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Unformatted text preview: es 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 competencies to enhance project performance. 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 welldefined interfaces, in practice they may overlap and interact in ways not detailed here. Process interactions are discussed in detail in Chapter 3. 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: Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL MP AM SA S A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST 107 ACROYMNS LIST Chapter 9--Project Human Resource Management Figure 91 | 220.127.116.11 PROJECT HUMAN RESOURCE MANAGEMENT 9.1 Organizational Planning
.1 Inputs .1 Project interfaces .2 Staffing requirements .3 Constraints .2 Tools and Techniques .1 Templates .2 Human resource practices .3 Organizational theory .4 Stakeholder analysis .3 Outputs .1 Role and responsibility assignments .2 Staffing management plan .3 Organization chart .4 Supporting detail 9.2 Staff Acquisition
.1 Inputs .1 Staffing management plan .2 Staffing pool description .3 Recruitment practices .2 Tools and Techniques .1 Negotiations .2 Preassignment .3 Procurement .3 Outputs .1 Project staff assigned .2 Project team directory 9.3 Team Development
.1 Inputs .1 Project staff .2 Project plan .3 Staffing management plan .4 Performance reports .5 External feedback .2 Tools and Techniques .1 Team-building activities .2 General management skills .3 Reward and recognition systems .4 Collocation .5 Training .3 Outputs .1 Performance...
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- Fall '13
- The American