A Guide to Project Management

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Unformatted text preview: eet project requirements. 112 NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST ACROYMNS LIST 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 Chapter 9--Project Human Resource Management Inputs .1 Staffing management plan .2 Staffing pool description .3 Recruitment practices Tools & Techniques .1 Negotiations .2 Preassignment .3 Procurement Outputs .1 Project staff assigned .2 Project team directory 9.2.1 Inputs to Staff Acquisition .1 Staffing management plan. The staffing management plan is described in Section 9.1.3.2. It includes the project's staffing requirements, as described in Section 9.1.1.2. .2 Staffing pool description. When the project management team is able to influence or direct staff assignments, it must consider the characteristics of the potentially available staff. Considerations include, but are not limited to: Previous experience--have the individuals or groups done similar or related work before? Have they done it well? Personal interests--are the individuals or groups interested in working on this project? Personal characteristics--are the individuals or groups likely to work well together as a team? Availability--will the most desirable individuals or groups be available in the necessary time frames? Competencies and proficiency--what competencies are required and at what level? .3 Recruitment practices. One or more of the organizations involved in the project may have policies, guidelines, or procedures governing staff assignments. When they exist, such practices act as a constraint on the staff-acquisition process. A Guide to the A Guide to the Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL MP AM SA S 9.2.2 Tools and Techniques for Staff Acquisition .1 Negotiations. Staff assignments must be negotiated on most projects. For example, the project management team may need to negotiate with: Responsible functional managers to ensure that the project receives appropriately competent staff in the necessary time frame. Other project management teams within the performing organization to assign scarce or specialized resources appropriately. The team's influencing competencies (see Section 2.4.5, Influencing the Organization) play an important role in negotiating staff assignments, as do the politics of the organizations involved. For example, a functional manager may be rewarded based on staff utilization. This creates an incentive for the manager to assign available staff who may not meet all of the project's requirements. 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 113 ACROYMNS LIST Chapter 9--Project Human Resource Management 9.2.2.2 | 9.3.2.4 .2 Preassignment. In some cases, staff may be preassigned to t...
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This document was uploaded on 09/27/2013.

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