9.1 Organizational Planning | 9.2 Staff Acquisition | 9.3 Team Development |
Integration | Scope | Time | Cost | Quality | Resource | Communications | Risk | Procurement |
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, partners, individual contributors, and others described in
Section 2.2.
Figure 9-1
provides an overview of the following major processes:
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.
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.
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 effective in another. The project management
team must take care to use techniques that are appropriate to the current
needs of the project.
Human resource administrative activities
are seldom a direct responsibility of
the project management team. However, the team must be sufficiently aware
of administrative requirements to ensure compliance.
Note: Project managers may also have responsibilities for human resource
redeployment and release, depending upon the industry or organization to which they belong.
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