Project Human resources Management
- Develop HR plan (during planning > WBS).
- Aquire project team: near the end of planning, to start executing.
- Develop project team (ensure training).
- Manage project team (ensure productivity).
Develop HR Plan
- Develop Staffing Plan: to ensure the staff needed for the WBS activities are on hand and assigned to the project. Some of the team members will be dedicated 100% to the project, some will not. And Staffing is based on the timeline of the project.
- Define Project Organization: defining the org structure and put every team member on his place and then publish it >>> this will make every one understand his position and make him feel that he is a part of an organized team.
- Define Rules and responsibilities: (team leader, team member…) We may use RACI charts (R= who is Responsible, A= Accountable, C= Consulted, I= Informed).
Aquire Project Team
- Confirm Team Availability.
- Negotiate Assignment (looking for substitutions).
- Replan as needed (how this affect my Estimates, timeline, train plan…).
Develop Project Team
- Training: maybe needed as special skills maybe needed for the projects.
- Team Building: Forming > Storming > Norming > Performance. Our job is to keep the team at the Performance stage (Tuckman model).
- Team Norms: what is expected from each member (reporting…).
- Recognition: in the right way.
- Performance Appraisal.
- Staff Rotation.
Manage Project Team
- Conflict Management; expect it even in Performance stage.
- Motivation; motivating the team.
- Issue logs.
- Withdrawal Avoid: not very good because the problem will not be solved.
- Smooth Accommodate: not very good too, but little better.
- Compromise: also not very good.
- Force: the solution my be needed.
- Confront Problem Solve: the best way as we address the problem and analyze its causes and deal with them.
Project Communication Management
- Identify Stakeholders: who care and what do they need (Init).
- Plan Communication (Plan).
- Distribute Information (Exec).
- Manage Stakeholders Expectations.
- Report Performance.
- Identify Stakeholders: who cares and why, and even look for adversaries.
- Stakeholders Analysis: to know what they need and wish for.
- Stakeholders management.
- Interest: why they do care.
- Expectations: their need and how we satisfy their needs, do they want details report? summary?…
- Influence: what influence do they have? (they can fund? take decisions?…)
- Impact: what impact can they have on the project.
We add more details:
- What: they need.
- When: they want us to report?
- How: they want the report?
With that we document a: Communication Management Plan. And we prepare a template, form, and procedures to reuse.
Web portal: it’s very good idea to keep everything honest and available on a web portal.
Number of lines of communications = n(n-1)/2. Where n is the number of team members you have. So it’s important to have a good organization structure that limits those communications lines as possible.
Be aware that you send the right message and that it’s understood as you want it to be when it’s received.
- Communication Style: formal, informal, in person, by telephone…
- Medium: the right medium for the important information.
- Meetings: are inevitable.
Manage Stakeholders Expectations
- Active Stakeholders Management: do what you’ve promised.
- Issue log.
- Variance Analysis: what current project facts means (EVM).
- Performance Reports.