My Basic Knowledge: HUMAN RESOURCE Knowledge Area by Process Group (PMP) Lesson 6

	Inputs	Tools & Techniques	Outputs
24	Develop Human Resource Plan: The process of identifying and documenting Project Rols, Responsibilities, and Required Skills, Reporting Relationships, and creating a Staff Management Plan. The HR Plan documents project Roles and Responsibilities, Porject Organization Charts, and the Staffing Management Plan including the Timetable for Staff Acquisition and Release. It may also include Identification of Training Needs, Team-Building Strategies, Plans for Recognition and Rewards Programs, Compliance Considerations, Safety Issues, and the Impact of the Staffing Management Plan on the Organization. TT1: Three Primary Formats are 1. Hierachical, 2. Matrix (RAM - Responsibility Asssignment Matrix, which displays work packages in the rows and roles in the columns - Popular Type is RACI chart - R-Responsible; A-Accountable; C-Consult; I-Inform. It is important when team consists of Internal and External Resources), and 3. Text (Job/Position Descriptions and Role-Responsibility-Authority Forms - This tool is prticularly useful in Recruiting). TT2: For understanding Organizations and Teams behavior. TT3: Networking is the process of communicating with others within your "Network" of contacts - By networking within the organization, PM can understand the political and Organizational Forces that will influence the project. HR Networking activities include Proactive Correspondance, Luncheon Meetings, Informal Conversations including Meeting and Events, Trade Conferences, and Symposia. It can be a useful technique at the beginning of a project. O1: Resource Histogram - shows the resource usage for a given period of time. It illustrates the number of hours a person, department, or entire project team will be needed each week or month over the course of the project.
PLANNING	1. Activity Resource Requirement	1. Organization Charts and Position Descriptions	1. Human Resource Plan - It has three componenets a. Roles and Responsibilities, b. Organization Charts, and c. The Staffing Management Plan
	2. Enterprise Environmental Factors	2. Organizational Theory
	3. Organizational Process Assets	3. Networking
25	Acquire Project Team: The process of confirming human resource availability and obtaining the team necessary to complete project assignments. TT1: Pre-Assignment: Occasionally specific resources will be Pre-Assigned to fill a role. This may occur before the Human Resource Plan has been creaated and even before the project formally begins. TT2: Negotiation: It is an important sill for PM to cultivate. TT3: Aquisition: It refers to looking outside the organization for resources when they cannot be provided by your organization. TT4: Virtual teams are when all team members don’t work in the same location.
EXECUTING	1. Project Management Plan	1. Pre-Assignment	1. Project Staff Assignments
	2. Enterprise Environmental Factors	2. Negotiation (Key Technique of this process)	2. Resource Calendars
	3. Organizational Process Assets	3. Acquisition	3. Project Management Plan Updates
		4. Virtual Teams
26	Develop Project Team: The process of improving the competencies, team interaction, and the overall team environment to enhance project performance. "Project Management Skills, Leadership Styles, Power, Team Building and the Motivation of people are all concepts that fall into this process." Five kinds of powers: Reward power, Expert power, Referent power, Punishment power (Coercive), and legitimate power (Formal power) - Reward and Expert as the most effective forms of power and Punishment/Coercive as the least effective. Recognition and Reward (Theories of Motivation) - Win-win rewards as the best choices for team building. • Maslow’s hierarchy of needs - You can’t achieve higher needs until you’re satisfied with the lower ones. Lower needs - 1. Physiological, 2. Security, 3. Acceptance. Higher Needs - 4. Esteem, 5. Self-Actualization. • Herzberg’s Motivation-Hygiene Theory: Hygiene factors (Company Policy, Supervision, Good relationship with boss, working conditions, Paycheck, Personal life, Status, Security, and Relationship with co-workers) does not make someone satisfied, but their absence will make someone unsatisfied. Hygiene factors do not motivate by themselves. Motivation factors (Achievement, Recognition, Work, Responsibility, Advancement, and Growth) will motivate, but they will not work without the Hygiene factors in place. • Douglas McGregor’s Theory X and Theory Y: Theory X - Team members are Selfish, Unmotivated, Dislike work (constant supervision is required - 'authoritarian management' style). Theory Y - Naturally motivated to do good work (manager trusts team members - 'participative management' style). • Dr. William Ouchi’s Theory of – “Z Theory”: Productivity can be increased by how well the workers and management get along and trust each other. Japanese style of management • David McLelland’s Achievement Theory(Theory of three needs): says that people need Achievement (need of achievement - nAch: High Risk or Low Risk projects may not appeal to them), Power (need of power - nPow: Institutional (Social) Power and Personal Power. Individuals with a desire for Social Power are usually more effective team members), and Affiliation (need for affiliation (nAff): They seek to maintain good relationships and do well in customer-facing team positions) to be motivated • Victor Vroom’s Expectancy Theory: If workers believe their efforts are going to be successful and rewarded, they will tend to be highly motivated and productive. • Contingency Theory (Fred E. Fiedler): In stressful times, a task-oriented leader will be more effective, while in relatively calm times a relationship-oriented leader will function more effectively. • Hersey and Blanchard's Life Cycle Theory: Leadership style must change with the maturity of individual employees. The PM's style should move from Directing, to Coaching, to Supporting, Then to Delegating as the project moves through its life cycle.
EXECUTING	1. Project Staff Assignments (will have list	1. Training	1. Team Performance Assessments
	of all team members)	2. Team-building Activities	2. Enterprise Environmental Factors Upd
	2. Resource Calendars	3. Ground Rules
	3. Project Management Plan	4. Co-location
		5. Recognition and Rewards
		6. Interpersonal Skills (Soft Skills)
27	Manage Project Team: The process of tracking team member performance, providing feedback, resolving issues, and managing changes to enhance the project performance. Methods of Conflict Mgmt: • Problem solving (Confronting): It’s a Win-Win situation (Highly favoured way) • Compromising: Lose-Lose method • Withdrawal: Lose-Leave method (PMI does not favour this method) • Smoothing: Lose-Yield method (Doesn't produce a solution) • Forcing: Win-Lose method (Worst way). Leadership styles: • Autocratic/Authoritarian/Directing: Strong style. The PM seeks little or no information from the team, and is the sole decision maker. • Bureaucratic/Persuading/Consultative Autocratic: Input is received from selected team members, but the PM is still the sole decision maker. • Democratic/Participative/Consensus: Consults team for open discussion and information gathering; uses help from team to come up with a decision. • Lassiez-faire/Delegating/Free Reign/Shareholder: (Poor Leadership Style) Little or no information exchange takes place within the project group. Team has ultimate authority on final decision, hands-off attitude. • Transactional: Transactional leadership is really just a way of managing (mangement by exception) rather than a true leadership style as the focus on the short-term tasks. • Transformational: A person with this leadership style is a true leader who inspires his or her team constantly with a shared vision of the future.
EXECUTING	1. Project Management Plan	1. Observation and Conversation	1. Change Requests
	2. Project Staff Assignments	2. Project Performance Appraisals	2. Project Management Plan Updates
	3. Team Performance Assessments	3. Conflict Management	3. Organizational Process Assets Updates
	4. Performance Reports	4. Issue Log	4. Enterprise Environmental Factors Updates
	5. Organizational Process Assets	5. Interpersonal Skills

# Generally, only one person is assigned Accountability for a work package, but more than one person may be responsible for performing the work on a work package.
# Training Expenses should be paid for by the Performing Organization or the Functional Manager and not by the Customer or the Project.
# Ground Rules: Formal or informal rules that define the boundaries of behavior on the project. It is important that ground rules be defined and communicated to the team members. # Five Stages of Team Development are: 1. Forming, 2. Storming, 3. Norming, 4. Performing, and 5. Adjourning
# Constructive Team Roles: Initiators, Information Seekers, Information Givers, Encouragers, Clarifiers, Harmonizers, Summarizers, and Gate Keepers.
# Distructive Team Roles: Aggressors, Blockers, Withdrawers, Recognition Seekers, Topic Jumpers, Dominators, and Devil's Advocates.
# The greatest project conflict occurs between Project Managers and Functional Managers. Most conflict on a project is the result of disagreement over Schedule, Priorities, and Resource. # Deligation is completely opposit to Micromanagement (it is completely opposite to Deligation)
# PM's Style of Leadership over Project Timeline: i. Directing Leader, ii. Coaching Leader, iii. Facilitating Leader, and iv. Supporting Leader
# PMI views the process of managing conflict within the project team as initially being the responsibility of the project team memebers.
# Staffing Mgmt Plan include: 1.Staff acquisitions, 2.Resource calendars/histogram, 3.Staff release plan, 4.Training needs, 5.Recognition & Rewards, 6.Compliance, and 7.Safety.