9- Human Resources

Management
- 9

Unit - 9
9 -
1

Agenda

Develop Human

Resource Plan .
.
Acquire Project
2-9
Team .
.
Develop Project
3-9
Team .
.
Manage Project
4-9
Team .
.
2

9 - Human Resources Management

- 9
9.1 Develop Human Resource Plan:

The process of identifying and

documenting project roles,
responsibilities, and required skills,
reporting relationships, and creating a
staffing management plan.

9.2 Acquire Project Team:

The process of confirming human resource

availability and obtaining the team
necessary to complete project
assignments.

9.3 Develop Project Team:

The process of improving the

competencies, team interaction, and the
overall team environment to enhance
project performance.

9.4 Manage Project Team:

The process of tracking team member

performance, providing feedback,
resolving issues, and managing changes to
optimize project performance.

: 1-9



.

: 2-9


.

: 3-9



.

: 4-9


..
3

Challenges

Understanding laws &

regulations, labor, and labor
market.
Analyzing the life cycle.

Shifting fro technical to

administrative ( a labor VS.
specialist).
Delegating lots of technical
responsibilities.
Managing organizational and
personnel interfaces .
Team approach.
Realizing authorities and
responsibilities.

Changing Stakeholders.
Temporary nature of projects.

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4

Project Human Resources Management

Project Human Resource

management includes the processes
that organize and manage the
project team.
The project team is comprised of the
people who have assigned roles and
responsibilities for completing the
project.
While its common to speak of roles
and responsibilities being assigned,
team members should be involved in
much of the projects planning and
decision making.
The types and numbers of project
team members can often change as
the project progress .
Project team members can be
referred to as project staff.

.

.



.

.

. ) (

Project Human Resources Management

Includes the processes
required to make the
most effective use of the
people involved with the
project.

Processes

Tools

:

.
Project Management
Team.
.
Supporting Personnel.
.
Customers.
.
People
Sponsors.

.
Contributors.
Project Environment
Etc.

. ...
Work

9.1 Develop Human Resource Plan

1-9




.


.




.
7

Develop Human
Resource Plan is the
process of identifying
and documenting
project roles,
responsibilities,
required skills,
reporting
relationships, and
creating a staffing
management plan.

9.1 Develop Human Resource Plan

1-9
Inputs
1. Activity resource
requirements
2. Enterprise
environmental factors
3. Organizational process
assets

Inputs

.1
.
.2
.
.3
.
8

Tools & Techniques

1. Organization charts
and position
descriptions
2. Networking
3. Organizational theory

Tools & Techniques

.1

.
. ) ( .2
. .3

Source: PMBOK Guide Fourth Edition, page 218

Outputs
1. Human resource plan

Outputs

1.1
.

9.1 Develop Human Resource Plan ( Planning )

) ( 1-9

1. Activity
resource
requirements
2. Enterprise
environmental
factors
3. Organizational
process assets

.1
.
.2
.
.3
.
9

9.1 Develop Human Resource Plan

1-9

1. Organization
charts and
position
descriptions
2. Networking
3. Organizational
theory.

.1

.
) ( .2
. .3
10

Organization Charts and Position Descriptions

Document roles

and

responsibilities in
:
any of the
.
following formats:
Hierarchical
.
Matrix

Text oriented
.
11

Project Management Team

The project management team is
a subset of the project team
It is responsible for project
management activities such as
planning, controlling, and closing.
This group can be called the core,
executive, or leadership team.
For smaller projects, the project
management responsibilities can
be shared by the entire team or
administered solely by the project
manager.
The project sponsor works with
the project management team,
typically assisting with matters
such as project funding, clarifying
scope questions, and influencing
others in order to benefit the
project.

.

. , ,

. , ,
,


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,
, :
,
.

12

The Role of The Project Sponsor

( )

Has requirements that must be met .

Is a project stakeholder.
Serves as voice of the project .
Provides funding .
Determine the priorities between the
constraints if not done by the
customer .
May dictate project end day .
May review WBS .
Supplies list of risks .
Approve the final project
management plan .
Sign off the project charter .
Protect the project from outside
influences .
Approves or rejects changes or
authorizes someone to represent
him.

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13

The Role of The Project Team

Identify and involve stakeholders .

Identify requirements .
Identify constraints and assumptions .
Create WBS .
Help Identify dependencies between
activities .
Provide time and cost estimates .
Participation in the risk management
processes .
Attend project team meetings .
Conduct process improvements .
Execute the project management plan
to accomplish work defined in the
project scope statement .
Recommend changes to the project ,
including corrective actions .

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,
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14

The Role of The Project Stakeholder as A Group

Involves in creation of the
project charter and the project
scope statement .
Involves in creation
management plan
development .
Approving project changes and
being on the change control
board .
Verify scope verification .
Identify constraints .
Identify requirements .
Risk management .
May become risk owners .

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15

The Role of The Functional Manager

) (

Assign specific individuals to the

team .
Negotiate with project manager
regarding resources .
Participate in the initial planning .
Help the project manager to know
the effects of other project on his
one .
Approve the final schedule during
schedule development .
Provide subject matter expertise .
Approve the final project
management plan .
Recommend changes to the project
within there functional areas .
Managing the activities that happen
within their functional areas .
Assist with problems related to the
team member performance .

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16

The Role of The Project Manager

Is assigned no later than the project

initiating.
May help write the project charter .
Dose not have to be a technical
expert .
Ensure professional interactions
between the project team and other
stakeholders .
Selects appropriate processes for the
project.
Determines and delivers required
levels of quality .
Determines the need for change
requests .
Promoting good communication .
Must say No when necessary .
Focuses on risk management with
the team .

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17

The Role of The Project Manager

Defines the change management

plan .
Develop time and cost reserves .
Must have the authority and
accountability to accomplish the
project management works .
Is the only one who can integrate the
project components into cohesive
whole that meets the customer
needs .
Overall applies project management
knowledge and uses personal and
leadership skills to achieve project
success .
Being proactive , not waiting for the
problems to be happened .
Is accountable for project success or
failure .

.
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(
. )
.

18

The Role of The Portfolio Manager

Managing various projects
or programs that may be
largely unrelated to each
other .
Ensuring selected projects or
programs provide values to
the organization .
Working with senior
executives to gather support
for individual projects .
Getting the best return from
resources invested .

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19

The Role of The Program Manager

Managing related projects
to achieve results not
obtainable by managing
each project separately .
Ensure selected projects
support the strategic goal of
the organization .
Providing oversight to
adjust projects for the
programs benefits .
Guiding and supporting
individual project managers
efforts .

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20

Example : Responsibility Assignment Matrix Using a RACI Format

RACI :
RACI
Chart

RACI

Person

Activity Ann

Ben Carlos Dina

Ed

Define

Design

Develop

Test

R = Responsible
=

A = Accountable
=

I = Inform
=

C = Consult
=

RACI = Responsibility , Accountable , Consult , And Inform

21

Organizational breakdown structure

Project

Marketing
Dept.

Information
Technology
Dept.

WBS Activity

WBS Activity

3.4.7

2.4.6

WBS Activity

WBS Activity

7.4.5

2.3.4

Etc

3.4.7

2.4.5

7.4.5

2.3.4

22

Organizational Theory

Organizational theory
provides information
regarding the ways that
people, teams, and
organizational units
behave.
Applying proven
principles shortens the
amount of time needed
to create the Human
Resource Planning
outputs and improves the
likelihood that the
planning will be effective.

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.
23

Organizational Structures
) (

Functional
organizations
Matrix
organizations
Project
organizations

.

.

.
24

Functional Organization
()


.


.



.
25

Each employee has

one clear superior
Staff members are
grouped by specialty
at the top level
Each department will
do its project work
independent of
other departments

Functional Organization
) (
Chief Executive
Officer
Project Coordination

Functional
Manager 1

Functional
Manager 2

Functional
Manager 3

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

( )
26

Matrix Organization

Weak Matrix
Organization .
Balanced Matrix
Organization .
Strong Matrix
Organization .

.

.

.
27

Matrix Organization

are a blend of functional
and projectized
characteristics.
Weak matrices maintain
many of the characteristics
of a functional organization
and the project manager
role is more of a
coordinator or expediter
than that of a true project
manager.
Strong matrices have many
of the characteristics of the
projectized organization .

.





.


.
28

Weak Matrix Organization

Chief Executive
Officer

Functional
Manager 1

Functional
Manager 2

Functional
Manager 3

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Project Coordination
( )
29

Strong Matrix Organization

Chief Executive
Officer

Functional
Manager 1

Functional
Manager 2

Functional
Manager 3

Manager of
Project Managers

Staff

Staff

Staff

Project Manager

Staff

Staff

Staff

Project Manager

Staff

Staff

Staff

Project Manager

Project
Coordination

( )
30

Balanced Matrix Organization

Chief Executive
Officer

Functional
Manager 1

Functional
Manager 2

Functional
Manager 3

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Project Manager

Project Coordination
31

( )

Project organizations

Accomplish the majority of work
through projects, with employees
reporting only to a project
manager.
In this type of organization,
departments may exist for the
purpose of providing support to
projects.
Project-based organizations
include:
Suppliers: Those that derive the
majority of revenue by performing
projects for other organizations:
architectural firms, engineering
firms, contractors .
Organizations that have adopted
management by projects.

,

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.
:

:
( )
, ,
.
.

32

Projectized Organization

Project Coordination

Chief Executive
Officer

Project

Project

Project

Manager

Manager

Manager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

( )
33

Advantage of Functional Organization

Organizational
Structure

Advantages

Able to leverage
economies of scale
Functional company wide (resource
pool, large procurement
agreements, etc.)
Staff more likely to be
utilized full-time
Staff is grouped by
specialty
Staff are not
distracted/concerned
about next assignment
near end of the project

,(
)...... ,

.

.

(
)
.
34

Advantage of Matrix Organization

Organizational
Structure

Matrix

Advantages

More authority for the

project manager than in a
functional organization
Better communication
external to project than in
a functional organization
Better utilization of
specialized staff across
the organization
Staff knows which
department they will
return to in between
projects

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35

Advantage of Project Organization

Organizational
Structure

Project

Advantages

Project managers have

the most authority
Most efficient
communication
channels within the
project
Staff has most focus
on and loyalty to the
current project

Organizational
Structure

Advantages

.

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.
36

9.1 Develop Human Resource Plan

1-9
1. Human resource
plan, that includes:
Roles and
responsibilities
Staffing
management plan
Project
organization
charts

.1
: ,
.

.

(
. )
37

Roles and Responsibilities

Role: The label describing
the portion of a project for
which a person is
accountable.
Authority: The right to
apply project resources,
make decisions, and sign
approvals.
Responsibility: The work
that a project team member
is expected to perform in
order to complete the
project's activities.
Competency: The skill and
capacity required to
complete project activities.

:

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:

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:

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:
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38

Staffing Management Plan

39

(
) .
(
).
.
.
.
.
.

Staff acquisition
Resource calendars
Staff release plan
Training needs
Recognition and
rewards
Compliance
Safety

9.2 Acquire Project Team

2 .9
Acquire Project
Team is the
process of
confirming human
resource availability
and obtaining the
team necessary to
complete project
assignments.

.
40

Human Resources responsibility For Project Manager

Determine what resources will be

needed .
Negotiate with resource managers
for the optimal available resources .
Create project team directory .
Create job description .
Assigning roles and responsibilities
on the project .
Team members training .
Create training plan .
Team member's performance .
Communicates with team members
and their bosses .
Take care of team members needs .
Create recognition and reward
system .
Create human resource plan .

.
(
. )
, (
. ) ...... ,
. ) (
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.
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.

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.

41

9.2 Acquire Project Team

2 .9
Tools & Techniques

Inputs
1. Project management
plan
2. Enterprise
environmental factors
3. Organizational process
assets

Inputs

.1
.2

.3
.
42

1.
2.
3.
4.

Pre-assignment
Negotiation
Acquisition
Virtual teams

Tools & Techniques

. .1
. .2
( .3
. )
. .4
Source: PMBOK Guide Fourth Edition, page 226

Outputs
1. Project staff
assignments
2. Resource calendars
3. Project management
plan updates

Outputs

.1
.
. .2
.3
.

9.2 Acquire Project Team ( Execution )

) ( 2 .9
1. Project
.1
management
.

plan
.2
2. Enterprise
environmental .
factors
.3
3. Organizational
.

process assets
43

Enterprise Environmental Factors

Existing information for
human resources
including who is
available
Personnel
administration policies
such as those that
affect outsourcing
Organizational structure
Location or multiple
locations

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.
.
.

44

9.2 Acquire Project Team

2 .9

1. Preassignment
2. Negotiation
3. Acquisition
4. Virtual teams

. .1
. .2
( .3
. )
. .4
45

Pre-Assignment

In some cases, project
team members are
known in advance
This situation can occur if:
The project is the result of
specific people being
promised as part of a
competitive proposal.
The project is dependent
on the expertise of
particular persons.
Some staff assignments are
defined within the project
charter.

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:




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46

Negotiation

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.
Other project management
teams within the
performing organization to
appropriately assign scarce
or specialized resources.

:




.


.
47

Acquisition
) (
When the performing
organization lacks the inhouse staff needed to
complete the project, the
required services can be
acquired from outside
sources.
This can involve hiring
individual consultants or
subcontracting work to
another organization.

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.
48

Virtual Teams



.




.




.

49

Creates new possibilities

when acquiring project
team members.
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.
The availability of electronic
communication, such as email and video
conferencing, has made
such teams feasible.

Virtual Teams

The virtual team format makes it
possible to:
Form teams of people from the
same company who live in
widespread geographic areas
Add special expertise to a project
team, even though the expert is
not in the same geographic area
Incorporate employees who
work from home offices
Form teams of people who work
different shifts or hours
Include people with mobility
handicaps
Move forward with projects that
would have been ignored due to
travel expenses.

:


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.

.

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50

9.2 Acquire Project Team

2 .9

1. Project staff
assignments
2. Resource
calendars
3. Project
management
plan updates

.1
.
. .2
.3
.
51

Project Staff Assignments

The project is staffed
when appropriate people
have been assigned to
work on it.
Documentation can
include:
Project team directory
Memos to team members
Names inserted into other
parts of the project
management plan, such as
project organization charts
and schedules.

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:
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52

9.3 Develop Project Team

3-9
Develop Project
Team is the process
of improving the
competencies, team
interaction, and the
overall team
environment to
enhance project
performance.

.
53

Objectives of Develop Project Team

Improve knowledge and skills of
team members in order to
increase their ability to complete
project deliverables, while
lowering costs, reducing
schedules and improving quality.
Improve feelings of trust and
agreement among team
members in order to raise
morale, lower conflict, and
increase team work.
Create a dynamic and cohesive
team culture to improve both
individual and team productivity,
team spirit, and cooperation, and
to allow cross-training and
mentoring between team
members to share knowledge and
expertise.

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.





.
54

9.3 Develop Project Team

3 -9
Inputs
1. Project staff
assignments
2. Project management
plan
3. Resource calendars

Inputs

.1
.
. .2
.3
. ) (
Source: PMBOK Guide Fourth Edition, page 230

55

Tools & Techniques

1. Interpersonal skills
2. Training
3. Team-building
activities
4. Ground rules
5. Co-location
6. Recognition and
rewards
Tools & Techniques

( .1
. )
. .2
. .3
. .4
.5
. .6

Outputs
1. Team performance
assessments
2. Enterprise
environmental factors
updates

Outputs

. .1
.2

.

9.3 Develop Project Team ( Execution )

) ( 3 -9

1. Project staff
assignments
2. Project
management
plan
3. Resource
calendars

.1
.
.2
.
.3
.) (
56

9.3 Develop Project Team

3 -9

1. Interpersonal skills
2. Training
3. Team-building
activities
4. Ground rules
5. Co-location
6. Recognition and
rewards

( .1
. )
. .2
. .3
. .4
. .5
. .6
57

Interpersonal Skills
) (
Interpersonal skills,
sometimes known as soft
skills, are particularly
important to team
development.
The following aspects are
part of the soft skills the
project manager should
practice:
Understanding the
sentiments of project team
members
Anticipating their actions
Acknowledging their concerns
Following up on their issues

"
"
.

(
)
:

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.
.
.

58

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
Coaching.

.

.
:
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.

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.

59

Team-Building Activities

Team building activities
include management and
individual actions taken
specifically and primarily to
improve team performance.
Enhancing team performance
can result from various
activities. A few examples are:
Involving team members in the
planning process.
Establishing rules for dealing
with conflict.
Improving the climate for team
discussions.
Improving stakeholder
interaction by holding an offsite, professionally facilitated
event.

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:

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.

.

.

60

Team Formation Stage

Forming:
Initial judgments about
teammates are made

Storming:
Control issues emerge

Norming:
Productive works begins

Performing:
Optimum productivity
reached

Adjourning:
Project is done, team
moves out of the project

:
.

:
.

:
.

:
.

: ) (
,
.
61

Ground Rules

Ground rules establish clear
expectations regarding
acceptable behavior by project
team members.
Early commitment to clear
guidelines decreases
misunderstandings and increases
productivity.
The process of discussing ground
rules allows team members to
discover values that are
important to one another.
All project team members share
responsibility for enforcing the
rules once they are established.

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.

62

Ground Rules

The team will be honest in all

communications .
Resolve the conflicts by the members create
it .
No interruptions during the meetings .
Inform project manager that some members
have problems with his activities .
Acceptable ways to interrupt someone in a
meeting .
Take phone call, E Mail , or read text during
the meetings .
Who allowable to talk with the vice president
.
Who allowable to give instructions to the
contractors .
How are changes to team members
calendars coordinated and approved , both
in normal and emergency situations .
When and how is status provided to the
project manager .

.
.
.

.

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,
.
.
.
,
.

.

63

Co-Location
) (
Co-location involves placing many
or all of the most active project
team members in the same
physical location.
This is to enhance their ability to
perform as a team.
Co-location can be temporary,
such as at strategically important
times during the project, or for
the entire project.
Co-location strategy can include a
meeting room, sometimes called
a war room, with electronic
communication devices, places to
post schedules, and other
conveniences that enhance
communication and a sense of
community.

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64

Recognition and Rewards

Part of the team development process

involves recognizing and rewarding
desirable behavior.
Only desirable behavior should be
rewarded.
Willingness to work overtime to meet
an aggressive schedule objective should
be rewarded
Needing to work overtime as the result
of poor planning should not be
rewarded.
Win-lose (zero sum) rewards that only a
limited number of project team
members can achieve , such as team
member of the month, can hurt team
cohesiveness.
Rewarding win-win behavior that
everyone can achieve, such as turning
in progress reports on time, tends to
increase support among team
members.

.
.

.

.
(-
)


. ,


,

.

65

9.3 Develop Project Team

3 -9

1. Team
performance
assessments
2. Enterprise
environmenta
l factors
updates

.1
.
.2

.
66

General Management Skills

Leading
Communicating
Negotiating
Problem Solving
Influencing the
Organization

.
.) (
.
.
.

67

Powers of the Project Manager

Expert:

:

.

Power based on PMs expertise .

Reward:

Power based on ability to

provide incentives .

Formal (legitimate):

( ) :

Power based on authority or

position .

Referent:

:

(
)
.

( ) :

.
68

Based on either PMs personality

(the high regard that others hold
for the pm) or by PMs referring
to a person of higher authority .

Coercive (penalty):

Based on ability to penalize

individuals or team members

5 Sources of Power - (Authority and Control)

) ( 5
Formal
Authority
( Legitimate
Power)

Derived from (High!) position in

organization
(Most Used)

(
)

( )
)(

Coercive
Power
(Penalty
Power)

Predicated on fear, penalty, and

intimidation.

)(

. , ,

Reward Power

More positive Control raises,

promotions & rewards.

, , ...
.

Expert Power

Hold specialized knowledge / skills,

controls information
Good in high technology projects.

/
. ,
.

Referent
Power

Less powerful persons identification

with a more powerful person out of
respect, past accomplishments,
status, personality (persons traits)
that others look up to Good in
informal organization.

)(

,
, ,
( )

69
.

Powers of the Project Manager (cont.)

The most effective

powers in terms of

positive impact to
:
project results are:
Expert .
Reward .

The least effective

is:
Coercive .

.
.

:
.
70

Leadership

Influences behavior to achieve goals.

Correct 85% of organizational
problems.
Supervises resource availability.
Develops strong organizational
sense.
Develops survival & growth
strategies.
Understands human behavior.
Sources of power (authority &
Control ).
Leadership styles.

.
%85
.
.
.

.
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71

attributes of the Successful Leader

Create and Nurture a Vision.

Not Fear Failure.
Expect and Accept Criticism.
Take Risks.
Empower Others.
Be Decisive.
Be Persistent.
Be Happy
Smile / Laugh.
Leave Your Ego Behind.
Think Before Acting.
Do Not Criticize Hastily.
Meet Commitments.
Coach Your Team.
Be A Role Model.
Maintain a Winning Attitude.
Believe In Your Self.

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72

Leadership Styles

Consultative :
Bottom up approach uses
influence to achieve results .
The manager obtains others
opinions and acts as the
servant for the team.

Consultative - Autocratic:
The manager solicits inputs
from team members. But retain
decision making authority for
himself .

Autocratic :
A top down approach where
the has power to do what ever
he wants . The manager may
coach or delegate , but he do
what ever he wants .

:
.

.
.

:

.
.

:

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,
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73

Leadership Styles

Consensus :
Problem solving in a group ,
and make decisions based on
group agreement .

Delegating :
The manager establishes
goals and then gives the
project team sufficient
authority to complete the
works . The manager will
involve the team in the
planning process or delegate
work and executing work the
members. delegating can be
hard for some people .
project manager should help
them to do the work .

:
,

.

:


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.

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74

Leadership Styles

Bureaucratic :
Focus on following
procedures exactly . It may be
appropriate for work detail is
critical or in specific safety or
other regulations must be
strictly adhered to .

Charismatic :
Charismatic managers
energize and encourage their
team in performance project
work . Project success
become depend on the
presence of charismatic
leaders . The team relies on
the leader for motivation .

:

.



.

:) (

( )
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75

Leadership Styles

Democratic or participative :
Encouraging team participation
in the decisions making
process . Team members own
the decision made by group ,
which results in improving
teamwork and cooperation .

Laissez faire :
A French term . It is translated
as allow to act, allow to do
or leave alone . A Laissez
faire managers is not directly
involved in the work of the
team , but manages and consult
as necessary . The style can be
appropriate with a high skilled
teams .

:

.
,
(
. )

:

,
. ( )

,
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76

Leadership Styles

Analytical :
Depends on the managers own technical
knowledge and ability. Analytical
managers often make the technical
decisions for the project, which they
communicate to their teams . Interview
style communications in which the
project manager asks questions to get the
facts, is common with this management
style .

Driver :
A driver manger is constantly giving
directions . His / her competitive attitude
drives the team to win .

Influencing :
This style emphasizes teamwork, team
building , and team decision making .
These managers work with their teams to
influence project implementation .

:

.

,
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,
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: ) (

,
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77

Motivation Theories

Maslows Hierarchy
Needs .
Herzbergs Theory .
McGregors Theory Of X
and y .
Theory Z .
David McClelland's
Theory of Needs
( Acquired Needs
Theory ) .

.
.
.Y X
. Z

(
. )

78

Motivational Theory
) (
When planning reward
and recognition
activities, as well as
when using a project
managers reward
power, motivational
theory is an important
consideration.
What motivates people
to perform? Consider
the theories of Maslow,
McGregor, and
Herzberg.

,

. ) (



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79

Maslows Hierarchy of Needs

( )
:

,
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.

,
(
, ) .
80

According to Maslows
theory:
Once a level of need is
satisfied, it is no longer a
motivational factor.
One cannot ascend to the
next level until the levels
below are fulfilled.
People do not perform for
security or money, but
rather to get a chance to
contribute (selfactualization).

Maslows Theory Hierarchy of Needs

Self - Actualization
Self Fulfillment,
growth , Learning

Ego Self Esteem

Social
(Belonging)

Safety

Accomplishment, Respect ,
Recognition, Attention ,
Appreciation

A Person Will Not Ascend

To a higher Level Till He Is
Fulfill His Needs At His
Current Level
Motivational

Love, Approval, Friends, Association,

Company culture.

Maintaining

Security, Job Security, Stability,

Freedom From Harm, Working Condition

Need For Water, Air, Housing, Food,

Physiological
Biological and Clothing(Some Can Be Obtained By Salary)
81

Maslows Theory Hierarchy of Needs

A Person Will Not Ascend To a higher Level
Till He Is Fulfill His Needs At His Current
Level

Motivational

Maintaining

Self - Actualization

, ,
, ,

Ego Self Esteem

, , , ,

, , ,
,
, , , ,
( )
82

)Social (Belonging
()

Safety

McGregors Theory Of X and Y

X Y

All Workers
Would Fit
In One Of
Two

Groups
Y

X An Y
83

Behavior Theories - McGregors Theory Of X

- :
Assumes that people :

Resist organizational needs.

Are lazy by nature.
Lack ambition.
Dislike responsibility & work
whenever possible.
Inherently self centered.
Not very bright.

Management Approach:
Must be controlling (Watch
your people all the time).
Motivate by punishment,
persuasion, or reward.

:
.
.
.

.
.
.

:
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, ,
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84

Behavior Theories - McGregors Theory Of X

- :
Assumes that people :
Are receptive to organizational
needs.
Become lazy through negative
experiences.
Are ambitions when motivated.
Inherent need for self motivation.
Inherent need for self control.

Management Approach:
Manage by objective.
Provide guidance (people can work
without supervision).
Create self - directed
environment(People can manage
themselves).
Remove obstacles & encourage
growth.

:
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.

:
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(
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((
. )
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85

Behavior Theories Theory Z

Z
Focus on Company:
Lifetime employment.
Loyalty, commitment, and
dedication.
Encourage cooperation.
Collective decision making.
Slow promotion & infrequent
evaluation.

Focus on Values:
Shared goals, interests, and
values.
Non specialized career
paths.
Ever changing working
relationship.

:
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. ,
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86

Herzbergs Theory

: ( )
Motivating Agents:
Motivators are mostly

intrinsic to the job and

encourage the
engagement of
.
employees.
:
Hygiene Factors
(Demotivators): Are
(
mostly environmental,
the absence of which can , )
demotivate; however,

when present they do not ,
necessarily serve to

motivate.
.

87

9.4 Manage Project Team

4-9
Manage Project
Team is the process
of tracking team
member
performance,
providing feedback,
resolving issues, and
managing changes to
optimize project
performance.

) (


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88

9.4 Manage Project Team

4-9
Inputs
1. Project staff
assignments
2. Project management
plan
3. Team performance
assessments
4. Performance reports
5. Organizational process
assets

Inputs
.1
.
. .2
.3
. .4
. .5
89

Tools & Techniques

1. Observation and
conversation
2. Project performance
appraisals
3. Conflict management
4. Issue log
5. Interpersonal skills

Tools & Techniques

. .1
. .2
.3
. ) (
. .4
.5
. ) (

Source: PMBOK Guide Fourth Edition, page 236

Outputs
1. Enterprise
environmental factors
updates
2. Organizational process
assets updates
3. Change requests
4. Project management
plan updates

Outputs
.1
.
.2
.
. .3
.4
.

9.4 Manage Project Team

4-9
1. Project staff
assignments
2. Project
management plan
3. Team performance
assessments
4. Performance
reports
5. Organizational
process assets

.1
.
. .2
. .3
. .4
.5
.
90

9.4 Manage Project Team ( Execution )

) ( 4-9
1. Observation and
conversation
2. Project
performance
appraisals
3. Conflict
management
4. Issue log
5. Interpersonal skills

. .1
. .2
.3
. ) (
. .4
( .5
. )
91

Observation and Conversation

Observation and
conversation are used to
stay in touch with the
work and attitudes of
project team members.
The project management
team monitors indicators
such as progress toward
project deliverables,
accomplishments that are
a source of pride for team
members, and
interpersonal issues.

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92

Project Performance Appraisals

Objectives for conducting
performance appraisals
during the course of a
project can include:

Re-clarification of roles and

responsibilities
Structured time to ensure
team members receive
positive feedback in what
might otherwise be a hectic
environment
Discovery of unknown or
unresolved issues
Development of individual
training plans
Establishment of specific
goals for future time periods.

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93

Conflict Management
) (
Successful conflict management
results in greater productivity and
positive working relationships.
Sources of conflict include scarce
resources, scheduling priorities,
and personal work styles.
Team ground rules, group norms,
and solid project management
practices, like communication
planning and role definition,
reduce the amount of conflict.
When managed properly,
differences of opinion are
healthy, and can lead to increased
creativity and better decisionmaking.

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94

Conflict Management
) (
When the differences
become a negative factor,
project team members are
initially responsible for
resolving their own
conflicts.
If conflict escalates, the
project manager should
help facilitate a satisfactory
resolution.
Conflict should be
addressed early and usually
in private, using a direct,
collaborative approach.
If disruptive conflict
continues, increasingly
formal procedures will need
to be used, including the
possible use of disciplinary
actions.

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95

Conflict Management
) (
The term conflict often
carries negative
connotations.
Conflict is inevitable on
most projects due to
many factors:
Competing needs of
stakeholders
Competition for limited
resources
Limited power of the
project manager

.
(
)
: ,
(
. )
.

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96

Conflict Management
) (
Unnecessary conflict
can be avoided to some
extent through:
Communication to
stakeholders of
project objectives,
status, and changes
Clearly and
separately assigned
tasks

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97

Sources of Conflict

1.

Schedule :

2.

Example : Timing, Sequencing, and

Scheduling of Project Related Tasks.

Project Priorities:

3.

Example : Sequence of
Activities & Tasks.

:
, , :
.

Most Serious

4.
5.

Example : Technical Issues, Specs., &

Trade Offs.

6.

Example : How Project Will Be

managed.

Cost:

7.

Example : Cost Estimates From

Support Areas Regarding WBS.

, , :
.

Example : Interpersonal Issues.

.3

.4

.
. :

.

.1

.
.

Personality:

. :

.2

Admin. Procedures:

:
. :

Example : Staffing of Project Team.

Technical Opinions:

Resources:

.1

.2

Less Serious

98

Conflict Resolution Approaches

Withdrawing/Avoiding.

./

Retreating from an actual or

potential conflict situation. .

Smoothing/Accommodating

./

Emphasizing areas of

agreement rather than areas
.
of difference.

Compromising.

Searching for solutions that

bring some degree of
.
satisfaction to all parties.
99

Conflict Resolution Approaches

Forcing.
Pushing ones viewpoint at
the expense of others; offers
only win-lose solutions.

Collaborating.
incorporating multiple
viewpoints and insights from
differing perspectives; leads
to consensus and
commitment.

Confronting/Problem
solving.
Treating conflict as a problem
to be solved by examining
alternatives; requires a giveand-take attitude and open
dialogue.

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100

Steps To Solve a Conflict

Define what is the real or
root cause of the problem
, not what appears to
you.
Analyze the problem .
Identify solutions .
Pick a solution .
Implement a solution .
Review the solution , and
confirm that it is solved
the problem .

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101

Issue log
) (
A written log should document
persons responsible for
resolving specific issues by a
target date.
The log helps the project team
monitor issues until closure.
Issue resolution addresses
obstacles that can block the
team from achieving its goals.
These obstacles can include
factors such as differences of
opinion, situations to be
investigated, and emerging or
unanticipated responsibilities
that need to be assigned to
someone on the project team.

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102

9.4 Manage Project Team

4-9
1. Enterprise
environmental
factors updates
2. Organizational
process assets
updates
3. Change requests
4. Project
management plan
updates

.1
.
.2
.
. .3
.4
.
103

Recognition And Reward System

Say Thank you more
often .
Team member of the month (
Prize ) .
Prizing performance .
Raising team member, choice
work assignment.
Inform team members managers
about their performance .
Plan milestones parties .
Trains team members .
Assigning the people to activities
that they like to work with .
Removing team member from
the project as recognize , if he
wants .

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104

Strategies For Overcoming Resistance To Change

Education:
This helps to provide information that
may be lacking to clear up inaccurate
perceptions of changes.

Communication:
The person(s) adjusting to the change
needs support and encouragement.
Active listening and empathy will offer
the needed support for those having
difficulties accepting change.

Participation:
The change process goes much more
smoothly when the persons involved
are included in making the decision
regarding the change.

Problem Solving:
Trough problem solving the persons
involved may negotiate to accept and
approve a desired change. There are
fundamentally two ways of handling
conflict. We can avoid it , or we can do
something about it.

: ) (

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105

Questions?

106