
  ___________________  
 describe two very different attitudes toward 
workforce motivation  ___________________   5 main types of power:
 Coercive power: using punishment, threats, or 
  ___________________  
 Theory X: Assumes that workers dislike and 
avoid work, so managers must use coercion, 
threats, and various control schemes to get 
 ___________________   other negative approaches to get people to do 
things they do not want to do
 Legitimate power: getting people to do things 
  ___________________  

workers meet objectives.
Theory Y: Assumes that individuals consider 
work as natural as play or rest and enjoy the 
 ___________________   based on a position of authority
 Expert power: using one’s personal knowledge 
  ___________________  
and expertise to get the people to change their 
satisfaction of esteem and self‐actualization 
needs.  ___________________   behavior
 Reward power: using incentives to induce 
  ___________________  
 Influence and Power
 Authority: the legitimate hierarchical right to 
issue orders 
 ___________________   people to do things
 Referent power: based on an individual’s 
personal charisma
  ___________________  
 Assignment: the project manager’s perceived 
ability to influence a worker’s later work   ___________________     ___________________  
assignments
 Budget: the project manager’s perceived ability 
to authorize others’ use of discretionary funds
 ___________________     ___________________  



Promotion: the ability to improve a worker’s 
position
Money: the ability to increase a worker’s pay 
 ___________________     ___________________  
and benefits
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 J0068
9  __________________ J0068
11  _________________  
 ___________________   Developing Human   ___________________  
Keys to Managing People
 Improving Effectiveness
 ___________________   Resource Plan
 The project manager works with senior management 
  ___________________  
 Be proactive – People have the ability to be 
proactive and choose their responses to different   ___________________   and project team members to create an 
organizational chart for the project.   ___________________  
situations.  Deputy project managers fill in for project managers 
 Begin with the end in mind – People must focus on 
their values, what they really want to accomplish, 
 ___________________   in their absence and assist them as needed.
 Subproject managers are responsible for managing 
  ___________________  

and how they really want to be remembered in 
their lives.
Put first things first – Develops a time 
 ___________________   the subprojects into which a large project might be 
divided.
 Organizational chart sample for large IT project
  ___________________  
management system and matrix to help people 
prioritize their time.  ___________________     ___________________  
Think win/win – Used with a win/win paradigm, 
 ___________________     ___________________  

parties in potential conflict work together to 
develop new solutions that make them all winners.
 Seek first to understand, then to be understood –
Empathic listening is listening with the intent to 
understand.
 ___________________     ___________________  
 Synergize – A project team can synergize by 
creating collaborative products that are much   ___________________     ___________________  
better than a collection of individual efforts.
 Sharpen the saw – When you practice sharpening 
the saw, take time to renew yourself physically, 
 ___________________     ___________________  
spiritually, mentally, and socially.
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 ___________________   Figure 9.2 – Organizational chart sample for large IT project

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10  _________________ J0068
12  _________________  
Developing Human  ___________________   Developing Human   ___________________  
Resource Plan
 ___________________   Resource Plan
 Defining and assigning work process:
  ___________________  
 Human resource planning in projects involves 
identifying and documenting project roles, 
 ___________________   


Finalizing the project requirements
Defining how the work will be accomplished
  ___________________  
responsibilities, and reporting relationships.
 Human resource planning produces an   ___________________   


Breaking down the work into manageable 
elements
Assigning work responsibilities
  ___________________  
organizational chart for the project, roles and 
responsibility assignments, often shown in a 
matrix form called responsibility assignment 
 ___________________    Definition of work and assignment of process   ___________________  
matrix (RAM), and a staffing management plan.
 ___________________     ___________________  
 ___________________     ___________________  
 ___________________     ___________________  
 ___________________     ___________________  
 ___________________     ___________________  
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 ___________________   Figure 9.3 – Definition of work and assignment of process

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Developing Human  ___________________   Acquiring the Project   ___________________  
Resource Plan
 An organizational breakdown structure (OBS) is a 
 ___________________   Team
  ___________________  
specific type of organizational chart that shows which 
organizational units are responsible for which work 
items.
 ___________________    Project team acquisition is getting the appropriate 
staff assigned to and working on the project.   ___________________  
 OBS can be based on a general organizational chart 
and then broken down into more detail based on 
 ___________________    Companies should use innovative approaches to find 
and retain good information technology staff.   ___________________  
specific units within departments in the company or 
units within departments in the company or units in 
any subcontracted companies.
 ___________________   Assigning Resources
 The main outputs of the staff acquisition process are 
  ___________________  
 Responsibility Assignment Matrix (RAM)
 maps the work of the project as described in the WBS 
to the people responsible for performing the work as 
 ___________________   project staff assignments and a project team 
directory.   ___________________  
 The important component of staffing plan is 
described in the OBS
 ___________________   maintaining a complete and accurate inventory of 
employees’ skills.
  ___________________  
 ___________________    It is also important to have good procedures in place 
for hiring subcontractors and recruiting new 
employees.
  ___________________  
 ___________________     ___________________  
 ___________________     ___________________  
Figure 9.4 – Example of RAM

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14  _________________ J0068
16  _________________  
Developing Human  ___________________   Acquiring the Project   ___________________  
Resource Plan
 The staffing management plan documents the 
 ___________________    Resource loading
Team
  ___________________  
shows the amount of individual resources an 
 ___________________     ___________________  

processes that the project manager is expected to 
complete to bring new project team members aboard  existing schedule requires during specific time 
based on the condition of the project. periods
 Staffing is generally represented by a resource 
histogram—a column chart showing the number of 
 ___________________    helps project managers to develop a general 
understanding of the demands a project will make 
on the organization’s resources, as well as on 
  ___________________  
resources assigned to a project over time.
 Example of resource histogram  ___________________   
individual schedules of the people
Histograms   ___________________  
 Resource leveling
 ___________________    technique for resolving resource conflicts, such as 
over‐allocated resources, by delaying tasks
  ___________________  
 ___________________    form of network analysis in which resource 
management concerns drive scheduling decisions 
(start and finish dates)
  ___________________  
 ___________________   


its main purpose is to create a smoother 
distribution of resource usage
When resources are used on a more constant 
  ___________________  
 ___________________   
basis, they require less management.
It may enable project managers to use a just‐in‐
time inventory type of policy for using 
  ___________________  
 ___________________   
subcontractors or other expensive resources.
It results in fewer problems for project personnel    ___________________  
and accounting departments.
Figure 9.5 – Example of resource histogram

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 ___________________    It often improves morale.
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 J0068
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Developing the Project  ___________________   Managing the Project   ___________________  
Team
 The main objective of team development is to 
 ___________________   Team
  ___________________  
Various tools and techniques to effectively manage 
help people work together more effectively to 
improve project performance  ___________________   project teams:
 Observation and conversation 
  ___________________  
 The Tuckman model, which was developed by 
Dr. Bruce Tuckman, describes the five stages of 
team development.
 ___________________   


Project performance appraisals 
Conflict management 
  ___________________  
The five stages of team development:
 Forming
 ___________________    Issue logs
To ensure that teams are productive, project 
  ___________________  


 Storming

involves the introduction of team members

occurs as team members have different opinions on 
 ___________________   managers should perform the following:



Be patient and understanding with your team.
Fix the problem instead of blaming people.
  ___________________  
 Norming

how the team should operate

achieved when team members have developed a 
 ___________________   


Establish regular, effective meetings.
Allow time for teams to go through the basic team‐
building stages (forming, storming, norming, performing 
  ___________________  
common working method, and cooperation and 
collaboration replace the conflict and mistrust of the 
previous phase
 ___________________   
and adjourning).
Limit the size of work teams to three to seven members.   ___________________  
Plan some social activities to help project team members 
 ___________________     ___________________  

 Performing and other stakeholders get to know each other better.
 occurs when the emphasis is on reaching the team   Stress team identity.
goals, instead of working on team process
 Adjourning
 involves the break‐up of the team after they 
 ___________________   


Nurture team members and encourage them to help 
each other.
Take additional actions to work with virtual team 
  ___________________  
successfully reached their goals and completed the 
work
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 ___________________   members.

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Developing the Project  ___________________  
Team
Tools and Techniques for Team Development
 ___________________  
 Training
 Project managers often recommend that people take 
specific training courses to improve individual and team 
 ___________________  

development.
There are organizations that provide e‐learning 
opportunities for their employees so they can learn 
 ___________________  
specific skills at any time and any place.

 Team‐building activities
 ___________________  
 Organizations can provide in‐house team building 
training activities and use specialized services provided 
by external companies specializing in this area.
 ___________________  



Using physical challenges and psychological preference 
indicator tools.
A common tool for determining personality preferences 
 ___________________  
is the Myers‐Briggs Type Indicator (MBTI).

 Reward and recognition systems
 ___________________  



If management rewards teamwork, they will promote 
or reinforce people to work more effectively in teams.
In a project setting, project managers can recognize and 
 ___________________  
reward people who willingly work overtime to meet an 
aggressive schedule objective or go out of their way to 
help a teammate
 ___________________  
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 ___________________