9.1 Plan human resource management
9.1 Plan Human Resource Management
| Inputs | Tools and techniques | Outputs |
|---|---|---|
| Project management plan | Organization charts and position descriptions | Human resource management plan |
| Activity resource requirements | Networking | |
| Enterprise environmental factors | Organizational theory | |
| Organizational process assets | Expert judgment | |
| Meetings |
Inputs
Project management plan
Activity resource requirements
Output of 6.4 – Estimate activity resources of time management KA
Enterprise Environmental Factors
Organizational Process Assets
Please refer to the common ITTOs
Tools and Techniques
Organization charts and position descriptions
Various diagrammatic or textual description of team structure indicating distribution of responsibilities among team members. Following are some examples:
- Hierarchical charts that indicate roles and responsibilities along with reporting structure
- Matrix based charts, also called Responsibility Assignment Matrix (RAM) are a grid structure that distribute different aspect of responsibility to specific roles and persons. RACI (Responsible, Accountable, Consult and Inform) matrix is a type of RAM.
- Textual description of roles and responsibilities
Networking
Networking is the formal and informal interaction with others in an organization, industry, or professional environment. It is a constructive way to understand political and interpersonal factors that will impact the effectiveness of various staffing management options.
Organizational theory
Organizational theory provides information regarding the way in which people, teams, and organizational units behave.
Expert judgment
Meetings
Please refer to the common ITTO section
Output
Human Resource management plan
A document that details out project organizational charts, staffing management plan (how many resources of what type, needed for how long and how they will be acquired). The staffing management plan can also be depicted diagrammatically as a resource histogram.
9.2 Estimate Activity Resources
| Inputs | Tools and techniques | Outputs |
|---|---|---|
| Schedule management plan | Expert judgment | Activity resource estimates |
| Activity list | Alternative analysis | Resource Breakdown Structure |
| Activity attributes | Published estimating data | Project document updates |
| Resource calendars | Bottom-up estimating | |
| Risk register | Project management software | |
| Activity cost estimates | ||
| Enterprise environmental factors | ||
| Organizational process assets |
Input
Schedule Management Plan
Activity list
Activity attributes
Please refer to previous section and the common ITTO section.
Resource calendars
Availability of resources – an input from HR management KA
Risk register
A register that lists all the risks, its attributes and response plan
Activity cost estimate
Cost of resources which is from the cost management KA
Enterprise Environmental factors
Organizational process assets
Please refer to previous section and the common ITTO section.
Tools and Techniques
Expert Judgment
Please refer to the common ITTO section
Alternatives analysis
Analyzing alternative methods of accomplishing activities.
Published estimating data
Organization-wide published data such as productivity norms, unit cost of resources and so on.
Bottom up estimating
Bottom-up estimating is a method of estimating project duration or cost by aggregating the estimates of the lower-level components of the WBS. When an activity cannot be estimated with a reasonable degree of confidence, the work within the activity is decomposed into more detail. The resource needs are estimated. These estimates are then aggregated into a total quantity for each of the activity’s resources.
Project management software
Tools such as scheduling software used to list activities and assign resources
Back to PMBoK table
Outputs
Activity resource requirements
Activity resource requirements identify the types and quantities of resources required for each activity in a work package. These requirements then can be aggregated to determine the estimated resources for each work package and each work period.
Resource breakdown structure (RBS)
The resource breakdown structure is a hierarchical representation of resources by category and type. Examples of resource categories include labor, material, equipment, and supplies.
Project Document Updates
Please refer to the common ITTO section
Back to PMBoK table
9.3 Acquire Resources
| Inputs | Tools and techniques | Outputs |
|---|---|---|
| Human resource management plan | Pre-assignment | Project staff assignments |
| Enterprise environmental factors | Negotiation | Resource calendars |
| Organizational process assets | Acquisition | Project management plan updates |
| Virtual teams | ||
| Multi-criteria decision analysis |
Input
Project Management Plan
Project Documents
Enterprise Environmental Factors
Organizational Process Assets
Please refer to the common ITTO section.
Tools and Techniques
Preassignment
When project team members are selected in advance, they are considered pre-assigned.
Negotiation
Staff assignments are negotiated on many projects. For example, the project management team may need to negotiate with Functional managers, to ensure that the project receives appropriately competent staff in the required time frame and that the project team members will be able, willing, and authorized to work on the project until their responsibilities are completed;
Acquisition
When the performing organization is unable to provide the staff needed to complete a project, the required services may be acquired from outside sources. This can involve hiring individual consultants or subcontracting work to another organization.
Virtual teams
Virtual teams can be defined as groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face.
Multi criteria decision analysis
Selection criteria are often used as a part of acquiring the project team. By use of a multi-criteria decision analysis tool, criteria are developed and used to rate or score potential team members. The criteria are weighted according to the relative importance of the needs within the team.
Output
Project resource assignments
Project team assignments
The project is staffed when appropriate people have been assigned to the team. The documentation of these assignments can include a project team directory, memos to team members, and names inserted into other parts of the project management plan, such as project organization charts and schedules.
Resource calendars
Resource calendars document the time periods that each project team member is available to work on the project.
Change requests
Project management plan updates
Project document updates
EEF updates
OPA updates
9.4 Develop project team
| Inputs | Tools and Techniques | Outputs |
|---|---|---|
| Human resource management plan | Interpersonal skills | Team performance assessments |
| Project staff assignments | Training | Enterprise environmental factors updates |
| Resoure calendars | Team-building activities | |
| Ground rules | ||
| Colocation | ||
| Recognition and rewards | ||
| Personnel assessment tools |
Input
Human resource management plan
Project staff assignments
Resource calendars
Please refer to previous section and the common ITTO section.
Tools and Techniques
Interpersonal skills
Interpersonal skills, sometimes known as “soft skills,” are behavioral competencies that include proficiencies such as communication skills, emotional intelligence, conflict resolution, negotiation, influence, team building, and group facilitation. These soft skills are valuable assets when developing the project team.
Training
Training includes all activities designed to enhance the competencies of the project team members. Training can be formal or informal. Examples of training methods include classroom, online, computer-based, on-the-job training from another project team member, mentoring, and coaching.
Team building activities
Team-building activities can vary from a 5-minute agenda item in a status review meeting to an off-site, professionally facilitated experience designed to improve interpersonal relationships. The objective of team-building activities is to help individual team members work together effectively.
One of the models used to describe team development is the Tuckman ladder which includes five stages of development that teams may go through. These five stages are:
- Forming
- Storming
- Norming
- Performing
- Adjourning
Ground rules
Ground rules establish clear expectations regarding acceptable behavior by project team members. Early commitment to clear guidelines decreases misunderstandings and increases productivity.
Colocation
Colocation, also referred to as “tight matrix,” involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team.
Recognition and rewards
Part of the team development process involves recognizing and rewarding desirable behavior. The original plans concerning ways in which to reward people are developed during the Plan Human Resource Management process.
Personnel assessment tools
Personnel assessment tools give the project manager and the project team insight into areas of strength and weakness. Examples include attitudinal surveys (sometimes called 360 degree feedback), specific assessments, structured interviews, ability tests, and focus groups.
Output
Team performance assessments
Team performance assessments can be formal or informal and include measurements on project objectives such as schedule variance, meeting quality levels and so on and on the team’s effectiveness objectives such as reduced attrition, increased motivation levels, improvements in competency and skill levels.
Enterprise Environmental factors updates
9.5 Manage project team
| Inputs | Tools and Techniques | Outputs |
|---|---|---|
| Human resource management plan | Observation and conversation | Change requests |
| Project staff assignments | Project performance appraisals | Project management plan updates |
| Team performance assessments | Conflict management | Project documents updates |
| Issue log | Interpersonal skills | Enterprise environmental factors updates |
| Work performance reports | Organizational process assets updates | |
| Organizational process assets |
Input
Human resource management plan
Project staff assignments
Team performance assessments
Issue log
Work performance reports
Organizational process assets
Please refer to previous section and the common ITTO section.
Tools and Techniques
Observation and conservation
Observation and conversation are used to stay in touch with the work and attitudes of project team members (Informally monitoring team members and making them feel comfortable).
Project performance appraisals
Objectives for conducting performance appraisals during the course of a project can include clarification of roles and responsibilities, constructive feedback to team members, discovery of unknown or unresolved issues, development of individual training plans, and the establishment of specific goals for future time periods.
Conflict management
Resolution of conflict using some of the following styles:
- Withdrawal / Avoid
- Smooth / Accommodate
- Compromise / Reconcile
- Force / Direct
- Collaborate / Problem solve
Interpersonal skills
Soft skills such as leadership, influencing and effective decision making that the PM should exhibit in order to manage the team effectively.
Outputs
Change requests
Project management plan updates
Project Document Updates
EEF updates
OPA updates
Please refer to previous sections and common ITTOs
9.6 Control Resources
Input
Resource management plan
Project documents
Work performance data
Agreements
Organizational process assets
Please refer to previous section and the common ITTO section.
Tools and Techniques
Data analysis
Problem solving
Interpersonal and team skills
Soft skills such as leadership, influencing and effective decision making that the PM should exhibit in order to manage the team effectively.
Project management information systems
Outputs
Work performance information
Change requests
Project management plan updates
Project Document Updates
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