PM0010 [Introduction to Project Management] Set1 Q6

Q 6. Describe in brief the Human resource management process in a project.

Ans:

Human Resource Management includes various processes that are vital to make the most effective use of the people involved with a project. The main process involved with the HR Management process includes:

• Acquiring the project team.

• Developing the project team.

• Managing the project team.

Acquiring a Project Team

The members who belong to different groups and functions and are allocated to the activities of the same project, form a project team. A team can be divided into subteams if required. Generally, the project teams are only used for a defined period of time. However, they are disbanded when the project is complete. Sometimes, due to the nature of the specific formation and disbandment, project teams are usually agile in organisations.

Acquiring a project team is the process of acquiring the specific people needed to accomplish all phases of the given project. Ultimately the team members will bring all the specific qualifications and capabilities to the project team. However, the project management team has control over the selection process. Selection of team mates involves certain concerns which need to be evaluated.

A number of factors are considered while deciding the team members. These factors include a series of environmental factors (such as work experience, availability, and cost), derivation of clear and concise project organisation charts, and formulation of a thorough staffing management plan. Once the team is properly staffed, the next steps (or outputs) of the process involve staffing out assignments to the team, determining availability of resources, and updating the staffing management plan.

Important factors that are considered during the process of acquiring the team are:

• The project manager should efficiently discuss and induct others who are in a position to supply the required Human Resources in a project.

• Failure to obtain the essential Human Resources for the project will affect project agenda, budgets, consumer satisfaction and quality. It declines the probability of success and eventually results in project cancellation.

The figure depicts the inputs, tools and techniques and the output of acquiring a project team.

        Acquiring a Project Team: Inputs, Tools and Techniques and Output

The inputs for acquiring a project team are: 

• Enterprise environmental factors: Team members are available from internal and external sources. When selecting the team members, it is important to evaluate the following factors: 

• Availability 

• Ability 

• Experience 

• Interests 

• Costs 

• Assets of organisational process: Assets of organisational process covers reviewing the documented policies, procedures, and guidelines governing staff assignments. 

• Roles and responsibilities: The roles and responsibilities document should be assessed to determine a team member”s roles, responsibilities, skills, levels of authority, and competencies. 

• Project organisation charts: The project organisation chart is an input/output device that serves a valuable role for the Project Management team and team leader in the process of keeping a thorough and careful organisational record of the project”s processes. 

• Staffing management plan: The staffing management plan with the project schedule is reviewed to ascertain when team members are needed. 

For successful completion of a project, it is always beneficial to gather the best team available. With the right team, one will have good foundation. The common tools and techniques utilised to ensure quality output from a good project team are: 

• Pre-assignment: Pre-assignment is commonly done when the project team positions are known in advance. This is usually completed when the project is dependent on the expertise of an individual. 

• Negotiation: Negotiation is used when the project manager needs to assure that the project receives skilled staff within the required time frame. Another situation which calls for negotiation is when particular or scarce resources are needed to complete the project plan. 

• Acquisition: When organisations do not have the in-house staff needed to complete the project, staff acquisitions is done to provide new resources, consultants, or subcontractors to the project. 

• Virtual teams: Virtual teams are utilised in the following situations: 

• The teams encompass individuals who are not located in the same region. 

• The teams comprise employees who work from home. 

• The teams consist of individuals working in different shifts. 

• The teams consist of individuals with mobile handicaps. 

The results from the right project team are a good foundation to start a project when the project manager has negotiated and secured the services for successful completion of the project. The output of acquiring a project team process is: 

• Assignments of project staff: Assignments of project staff illustrates who has been assigned to the project. These assignments should be documented in team directory, in project organisation charts and in schedules. 

• Availability of resources: Availability of resources gives the time periods that each project team member can work on. 

• Updates of staffing management plan: Changes in the staffing management plan is needed in order to update the plan with the real team. 

Developing a Project Team 

Developing a project team is a process of enhancing interaction among the team members and also the project manager. The process refers to increasing competencies of individuals and building up team spirit, which finally leads to a quality project.

To achieve project success, there should be good communication among the team members. Project managers should administer the development of the project team. The project manager should create the relevant environment for teamwork, provide new goals for the team to compete and achieve. Project managers should encourage feedback from the team. The project manager should provide effective review and good support to the team staff. 

Open communication between the project manager and team reduces conflicts. The management should also support the project managers. The project stakeholders should provide the required support to the development of the project team.  Projects are done in diversified environments. The project team may experience variance in language, industry and culture while at work. The project team should be dedicated to the project and the team members  should work together, without losing their individuality. 

The goals for developing a project team are: 

1. To develop technical knowledge about the project, this leads to quality output and meeting delivery schedules with reduced cost. 
2. To enhance trust among team members, thus reducing conflicts. 
3. To develop cohesiveness in the project. 
4. To allow sharing knowledge among team members. 

 Developing a Project Team: Inputs, Tools and Techniques and Output 

Managing a Project Team 

Managing a project team is the process of delegating responsibilities and tasks, monitoring team performance, providing feedback, solving issues, and coordinating changes to enhance overall project performance. Managing the team is one of the most critical aspects of project management. The project manager should encourage building competencies among the team members and reward them accordingly. 

Key aspects of managing a project team are:

1. Assigning work and observing the commitment level in each team member. 
2. Building co-operative working relationship and ensuring effective communication among all members of the project team. 
3. Monitoring team spirit. 
4. Providing effective performance review and appraisal to inspire the project team. 

   Managing a Project Team: Inputs, Tools, Techniques and Output