PMP Project Management Professional Study Guide, Third Edition (Certification Press)
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Project human resources management requires the project manager to lead and direct the project team, customers, and other stakeholders in unison to complete the project scope. Project human resources management requires working within the confines of the organizational policies. Project human resource management requires the ability to relate to the concerns and expectations of the stakeholders. And perhaps most importantly, it is tightly integrated with project communications management.
| Conflict Resolution | Quick Example |
|---|---|
| Problem solving (confronting) | Let’s put our heads together, research the problem and find the best solution. |
| Forcing | Bob’s got seniority here, so we’ll go with his opinion on the solution. |
| Compromising | Let’s take a little of both sides of the argument and create a blended solution. |
| Smoothing | Let’s smooth this issue out. It’s really not that big of a problem. |
| Withdrawal | I’m leaving. Do whatever solution works. |
There are several human resource theories the PMP candidate should be familiar with to successfully pass the PMP examination. Here’s a quick listing of these theories and their core beliefs:
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Maslow’s Hierarchy of Needs: People work for self-actualization
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Herzberg’s Theory of Motivation: Hygiene agents are expected by and can only demotivate if they are not present. Motivating agents provide opportunity to exceed, advance, and other rewards than just financial gains.
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McGregor’s Theory of X and Y: This is a management theory that believes “X” people have to be micromanaged and distrusted. “Y” people are self-led and motivated.
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Ouchi’s Theory Z: Workers are motivated by a sense of commitment, opportunity, and advancement. This theory centers on lifetime employment.
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Expectancy Theory: People behave based on what they expect as a result of their behavior.
Within a project there are roles and responsibilities. A role can be defined as “who does what,” while a responsibility can be defined as “who decides what.” A Responsibility Assignment Matrix (RAM) can map project work to specific project team members. This matrix clarifies which project team member is responsible for what actions within the project.
The RAM can help the project manager determine which resources are needed for what activities, but can also ensure that the adequate amount of resources are assigned to the project work. The project manager must work to ensure that extra resources are not assigned to project activities. It is wasteful to add unneeded resources to project work.
The Staffing Management Plan will dictate how resources are brought onto the project—and taken off of the project. This plan will serve as an input to staff acquisition. Should functional managers want to add unneeded team members the Staffing Management Plan can restrict the functional manager. The Staffing Management Plan works with the operational policies of the performing organization.
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