Project Human Resource Management

● The project management team is a subset of the project team and is responsible for the project management and leadership activities such as initiating, planning, executing, monitoring, controlling, and closing the various project phases.
The project manager needs to be :

• Influencing the project team
• Professional and ethical behavior

9.1 Plan Human Resource Management

9.1.2 Plan Human Resource Management: Tools and Techniques
● Various formats exist to document team member roles and responsibilities.
Most of the formats fall into one of three types (Figure 9-4): hierarchical, matrix, and text-oriented.
The objective is to ensure that each work package has an unambiguous owner and that all team members have a clear understanding of their roles and responsibilities.


● The Organizational Breakdown Structure (OBS) is arranged according to an organization’s existing departments, units, or teams with the project activities or work packages listed under each department.


● The Resource Breakdown Structure (RBS) is a hierarchical list of resources related by category and resource type that is used to facilitate planning and controlling of project work.


● Matrix-based charts - A Responsibility Assignment Matrix (RAM) is a grid that shows the project resources assigned to each work package.
It is used to illustrate the connections between work packages or activities and project team members.
RAM can define a project team group or unit is responsible for within each component of the WBS.
One example of a RAM is a RACI (Responsible, Accountable, Consult, and Inform) chart.


● Text-Oriented Formats - Team member responsibilities that require detailed descriptions can be specified in text-oriented formats.


9.1.3 Plan Human Resource Management: Outputs
The human resource management plan also inputs into the Develop Project Management Plan process.

The human resource management plan includes:
● Roles and Responsibilities:

• Role
• Authority - The right to apply project resources, make decisions, sign approvals, accept deliverables, and influence others to carry out the work of the project.
• Responsibility - The assigned duties and 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 assigned activities within the project constraints.
• Project Organization Charts -
  A project organization chart is a graphic display of project team members and their reporting relationships.
• Staffing management plan -
  The staffing management plan is a component of the human resource management plan that describes when and how project team members will be acquired and how long they will be needed. It describes how human resource requirements will be met.
1. Staff Acquisition - work location, salary, job duties,level of expertise etc.
2. Resource Calendars - Calendars that identify the working days and shifts on which each specific resource is available.
   The chart can include a horizontal line that represents the maximum number of hours available from a particular resource. Bars that extend beyond the maximum available hours identify the need for a resource optimization strategy (Section 6.6.2.4),
   such as adding more resources or modifying the schedule.
   
   
• Staff Release Plan - Determining the method and timing of releasing team members benefits both the project and team members.
  When team members are released from a project, the costs associated with those resources are no longer charged to the project, thus reducing project costs.
• Training needs - If it is expected that the team members to be assigned will not have the required competencies, a training plan can be developed as part of the project.
• Recognition and rewards
• Compliance - human resource policies
• Safety - Define the policies and procedures that protect team members from safety hazards. It can be included in the staffing management plan as well as in the risk register.

9.2 Acquire Project Team

9.2.2 Acquire Project team: Tools and Techniques
● Virtual Teams - A groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face. Disadvantages related to virtual teams, such as possibility for misunderstandings, feeling of isolation, difficulties in sharing knowledge and experience between team members.
● Multi-Criteria Decision Analysis - Availability, Cost, Experience, Ability, Knowledge, Skills, Attitude, International factors.

9.3 Develop Project Team

9.3.2 Develop Project Team: Tools and Techniques

• Interpersonal Skills - sometimes known as "soft skills"
• Training - about the technical skills, training costs could be included in the project budget.
• Team-Building Activities
• Ground Rules - establish clear expectations regarding acceptable behavior by project team members. Early commitment to clear guidelines decreases misunderstandings and increases productivity.
• 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
• Personnel Assessment Tools - give the project manager and the project team insight into areas of strength and weakness.

9.3.2 Develop Project Team: Outputs

9.3.3.1 Team Performance Assessments
●As project team development efforts such as training, team building, and colocation are implemented, the project management team makes formal or informal assessments of the project team's effectiveness. The performance of a successful team is measured in terms of technical success according to agreed-upon project objectives (including quality levels), performance on project schedule (finished on time), and performance on budget (finished within financial constraints). High-performance teams are characterized by these task-oriented and results-oriented outcomes. As a result of conducting an evaluation of the team's overall performance, the project management team can identify the specific training, coaching, mentoring, assistance, or changes required to improve the team's performance. This should also include identification of the appropriate or required resources necessary to achieve and implement the improvements identified in the assessment. These resources and recommendations for team improvement should be well documented and forwarded to the relevant parties.

9.4 Manage Project Team
●Manage Project Team is the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. The key benefit of this process is that it influences team behavior, manages conflict, resolves issues, and appraises team member performance.

9.4.2 Manage Project Team: Tools and Techniques
●9.4.2.3 Conflict Management

• Withdraw/Avoid 撤退/回避 - 從實際或潛在衝突中退出，將問題推遲到准備充分的時候，或者將問題推給其他人員解決。
• Smooth/Accommodate 緩和/包容 - 強調一致而非差異；為維持和諧與關系而退讓一步，考慮其他方的需要。
• Compromise/Reconcile 妥協/調解 - 為了暫時或部分解決衝突，尋找能讓各方都在一定程度上滿意的方案。
• Force/Direct 強迫/命令 - 以犧牲其他方為代價，推行某一方的觀點；只提供贏—輸方案。通常是利用權力來強行解決緊急問題。
• Collaborate/Problem Solve 合作/解決問題 - 綜合考慮不同的觀點和意見，采用合作的態度和開放式對話引導各方達成共識和承諾。

●9.4.2.4 Interpersonal Skills Project managers use a combination of technical, personal, and conceptual skills to analyze situations and interact appropriately with team members. Using appropriate interpersonal skills allows project managers to capitalize on the strengths of all team members. Examples of interpersonal skills that a project manager uses most often include:

• Leadership - Successful projects require strong leadership skills. Leadership is important through all phases of the project life cycle.It is especially important to communicate the vision and inspire the project team to achieve high performance.
• Influencing - Because project managers often have little or no direct authority over team members in a matrix environment, their ability to influence stakeholders on a timely basis is critical to project success.
Key influencing skills include:
1. Ability to be persuasive and clearly articulate points and positions; (說服別人，以及清晰表達觀點和立場的能力；)
2. High levels of active and effective listening skills; (積極且有效的傾聽；)
3. Awareness of, and consideration for, the various perspectives in any situation; (了解並綜合考慮各種觀點；)
4. Gathering relevant and critical information to address important issues and reach agreements while maintaining mutual trust. (收集相關且關鍵的信息，以解決重要問題，維護相互信任，達成一致意見。)
• Effective decision making - This involves the ability to negotiate and influence the organization and the project management team.
Some guidelines for decision making include:
1. Focus on goals to be served,
2. Follow a decision-making process,
3. Study the environmental factors,
4. Analyze available information,
5. Develop personal qualities of the team members,
6. Stimulate team creativity, and
7. Manage risk.