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PROJECT HUMAN
RESOURCE MANAGEMENT

Project Human Resource Management includes the processes required to make the most effective use of the people involved with the project. It includes all the project stakeholders—sponsors, customers, individual contributors, and others described in Section 2.2. Figure 9–1 provides an overview of the following major processes: 9.1 Organizational Planning—identifying, documenting, and assigning project roles, responsibilities, and reporting relationships.

9.2 Staff Acquisition—getting the human resources needed assigned to and working on the project.
9.3 Team Development—developing individual and group skills to enhance project performance.

9
9.1
Organizational Planning
9.2
Staff Acquisition
9.3
Team Development

These processes interact with each other and with the processes in the other knowledge areas as well. Each process may involve effort from one or more individuals or groups of individuals based on the needs of the project. Although the processes are presented here as discrete elements with well-defined interfaces, in practice they may overlap and interact in ways not detailed here. Process interactions are discussed in detail in Chapter 3, Project Management Processes. There is a substantial body of literature about dealing with people in an operational, ongoing context. Some of the many topics include: • Leading, communicating, negotiating, and others discussed in Section 2.4, Key General Management Skills.

• Delegating, motivating, coaching, mentoring, and other subjects related to dealing with individuals.
• Team building, dealing with conflict, and other subjects related to dealing with groups.
• Performance appraisal, recruitment, retention, labor relations, health and safety regulations, and other subjects related to administering the human resource function.
Most of this material is directly applicable to leading and managing people on projects, and the project manager and project management team should be familiar with it. However, they must also be sensitive as to how this knowledge is applied on the project. For example:

• The temporary nature of projects means that the personal and organizational relationships will generally be both temporary and new. The project management team must take care to select techniques that are appropriate for such transient relationships.

©1996 Project Management Institute, 130 South State Road, Upper Darby, PA 19082 USA

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FIGURE 9–1

A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE

Figure 9–1. Project Human Resource Management Overview

Project Human
Resource Management

9.1
Organizational Planning

9.2
Staff Acquisition

9.3
Team Development

.1
.3
.3
.3
.2
.3
.3
.3
.3
.3
.3
.3
.3
.3
.3

.1
.3
.3
.3
.2
.3
.3
.3
.3
.3
.3

.1
.3
.3
.3
.3
.3
.2
.3
.3
.3
.3
.3
.3
.3
.3
.3
.3

Inputs
.1 Project interfaces
.2 Staffing requirements
.3 Constraints
Tools and Techniques
.1 Templates
.2 Human resource practices
.3 Organizational theory
.4 Stakeholder analysis
Outputs
.1 Role and responsibility
.1 assignments
.2 Staffing management plan
.3 Organization chart
.4 Supporting detail

Inputs
.1 Staffing management plan
.2 Staffing pool description
.3 Recruitment practices
Tools and Techniques
.1 Negotiations
.2 Pre-assignment
.3 Procurement
Outputs
.1 Project staff assigned
.2 Project team directory

Inputs
.1 Project staff
.2 Project plan
.3 Staffing management plan
.4 Performance reports
.5 External feedback
Tools and Techniques
.1 Team-building activities
.2 General management skills
.3 Reward and recognition
.3 systems
.4 Collocation
.5 Training
Outputs
.1 Performance improvements
.2 Input to performance
.2 appraisals

• The nature and number of project stakeholders will often change as the project moves from phase to phase of its life cycle. As a result, techniques that are effective in one phase may not be...
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