Project Human Resource Management: Define How To Manage Staff For The Project

9.
Project Human Resource Management
301
Initiating Planning Executing M&C Closing

3.4.13
9.1
Develop Human Resource Plan
` Define how to manage staff for the project.
` Determines project
` Roles
ources
` Responsibilities
Human Reso
` Required skills
` Reporting relationships
302
@ 2009 Canadians 2 World Inc 1

3.4.13
9.1
Inputs
.1 Activity Resource
q
Requirements
.2 Enterprise Environmental
Factors
.3 Organizational Process Assets T&T
.1 Organization Charts and
Position Descriptions
ources
.2 Networking
.3 Organizational Theory
Human Reso
Outputs
.1 Human Resource plan
303

3.4.13
9.1
ources
Human Reso
304

3.4.13
9.1
Develop Human Resource Plan: T&T
.1 Organization Charts and Position Descriptions
` Every work package one Single Owner
` Each team members has a clear understanding

of his/her role and responsibilities
ources
Human Reso
305

3.4.13
9.1
PM RAM Role ___________

Responsibilities_____
__________________
__________________
__________________
__________________
Authority __________
__________________
ources
_________________
Human Reso
Hierarchical-type Matrix-based Text-oriented

Organization Chart Responsibility Chart Format
Fig 9-4, PMBOK® 220

306

3.4.13
9.1
RACI
PERSON
Chart
ACTIVITY Molham Obaidah Rateb Omar Waddah
Prepare A R - I I
Blue Print I A R C C
ources
Realize I A R R C
Human Reso
Go Live A I I - I
R = Responsible A = Accountable C = Consult I = Inform
307

3.4.13
9.1
Develop Human Resource Plan: Outputs
.1 Human Resource Plan
` When and how HR requirements will be achieved
It contains
` Staff Acquisition
` Time Table: Ex. Resource Histogram
` Release Criteria
ources
` Recognition and Rewards

` Training Needs
` Compliance
Human Reso
` Safety
308

3.5.3
9.2
Acquire Project Team
` Is the process of confirming human resources availability,
and obtaining the team necessary to complete the project
assignments.
` PM team may or may not have power over team
members chosen for the project.
` PM should negotiate and influence others who are in
position to provide the required HR for the project.
ources
` Failure to acquire the necessary HR may affect project

schedule budgets,
schedule, budgets customer satisfaction
satisfaction, quality and
Human Reso
risks, it may cause the project to fail.

` If HR are not available, alternative resources should be
assigned, even with lower competencies.
309

3.2.3.3
9.2
Acquire Project Team (Cont…)
Inputs
.1 Project Management Plan
p
.2 Enterprise environmental factors
.3 Organizational Process Asset
T&T
.1 Pre-assignment
.2 Negotiation
ources
.3 Acquisition
.4 Virtual Teams
Human Reso
Outputs
.1 Project Staff Assignments
.2 Resource Calendars
(updates)
310

3.5.3
9.2
Acquire Project Team
ources
Human Reso
311

3.5.3
9.2
Acquire Project Team: T&T (Cont…)
.4 Virtual Teams
` Groups of people
` Have common goal
` With little or no time spent meeting face to face
` Creates new possibilities

ources
Human Reso
312

3.5.4
9.3
Develop Project Team
` Improve project performance by enhancing team
members
` Competencies
` Relations
` Interactions
ources
` Objectives
` Enhance skills of team members Î increase their
Human Reso
capability to complete project activities

` Enhance feelings among team members Î increase
productivity through superior team work
313

3.2.3.4
9.3
Develop Project Team (Cont…)
Inputs
.2
2 Project Management Plan
.3 Resource Calendars
T&T
.1 Interpersonal Skills
.2 Training
.3 Team-building Activities
ources
.4 Ground Rules
.5 Co-location
.6 Recognition and Rewards
Human Reso
Outputs
.1 Team Performance
Assessment
factors updates
314

3.5.4
9.3
Develop Project Team
ources
Human Reso
315

3.5.4
9.3
Develop Project Team: T&T (Cont…)
.3 Team-building Activities
` Varies from a few minutes meeting agenda item to a well
f ilit t d off-site
facilitated ff it experience
i
Î Improves interpersonal interactions
` It is important to promote informal communications and
activities
Î because it assists building trust and establishing good
ources
working relationships
` Team building strategies are for the most part important for
Team-building
Human Reso
virtual teams
316

3.5.4
9.3
.4 Ground Rules
` Sets up clear expectations about acceptable behavior by
team members ((Ex. Let’s Agree)
g )
` Early commitment to clear guidelines

` Reduces misunderstanding and confusion
` Enhances productivity
ources
` All project team members share responsibility for

Human Reso
putting
tti the
th established
t bli h d rules
l iinto
t effect
ff t
317

3.5.4
9.3
.5 Co-location
` Being in the same place
` Good strategy to increase performance
` Can be short-term or for the entire project

ources
` War room!
Human Reso
` The use of virtual teams lessens the frequency that team

members are located together
318

3.5.4
9.3
.6 Recognition and Rewards

` Plans developed during HR planning
` Only desirable behavior should be rewarded

Î need for work overtime since poor planning should
not be rewarded
ources
Human Reso
319

3.5.4
9.3
.6 Recognition and Rewards (Cont…)

` Win-lose (zero sum) rewards that only a restricted team
members can get
` Can damage team cohesiveness
` Ex. team member of the month
` Rewarding win-win behavior that each one can achieve

ources
` Likely to increase support among team members

` Ex. Submitting gp
progress
g reports
p on time
Human Reso
` Should reflect on cultural differences
320

3.5.4
9.3
Develop Project Team: Outputs (Cont…)
.1 Team Performance Assessment

` Evaluation can contain indicators such as
` Improvements in skills that permit a
person to carry out assigned activities
more effectively
ources
` Improvements in competencies that assist

Human Reso
the team do better as a group
` Lower staff turnover rate
321

3.5.4
9.3
Develop Project Team: Supplementary Info
` Stages of Team Building
` Forming
` Storming
` Norming
ources
` Performing
Human Reso
` Adjourning
322

3.5.4
9.3
` Motivation Theories: Maslow’s Hierarchy of Needs

Self
Actualization
(self fulfillment)
Esteem (respect,
appreciation,…)
ources
Social (Love, friends, …)

Human Reso
Safety (Security, Stability,…)
Physiological (Need for air, water, food, housing,

and clothing)
323

3.5.4
9.3
` Motivation Theories (Cont…): Expectancy Theory
` Employees who believe their efforts will lead to effective
performance and
` Expect to be rewarded for their accomplishments

ources
` Will remain productive as rewards meet their

expectations
Human Reso
324

3.5.4
9.3
` Motivation Theories (Cont…): Achievement Theory
` People stay motivated as long as their need
off three
h things
hi are fulfilled
f lfill d
` Achievement
ources
` Authority (or power)

Human Reso
` Affiliation
325

3.5.4
9.3
` Types of power
` Expert: being the technical expert (earned on your own)
` Reward: giving rewards (for good performance)
` Penalty: penalize team members

ources
` Legitimate (Formal): based on position

Human Reso
` Referent: know some higher manager
326

3.5.4
9.3
` Leadership Theories: McGregor Theory
` Theory X
` Traditional management
` Managers believe that people have to be controlled and
watched all the time because
` People (workers) are incapable, irresponsible and do not
want to work
ources
` Theory Y
` Managers
a age s ccreate
eate a
an e
environment
o e t tthat
at a
aids
ds peop
people
e to ac
achieve
e e
Human Reso
goals because
` People (workers) are eager to accept responsibility and
willing to work
327

3.5.5
9.4
Manage Project Team
` The PM
` Observes behavior
Ob b h i
` Manages conflict
` Resolves issues
` Appraises team member performance
ources
Human Reso
328

3.5.5
9.4
Manage Project Team (Cont…)
Inputs
.3Team Performance
Assessment
.4 Performance Reports T&T
.5 Organizational Process .1 Observation and Conversation
Assets .2 Project Performance.
Appraisals
ources
.3 Conflict Management
.4 Issues Log
Outputs .5 Interpersonal skills
Human Reso
.1 Enterprise environmental
updates
.2 Org. Process Assets
(updates)
.3 Change Requests.
.4 PM Plan (updates)
329

3.5.5
9.4
Manage Project Team
ources
Human Reso
330

3.5.5
9.4
Manage Project Team: T&T (Cont…)
.2 Project Performance Appraisals
` Objectives
` Redefining of the roles and responsibilities
` Ensuring team members obtain feedback
` Detection of unidentified or unsettled issues
` Advancement of individual training plans
ources
Human Reso
331

3.5.5
9.4
.2 Project Performance Appraisals (Cont…)

` The need of formal and informal depends on
` How long the project is
` How complex it is
` Organizational policy
` Labor and employment contract
ources
` The quantity and quality of regular communications

Human Reso
` The “360 degree” means that feedback is presented from

various sources including superiors, peers, and
subordinates
332

3.5.5
9.4
.3 Conflict Management
` Successful conflict management Æ better productivity
and constructive working relationships
` What can cause conflict?

` Usually, conflict starts because of work (professional)
ources
` Rare resources
` Scheduling priorities
` Personal work style
Human Reso
333

3.5.5
9.4
.3 Conflict Management (Cont…)
` Factors reducing conflict
` Ground rules
` Group norms
` Solid PM practices
ources
` Rule of thumb
` Difference of views are healthy
Human Reso
` C llead
Can d tto greater
t creativity
ti it and
d iimproved
dddecision
i i making
ki
334

3.5.5
9.4
.3 Conflict Management (Cont…)
` Who is responsible to resolve a conflict
` First: involved team members
` Then: PM should help make possible a satisfactory solution;
conflict should be addressed early and in secretive way
using a direct, joint approach
` If disruptive conflict persists, progressively more formal
ources
procedures will need to be used, including the possible use

of disciplinary actions
Human Reso
335

3.5.5
9.4
.3 Conflict Management (Cont…) :

Conflict resolution techniques
` Confronting (Problem Solving): win-win
` Compromising: Middle-way (lose-lose)
` Forcing: Do it my way
` Smoothing: Emphasize agreement
ources
` Withdrawal (Avoidance): (non-proactive; not

recommended)
Human Reso
336

3.5.5
9.4
.4 Issues Log
` Documenting issues, responsible person, and defines
an end date to resolve it
` Helps the project team to keep an eye on issues until

closure
ources
Human Reso
337
Contents at a Glance
` Key Concepts
` The Standard for PM of a Project
` The PM Process Groups
` Integration Management
` Scope Management
` Time Management
` Cost Management
` Quality Management
` HR Management
` Communications Management
` Risk Management
g
` Procurement Management
` Code of Ethics
` The Exam
` Tips & Tricks and Simulation Exam
338

10. Project Communications Management
` Processes required to ensure timely and appropriate

generation collection
generation, collection, distribution
distribution, storage
storage, retrieval
retrieval,
and ultimate disposition of project information.
` Five processes:
` Identify Stakeholders
` Plan Communications
` Distribute Information
` Manage Stakeholder Expectations
` Report Performance.
339
340

3.3.2
10.1
Identify Stakeholders
` Identifying all people or organizations impacted by
the project.
` Documenting relevant information regarding their

interests, involvement, and impact on the project
success
Communicattions
` Stakeholders are persons and organizations that

are actively involved in the project, or whose
interests may be positively or negatively affected by
the project.
341

3.3.2
10.1
Inputs
.1 Project Charter.
.2
2 Procurement documents
documents.
.3 Enterprise environmental factors.
.4 Organizational Process Assets
T&T
.1 Stakeholder Analysis
.2 Expert Judgment
Communicattions
Outputs
.1 Stakeholder register.
.2 Stakeholder management strategy.
342

3.3.2
10.1
Communicattions
343

3.3.2
10.1
Identify Stakeholders: T&T
.1 Stakeholder Analysis:
Three steps:
` Identify all potential stakeholders and relevant
information, such as roles, departments, interests,
knowledge levels, expectations, and influence levels.
` Identify the potential impact or support each stakeholder
could generate, and classify them so as to define an
Communicattions
approach strategy., using :Power / Interest, Power /

Influence, Influence / Impact grids.
` Assess how key stakeholders are likely to react or
respond in various situations, in order to plan how to
influence them to enhance their support and mitigate
potential negative impact
344

3.3.2
10.1
Identify Stakeholders: T&T
.1 Stakeholder Analysis: Power / Interest Grid
Communicattions
345

3.3.2
10.1
Identify Stakeholders: Outputs
.2 Stakeholder Management Strategy:
` Defines an approach to manage the stakeholders.
` Increase the support from stakeholders.
` Minimize negative impact of stakeholders.
` Includes:
` Key stakeholders who can impact the project.
Communicattions
` Level of participation in the project desired for each

stakeholder.
stakeholder
` Stakeholder group and their management.
346

3.3.2
10.1
Identify Stakeholders: Outputs
.2 Stakeholder Management Strategy:
Communicattions
347

3.4.14
10.2
Plan Communications
` How the information and communications
requirements of the stakeholders will be met
` A vital factor for project success
` Progressively elaborated process

Communicattions
` PM spends 90% of his time communicating.

` PM = Documentation + Justification +
Communication + Integration + Change
Management
348

3.4.14
10.2
Plan Communications
Inputs
.1 Stakeholder register.
.2
2 Stakeholder management strategy.
strategy
.3 Enterprise Environmental Factors
T&T
.1 Communication
Requirements Analysis
.2 Communication
Communicattions
Technology
.3 Communication models
.4
4 Communication methods
Outputs
.1 Communications Management Plan
.2 Project document updates
349

3.4.14
10.2
Plan Communications
Communicattions
350

3.4.14
10.2
Plan Communications: T&T
.1 Communications Requirements Analysis

` The total communications requirements of the project
stakeholders
t k h ld
` Who needs
` What information
` When they will need it
` How it will be given to them
Communicattions
` And by whom
351

3.4.14
10.2
Plan Communications: T&T
.1 Communications Requirements Analysis (Cont…)
` Communication Channels = N(N-1)/2
` N = No
No. of stakeholders
3
A D
Communicattions
2 5
1 6
4
B C
352

3.4.14
10.2
Plan Communications
.2 Communications Technology
` Methods used to convey information among project
stakeholders
` Affecting Aspects
` Urgency
` The available technology
Communicattions
` Staff experience
` Time span of the project (technology is likely to change before
Time-span
the project ends?)
353

3.4.14
10.2
Plan Communications: Outputs
.1 Communications Management Plan
` Information to be communicated (format, content, level of
detail )
detail,…)
` Receivers
` Methods or technologies
` Frequency
` Escalation
Communicattions
` Method of updating and refining the plan
354

3.5.6
10.3
Distribute Information
` Providing information to stakeholders in a timely
manner
` Includes
` Implementing the communications management plan
Communicattions
` Responding to unplanned requests for information
355

3.5.6
10.3
Inputs
.1 Project
oject Management
a age e t
Plan
.2 Performance reports.
.3 Organizational Process T&T
Assets .1 Communication methods
.2 Information Distribution tools
Communicattions
Outputs
.1
1 Organizational Process
Assets (update)
356

3.5.6
10.3
Communicattions
357

3.5.6
10.3
Distribute Information: T&T
.2 Information Distribution Tools
` Hard-copy document distribution, manual filing
system,
t press releases.
l
` Electronic communication and conferencing,
such as email, fax, video and web
conferencing.
Communicattions
` Electronic tools for project management, such

as web interfaces to scheduling ad project
management software.
358

3.5.7
10.4
Manage Stakeholders
` Communicating and working with stakeholders to

meet their needs and addressing issues as they
occur.
` Addressing concerns that have not become issues

yet,
Communicattions
` Resolve issues with stakeholders
` The PM is usually responsible for stakeholder

management
359

3.5.7
10.4
Manage Stakeholders (Cont…)
` Actively managing stakeholders

` Keeps the project on track
` Enhances the ability of persons to operate

cooperatively
Communicattions
` Limits instabilities during the project
360

3.5.7
10.4
Manage Stakeholders (Cont…)
Inputs
.1 Stakeholder register
.2
2 Stakeholder management plan
plan.
.4 Issue log.
.5 Change log. T&T
.6 Organizational Process Assets .1 Communications
Methods
Communicattions
.2 Interpersonal skills.
Outputs .3 Management skills.
.1
1 Organizational Process Assets
(updates)
.2 Change Requests
.3 PM Plan (updates)
.4 Project Document updates
361

3.5.7
10.4
Manage Stakeholders: T&T (Cont…)
Communicattions
362

3.5.7
10.4
Manage Stakeholders: T&T (Cont…)
.1 Communications Methods
` As acknowledged in the communications
management plan for every stakeholder
` Face to face meetings are the most effective

approach to communicate and resolve issues with
stakeholders
Communicattions
363

3.6.8
10.5
Report Performance
` Involves
` The gathering of all baseline data.
` Comparing baselines to actual data.
` Communicating performance information to stakeholders
in respect with project’s progress, performance as well as
forecasting for the project future.
` Comprises how resources are being used to
Communicattions
realize p
project
j objectives
j
` Reports may be according
` To the communications management plan
` On an exception basis
364

3.6.8
10.5
Report Performance
Inputs
.2 Work Performance Information
.3
3 Work Performance Measurements
.4 Budget Forecasts
.1 Variance Analysis
.2 Forecasting methods
.3 Communication methods
Outputs .4 Reporting systems
Communicattions
.1 Performance Reports
(updates)
.3 Change Requests
365

3.6.8
10.5
Report Performance
Communicattions
366

3.6.8
10.5
Report Performance
.1 Performance Reports: Major elements of a status

report
Date: dd/mm/yyyy
Report Title
Baseline Actual Data
Variance
Communicattions
Data (Work Performance Information)
367

3.6.8
10.5
Report Performance
.1 Performance Reports: Major elements of an action

plan
Date: dd/mm/yyyy
Action Plan
# Action Item Owner (Responsible) Delivery Date
Communicattions
368

Contents at a Glance
` Key Concepts
` The Standard for PM of a Project
` The PM Process Groups
` Integration Management
` Scope Management
` Time Management
` Cost Management
` Quality Management
` HR Management
` Communications Management
` Risk Management
g
` Procurement Management
` Code of Ethics
` The Exam
` Tips & Tricks and Simulation Exam
369
11. Project Risk Management

` Processes to conduct risk management planning,
identification, analysis, response planning, and
monitoring.
monitoring
` The objective is to increase the probability and
impact of positive event, and decrease the
probability and impact of negative events.
` Six processes:
` Plan Risk Management.
g
` Identify Risks
` Perform Qualitative Risk Analysis.
` Perform Quantitative Risk Analysis
` Plan Risk Responses.
` Monitor and Control Risks.
370

371

3.4.15
11.1
Plan Risk Management
` How to handle project’s risks
` The project risk management planning should be

completed early
` because it is the foundation of completing the other risk
management processes
Risk
372

3.4.15
11.1
Plan Risk Management
Inputs
.1
1 Project Scope Statement
.2 Cost Management Plan
.3 Schedule Management Plan
.4 Communication Management
T&T
Plan.
.1 Planning Meetings and
Analysis
Factors
Outputs
.1 Risk Management Plan
Risk
373

3.4.15
11.1
Risk
374

3.4.15
1.1
Plan Risk Management: T&T (Cont…)
.1 Planning Meetings and Analysis
` D
Develop
l risk
i k costt and
d schedule
h d l elements
l t
` Assign risk responsibilities
` Tailoring organizational templates

Risk
375

3.4.15
11.1
Plan Risk Management: Outputs (Cont…)
` Methodology
` Roles & Responsibilities
` Budgeting
` Timing
` Risk Categories
` Definitions of Risk Probability and Impact
` Probability and Impact Matrix
` Revised Stakeholders’ Tolerances
` Describe formats of all risk-related reports
Risk
` Tracking
376

3.4.15
11.1
Plan Risk Management: Outputs (Cont…)
Project
Project
Technical External Organizational
Management
Subcontractors Project
Requirements Estimating
& Suppliers Dependencies
Technology Regulatory Resources Planning
Complexity &
Market Funding Controlling
Interfaces
Performance &
Customer Prioritization Communication
Reliability
Quality Weather
Risk
RBS - Risk Categories

377

3.4.16
11.2
Identify Risks
` Describes risks that may influence the project and

documents their characteristics
` Iterative process, new risks may happen as project

progress
` Identifying a risk may suggest its responses,

which
hi h should
h ld b be documented
d t d for
f future
f t
investigation
Risk
378

3.4.16
11.2
Identify Risks (Cont…)
Inputs
.2 Activity cost estimates
.3 Activity Duration estimates.
.4 Scope baseline. T&T
.5 Stakeholder register. .1 Documentation Reviews
.6 Cost management plan. .2 Information Gathering
.7 Schedule management plan. Techniques
.8 Quality management plan. .3 Checklist Analysis
.9 Enterprise Environmental .4 Assumptions Analysis
Factors .5 Diagramming Techniques
.6 SWOT analysis.
y
.10
10 Organizational Process Assets
.7 Expert Judgment
Outputs
Risk
.1 Risk Register
379

3.4.16
11.2
Risk
380

3.4.16
11.2
Identify Risks: T&T (Cont…)
.1 Documentation Reviews
` A structured review of all project documents to confirm
quality and uniformity
Risk
381

3.4.16
11.2
.3 Checklist Analysis
` Should not be mentally restricted to the checklist items
` Checklists should be reviewed for the duration of the

project closure process
Risk
382

3.4.16
11.2
.4 Assumptions Analysis
` Exploring assumptions validity
` Checking assumptions accuracy, consistency and

completeness
Risk
383

3.4.16
11.2
.5 Diagramming Techniques
` Cause-and-effect diagram (Ishikawa or Fish bone):
practical for identifying risk causes
Time Machine Method Material
Major
Defect
Energy Measurement Personnel Environment
Potential Causes Effect

Risk
Fig 8-6, PMBOK® 192
384

3.4.16
11.2
Identify Risks: Outputs (Cont…)
.1 Risk Register
` Initial entries of the risk register are the main outputs of
the risk identification pprocess;; these are
` Inventory of identified risks
` List of possible responses
` Origin of risk
` Updated risk types
` All other risk planning processes will bring up to date

and add to the risk register
Risk
385

3.4.17
11.3
Perform Qualitative Risk Analysis
` Prioritize the identified risks for further action
` Quantitative risk analysis
` Risk response planning
` Evaluation of risk priority using
` Probability of occurrence
` Impact on project objectives if it takes place
` Time frame: when it is anticipated to happen
` Risk tolerance of p
project
j constraints
Risk
386

3.4.17
11.3
Perform Qualitative Risk Analysis (Cont…)
` Fast and cost-effective
` Should be revisited throughout the project life cycle
` Facilitates advancing performance of projects by

focusing on high priority risks
Risk
387

3.4.17
11.3
Inputs
.1 Risk Register
g
.3 Project Scope Statement
.1 Risk Probability and Impact
Assessment
.2 Probability and Impact Matrix
.3 Risk Data Quality Assessment
.4 Risk Categorization
.5 Risk Urgency Assessment
.6 Expert Judgment
Outputs
.1 Risk Register (Updates)
Risk
388

3.4.17
11.3
Risk
389

3.4.17
11.3
.1 Risk Probability and Impact Assessment

` Probability: the likelihood that a risk will occur
` Impact: likely effect on project objectives if the risk happens

(positive or negative)
` Expert judgment is needed
` Move risks with low score to watchlist for future monitoring

Risk
390

3.4.17
11.3
.2 Probability and Impact Matrix
P b bilit and
Probability d IImpactt Matrix
M ti
Probability Threats Opportunities
0.80 0.08 0.16 0.32 0.64 0.64 0.32 0.16 0.08
0.40 0.04 0.08 0.16 0.32 0.32 0.16 0.08 0.04
0.20 0.02 0.04 0.08 0.16 0.16 0.08 0.04 0.02
0.10 0.01 0.02 0.04 0.08 0.08 0.04 0.02 0.01
Impact Î 0.10 0.20 0.40 0.80 0.80 0.40 0.20 0.10

Risk
391

3.4.17
11.3
` Relative ranking or priority list of risks
` Risks grouped by categories
` List of risks requiring response in the near-term
` List of risks for additional analysis and response
` Watchlists of low priority risks
` Trends in qualitative risk analysis results
Risk
392

3.4.18
11.4
Perform Quantative Risk Analysis (Cont…)
` Performed on high score risks
` Short listed by Qualitative Risk Analysis
` Examines the outcome of those risks
` Assigns a numerical rating to each

Risk
393

3.4.18
11.4
` Presents a Quantitative approach to come up with
decisions when uncertainty exists
` Consumes time and budget
` Should be repeated after risk response planning as

part of risk M&C
Risk
394

3.4.18
11.4
Inputs
.1 Risk Register
.2
2 Risk Management Plan
.3 Cost Management Plan
.4 Schedule Mgt Plan
T&T
.1 Data Gathering and
Representation Technique
.2 Quantitative Risk Analysis
and Modeling Techniques
.3 Expert Judgment
Outputs
Risk
395

3.4.18
11.4
Risk
396

3.4.18
11.4
.2 Quantitative Risk Analysis and Modeling

Techniques
` Sensitivity Analysis
` Expected Monetary Value (EMV)
` Decision Tree Analysis: generally structured using EMV
` Modeling and Simulation (Ex. Monte Carlo Technique)
Risk
397

3.4.18
11.4
Decision Definition Decision Node Chance Node Net Path Value

Input: Cost of Each Option Input: Scenario Probability
Computed: (Payoffs
Decision to be made p Decision Made
Output: Output:
p Expected
p Monetary y minus Costs along Path)
(TRUE, FALSE) Value (EMV)
Strong 65%
Demand $80M
$200M
Build New
Plant -$120M
Weak 35%
-$30M
Demand $90M
Build or
Upgrade? 65%
Strong
Demand $70M
Upgrade $120M
Existing
-$50M
Risk
Plant
Weak 35%
$10M
Demand $60M
398

3.4.18
11.4

Computed: (Payoffs
Decision to be made Output:
p Decision Made Output:
p Expected
Strong $130
130MM 65%
Demand $80M
$200M
Build New EMV of the Chance
Plant Node $41
41..5M
-$120M
Weak 31..5M 35%
$31
-$30M
Demand $90M
Build or
Upgrade? Strong $78
78M
M 65%
Demand $70M
$120M
Upgrade
Existing EMV of the Chance
-$50M Node $49
49M
M
Risk
Plant
Weak 35%
$21
21M
M $10M
Demand $60M
399

3.4.18
11.4

Computed: (Payoffs
Decision to be made p Decision Made
Output: Output:
p Expected
Strong $130M 65%

Demand $80M
$200M
Build New False EMV of the Chance
Plant Node $41
41..5M
-$120M
Weak $31.5M 35% -$30M
Demand $90M
Build or EMV of the Decision
Upgrade? $49M Strong $78M 65%
Demand $70M
$120M
Upgrade True EMV of the Chance
Existing Node $49
49M
M
Risk
Plant -$50M
Weak $21M 35% $10M
Demand $60M
400

Project Human Resource Management: Define How To Manage Staff For The Project

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Project Human Resource Management: Define How To Manage Staff For The Project

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9.

Project Human Resource Management

Initiating Planning Executing M&C Closing

` Define how to manage staff for the project.

@ 2009 Canadians 2 World Inc 1

Initiating Planning Executing M&C Closing

@ 2009 Canadians 2 World Inc 2

` Each team members has a clear understanding

Initiating Planning Executing M&C Closing

PM RAM Role ___________

Hierarchical-type Matrix-based Text-oriented

Fig 9-4, PMBOK® 220

@ 2009 Canadians 2 World Inc 3

ACTIVITY Molham Obaidah Rateb Omar Waddah

R = Responsible A = Accountable C = Consult I = Inform

Initiating Planning Executing M&C Closing

` Recognition and Rewards

@ 2009 Canadians 2 World Inc 4

` Failure to acquire the necessary HR may affect project

risks, it may cause the project to fail.

Initiating Planning Executing M&C Closing

@ 2009 Canadians 2 World Inc 5

Initiating Planning Executing M&C Closing

` Creates new possibilities

@ 2009 Canadians 2 World Inc 6

capability to complete project activities

Initiating Planning Executing M&C Closing

@ 2009 Canadians 2 World Inc 7

Initiating Planning Executing M&C Closing

@ 2009 Canadians 2 World Inc 8

` Early commitment to clear guidelines

` All project team members share responsibility for

Initiating Planning Executing M&C Closing

` Good strategy to increase performance

` Can be short-term or for the entire project

` The use of virtual teams lessens the frequency that team

@ 2009 Canadians 2 World Inc 9

.6 Recognition and Rewards

` Only desirable behavior should be rewarded

Initiating Planning Executing M&C Closing

.6 Recognition and Rewards (Cont…)

` Rewarding win-win behavior that each one can achieve

` Likely to increase support among team members

` Should reflect on cultural differences

@ 2009 Canadians 2 World Inc 10

.1 Team Performance Assessment

` Improvements in competencies that assist

the team do better as a group

` Lower staff turnover rate

Initiating Planning Executing M&C Closing

@ 2009 Canadians 2 World Inc 11

` Motivation Theories: Maslow’s Hierarchy of Needs

Social (Love, friends, …)

Safety (Security, Stability,…)

Physiological (Need for air, water, food, housing,

Initiating Planning Executing M&C Closing

` Expect to be rewarded for their accomplishments

` Will remain productive as rewards meet their

@ 2009 Canadians 2 World Inc 12

` Authority (or power)

Initiating Planning Executing M&C Closing

` Reward: giving rewards (for good performance)

` Penalty: penalize team members