Project Management

Project Human Resource Management

Project Human Resource Management includes the processes that organize and manage the project team. The project team is comprised of the people who have assigned roles and responsibilities for completing the project. While it is common to speak of roles and responsibilities being assigned, team members should be involved in much of the project’s planning and decision-making. Early involvement of team members adds expertise during the planning process and strengthens commitment to the project. The type and number of project team members can often change as the project progresses. Project team members can be referred to as the project’s staff.

The project management team is a subset of the project team and is responsible for project management activities such as planning, controlling, and closing. This group can be called the core, executive, or leadership team. For smaller projects, the project management responsibilities can be shared by the entire team or administered solely by the project manager. The project sponsor works with the project management team, typically assisting with matters such as project finding, clarifying scope questions, and influencing others in order to benefit the project.

The Project Human Resource Management processes include the following:

1 Human Resource Planning — Identifying and documenting project roles, responsibilities, and reporting relationships, as well as creating the staffing management plan.

2 Acquire Project Team — Obtaining the human resources needed to complete the project.

3 Develop Project Team — Improving the competencies and interaction of team members to enhance project performance.

4 Manage Project Team — Tracking team member performance, providing feedback, resolving issues, and coordinating changes to enhance project performance.

These processes interact with each other and with processes in the other Knowledge Areas as well. Each process can involve effort from one or more persons or groups of persons based on the needs of the project. Each process occurs at least once in every project and occurs in one or more project phases if the project is divided into phases. 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.

Examples of interactions that require additional planning include the following situations:

• After initial team members create a work breakdown structure, additional team members may need to be acquired

• As additional project team members are acquired, their experience level could increase or decrease project risk, be creating the need for additional risk planning

• When activity durations are estimated before all project team members are known, actual competency levels of the acquired team members can cause the activity durations and schedule to change.

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