About Project Human Resources Management
Project Human Resource Management includes the processes that organize, manage, and lead the project team. All team members should be involved in the planning process even though their skill sets and responsibilities vary. Participation increases acceptance and commitment to the projectThis knowledge area deals with HR management of the project, comprises of the processes very essential to define the ways human resources will be utilized, developed, acquired and managed. Project Human Resources Management has four processes in it.
Following are the important points to keep in mind.
- When projects are similar in nature, the project manager can use the roles and responsibilities definitions of the historical project to guide the current project.
- When project managers, or managers in general, are referred to as different terms, a job description is needed so the project manager can successfully complete the required obligations.
- The halo effect is the assumption that because the person is good at a technology they’d also be good at managing a project dealing with said technology.
- When Harold always has to win an argument and team members begin to give into Harold’s demands simply to avoid the argument rather than to find an accurate solution, this is a yield-lose situation.
- The Expectancy Theory describes how people will work based on what they expect because of the work they do. If people are rewarded because of the work they complete, and they like the reward (payment), they will continue to work.
- Forcing happens when the project manager makes a decision based on factors not relevant to the problem. Just because a team member has more seniority does not mean this individual is correct.
- A reward and recognition system involves formal management action to promote desired behavior of individuals.
- Remember that confronting means problem solving and problem solving is the best way to resolve conflict ? but not here. The question asks “what conflict resolution technique would you IMMEDIATELY use with the team members.” Tempers are too hot and you have the sponsor to deal with. The best immediate choice here is avoidance.
- There is always the option to simply postpone dealing with the issue until later. This is withdrawing.
- Keep in mind that the staffing management plan is created as part of Develop Human Resource Plan and updated as part of Acquire Project Team.
- A project manager can rarely tell or direct that project resources be assigned. Most frequently on projects, the functional manager owns the resources.
- Staffing Management Plan: WHEN and HOW resource will be ADDED and TAKEN OFF the team.
- A project charter is created during project initiating. A project manager is assigned during project initiating, not after it.
- A histogram is a bar chart where each bar represents the percent of time the resource is working. Each bar shows one unit of time (e.g., a week, a month, etc.). It does not show usage for each activity or area of expertise. The histogram is a set of bars that depict when a resource is being used, and to what level.
- A corner office is a “perk” whereas health benefits are a fringe benefit.
- Training: The project manager must ensure that the necessary skills are developed as part of the project.
- The tools and techniques of the Manage Project Team process are observation and conversation (watch the team and report on team members’ performance), project performance appraisals (do a 360-degree feedback session), conflict management (use appropriate conflict resolution techniques) and issue log.
- Smoothing will emphasize that everyone agreed on a plan and that the team should have confidence in that plan.
- The role of each stakeholder is determined by: The Project Manager and The Stakeholder.
- Top four sources of conflict: schedules, project priorities, resources, and technical opinions
- Project performance appraisals deal with how each team member is performing work, rather than how well the team is working together.
- Mentoring: is the work that a project manager may be frequently called on to perform.
- Resource leveling refers to maintaining the same number of resources on the project for each time period. Leveling has nothing to do with assigning activities or managing meetings.
- After a team member completes project work, it is the project manager’s job to provide input to the team member’s manager regarding performance appraisals.
- Performance issues are senior and functional management’s responsibility – usually the manager who supervises the resource.
- Functional management is responsible for addressing individual performance problems.
- Projects often need their own reward systems to affect performance. Project managers should create such a system for each project.
- Halo Effect: It refers to the tendency of “Move people into Project Management because they are good in their technical field”. (Just because a person is good in his technical field does not mean he will also be a good project manager).
- Technical issues of the project are managed by the team members’ managers (Functional Managers).
- A project organizational chart shows resources and their responsibilities.
- A reward needs to be specific to the activities at hand to maximize the effect. Although the existing company reward system (choice A) may work, one created specifically for the project will address project-specific objectives and motivators.
- The final steps of problem solving include: implement a decision, review it, and confirm that the decision solved the problem.
10 Knowledge areas specified by PMI:
This knowledge Area Project Human Resources Management is covered in PMP Certification Prep course which contains following practice tests:
This course includes practice tests and articles, but it does not cover every exam question. Only the PMI exam team has access to the exam questions for PMP exam, and PMI regularly adds new questions to the exam, making it impossible to cover specific questions. You should consider this course a supplement to your relevant real-world experience