1. IT CONSISTS OF FOUR PROCESSES
1.1. DEVELOP HUMAN RESOURCE PLAN
1.1.1. INPUTS
1.1.1.1. Activity resource requirements, progressively elaborated
1.1.1.2. Enterprise environmental factors
1.1.1.2.1. – Organizational culture and structure
1.1.1.2.2. – Existing human resources
1.1.1.2.3. – Personnel administration policies
1.1.1.2.4. – Marketplace conditions
1.1.1.3. Organizational process assets
1.1.1.3.1. – Organizational standard processes and policies and standardized role descriptions
1.1.1.3.2. – Templates for organizational charts and position descriptions
1.1.1.3.3. – Historical information on organizational structures that have worked in previous projects
1.1.1.4. Organizational charts and position descriptions
1.1.1.4.1. – Hierarchical‐type charts (Organizational Breakdown Structure (OBS))
1.1.1.4.2. – Mixed‐based charts (Responsibility Assignment Matrix (RAM)) Can be developed at various level
1.1.1.5. RACI
1.1.1.5.1. – Text‐oriented formats (other names: Position Descriptions, Role‐Responsibility‐Authority forms)
1.1.1.5.2. – Other sections of the project management plan
1.1.2. TOOLS &TECHNIQUES
1.1.2.1. Networking
1.1.2.1.1. – Formal and informal interaction in an organization, industry, or professional environment
1.1.2.1.2. – Proactive correspondence, luncheon meetings, informal conversations, trade conferences, and symposia
1.1.2.2. Organizational theory
1.1.2.2.1. – Provides information regarding how people, team, and organizational units behave
1.1.3. OUTPUTS
1.1.3.1. Human resource plan
1.1.3.1.1. – Roles and responsibilities
1.1.3.2. Project organization charts
1.1.3.3. Staffing management plan
1.1.3.3.1. Staff acquisition
1.1.3.3.2. Resource calendars
1.1.3.3.3. Staff release plan
1.1.3.3.4. Training needs
1.1.3.3.5. Recognition and rewards
1.1.3.3.6. Compliance (government rules, union contracts, other HR policies)
1.1.3.3.7. Safety
1.2. ACQUIRE PROJECT TEAM
1.2.1. INPUTS
1.2.1.1. Project management Plan
1.2.1.1.1. – Roles, responsibilities, skills, competencies
1.2.1.1.2. – Project organizational chart
1.2.1.1.3. – Staffing management plan (when to get team member
1.2.1.2. Enterprise environmental factors
1.2.1.2.1. – Existing information for HR including who is available, their competency levels, prior experience, interests, cost rate
1.2.1.2.2. – Personnel administration policies such as outsourcing
1.2.1.2.3. – Organizational structure
1.2.1.2.4. – Location or multiple locations
1.2.1.3. Organizational process assets
1.2.1.3.1. – Organizational standard policies
1.2.1.3.2. – Processes and procedures
1.2.2. TOOLS &TECHNIQUES
1.2.2.1. Pre‐assignment
1.2.2.2. Negotiation
1.2.2.2.1. – Functional managers
1.2.2.2.2. – Other PM teams
1.2.2.2.3. – External organizations, vendors, suppliers, contractors
1.2.2.3. Acquisition
1.2.2.3.1. – Hiring or subcontracting
1.2.2.4. Virtual teams
1.2.2.4.1. – No limit in geographic location
1.2.2.4.2. – Have the special expertise from other part of world
1.2.2.4.3. – Working from home offices
1.2.2.4.4. – Teams working different shifts/hours
1.2.2.4.5. – People with mobility limitation, disables
1.2.2.4.6. – Projects with high travel costs or limit
1.2.3. OUTPUTS
1.2.3.1. Project staff assignments
1.2.3.2. Resource calendars
1.2.3.3. Project management plan updates
1.2.4. OVERVIEW
1.3. DEVELOP PROJECT TEAM
1.3.1. INPUTS
1.3.1.1. Project staff assignments
1.3.1.1.1. Who are on the team
1.3.1.2. Project management plan
1.3.1.2.1. – Training strategies and plans
1.3.1.2.2. – Rewards, feedback, additional training, and disciplinary actions
1.3.1.3. Resource calendars
1.3.2. TOOLS &TECHNIQUES
1.3.2.1. Interpersonal skills (soft skills)
1.3.2.1.1. – Understanding the sentiments of project team members, anticipating their actions, acknowledging their concerns, following up their issues
1.3.2.2. Training
1.3.2.2.1. – Classroom, online, computer‐based, on‐the‐job training from another project team member, mentoring, and coaching
1.3.2.3. Team‐building activities (stages in order)
1.3.2.3.1. – Forming: the team meets and learns about project
1.3.2.3.2. – Storming: the team begins to address the project work, technical decisions, and PM approach
1.3.2.3.3. – Norming: the team begins to work together and adjusts to work habits and behaviours of each other
1.3.2.3.4. – Performing: the team functions as a well‐organized unit
1.3.2.3.5. – Adjourning: the team completes the work and moves on from the project
1.3.2.4. Ground rules
1.3.2.4.1. establishes acceptable behaviour by project team members
1.3.2.5. Co‐location
1.3.2.5.1. placing many team members in the same physical location
1.3.2.6. Recognition and rewards
1.3.2.6.1. will be effective if it satisfies a need which is valued by that individual.
1.3.2.6.2. Desirable behaviour should be rewarded (overtime to meet aggressive schedule versus poor planning by team member.
1.3.2.6.3. Rewards that everyone can achieve should be supported
1.3.2.6.4. Money as tangible reward
1.3.2.6.5. Intangible rewards such as opportunity to grow, accomplish , and apply their professional skills to meet new challenges
1.3.3. OUTPUTS
1.3.3.1. Team performance assessments
1.3.3.1.1. – Team effectiveness should be formally/informally assessed
1.3.3.1.2. – It is measured in terms of technical success according to project objectives, schedule, and budget
1.3.3.1.3. – Task oriented or result oriented outcomes
1.3.3.1.4. – Specific job‐related and people‐related qualities
1.3.3.1.5. – Indicators
1.3.3.2. Improvements in skills
1.3.3.3. Improvement in competencies
1.3.3.4. Reduced staff turnover rate
1.3.3.5. Increased team cohesiveness
1.3.3.5.1. – Results: identifying specific training, caching, mentoring, assistance or changes needed
1.3.3.6. Enterprise environmental factors updates
1.3.3.6.1. – Personnel administration
1.3.3.6.2. – Updating employee training records and skill assessments
1.3.4. OVERVIEW
1.4. MANAGE PROJECT TEAM
1.4.1. INPUTS
1.4.1.1. Project staff assignments
1.4.1.2. Project management plan
1.4.1.2.1. Roles and responsibilities
1.4.1.2.2. Project organization, and
1.4.1.2.3. The staffing management plan
1.4.1.3. Team performance assessments
1.4.1.3.1. Based on which issues are resolved, communication is modified, conflict is addressed, and team interaction is improved
1.4.1.4. Performance reports
1.4.1.4.1. Schedule control, cost control, quality control, scope verification Help HR requirements, recognition and rewards, updating the staffing management plan
1.4.1.5. Organizational process assets
1.4.1.5.1. – Certificates of application
1.4.1.5.2. – Newsletters
1.4.1.5.3. – Websites
1.4.1.5.4. – Bonus structures
1.4.1.5.5. – Corporate apparel
1.4.1.5.6. – Other organizational perquisites
1.4.2. TOOLS &TECHNIQUES
1.4.2.1. Observation and conversation
1.4.2.2. Project performance appraisals
1.4.2.2.1. – Objectives include: Clarification of roles and responsibilities, constructive feedback to team members, discovery of unknown or unresolved issues, development of individual training plan, and the establishment of specific goals for future time periods
1.4.2.2.2. – Need depends on length and complexity of the project, organizational policy, labor contract requirements, and the amount and quality of regular communication
1.4.2.3. Conflict management
1.4.2.3.1. – Conflict is natural and inevitable and forces a search for alternatives
1.4.2.3.2. – Conflict Is a team issue coming from scarce resources, scheduling priorities, and personal work style
1.4.2.3.3. – Team ground rules, group norms, solid PM practices like communication planning and role definition reduces the amount of conflict
1.4.2.3.4. – Openness resolves it
1.4.2.3.5. – Resolution should focus on issues, not personalities
1.4.2.3.6. – Resolution should focus on the present, not the past
1.4.2.3.7. – Team members are initially responsible foe its resolution
1.4.2.3.8. – If unable, PM should help. Early, in private, using direct and collaborative approach
1.4.2.3.9. – If not resolved yet, formal procedures may be used, including disciplinary actions
1.4.2.3.10. – Factors influencing conflict resolution methods
1.4.2.3.11. – Conflict resolving techniques
1.4.2.4. Issue log
1.4.2.5. Interpersonal skills
1.4.2.5.1. – PM uses technical, human, and conceptual skills to analyze situations and interact appropriately with team members
1.4.2.5.2. – Some of interpersonal skills needed by PM
1.4.2.6. Leadership
1.4.2.7. Influencing
1.4.2.7.1. – Ability to be persuasive and clearly articulate points and positions
1.4.2.7.2. – High levels of active and effective listening skills
1.4.2.7.3. – Consideration of various perspectives in any situation, and
1.4.2.7.4. – Gathering relevant and critical information to address important issues and reach agreements while maintaining mutual trust
1.4.2.8. Effective decision making
1.4.2.8.1. – Focus on goals to be served
1.4.2.8.2. – Follow a decision‐making process
1.4.2.8.3. – Study the environment factors
1.4.2.8.4. – Develop personal qualities of the team members
1.4.2.8.5. – Stimulate team creativity, and
1.4.2.8.6. – Manage opportunity and risk
1.4.3. OUTPUTS
1.4.3.1. – Focus on goals to be served
1.4.3.2. – Follow a decision‐making process
1.4.3.3. – Study the environment factors
1.4.3.4. – Develop personal qualities of the team members
1.4.3.5. – Stimulate team creativity, and
1.4.3.6. – Manage opportunity and risk
1.4.4. OVERVIEW