Time
5 hours 14 minutes
Difficulty
Intermediate
CEU/CPE
10

Video Description

This lesson offers an overview of the module which focuses on human resources. There are four processes in Human Resources:

  • Plan Human Resource Management (planning)
  • Acquire Project Team (executing)
  • Develop Project Team (executing)
  • Manage Project Team (executing)

[toggle_content title="Transcript"] Welcome to Cybrary, my name is Vincent McKeown, I am the subject matter expert for the project management professional certification exam. Today, we will be covering the human resources which is the sixth knowledge area in the PMP. In the PMP there are five process groups. Initiating, planning, executing, monitoring controlling, and closing. There are also ten knowledge areas, which are integration, scope, time, cost, quality, human resources, communication, risk, procurement and stakeholder. There are 47 process groups which are made up between the five process groups and the ten knowledge areas. If you notice on the left side, there are the knowledge areas, and on the top, there are the five process groups. Then you can see, each one of the processes fall within that matrix. Today as I mentioned we are going over human resources. There is one process in planning and three processes in executing. The four processes are plan human resource management, which is in planning, then you have acquire the project team, develop the project team and manage the project team. We are going to start of with plan human resource management which is under planning. Plan human resource management, it's the process which creates the human resources management plan. This plans defines the roles and responsibilities of the project team. It also creates the organization charts and staffing management plan. The inputs are the project management plan, and the activity resource requirements. The tools are organizational charts and position descriptions, networking, organizational theory, and expert judgement. What is each one of these. The project management plan is the binder. It has all other inputs and knowledge areas. That is going to be an input which is going to figure out what you need for staffing. Activity, resource requirements, under scope, you are just finding what needs to be done. As you are doing that you are trying to figure out what are the scales I need from my staff in order to complete this project. The tools...you have organizational charts and positional descriptions. I am going to show you an organizational chart on the next slide. Networking, I always thought, networking is how you socialize and trying to bring people on the team. It is actually, taking a person and trying to link that person to an activity. It is basically []. Links will probably be a better definition for that one. In most of these, you have expert judgement which is having the expertise of knowing what you need. One of the other things of organizational theory, if you have taken an organizational behavior class, is knowing how, your organization runs. Knowing how individuals and departments need utmost for the project. This is an organizational chart. You may have seen this before. It is basically showing who reports to who. It is a chain of command. In this one the project manager is in charge, he has three people that report directly to him he has a chief engineer, a production manager and a logistical manager. The chief engineer has lead system analyst reporting to him, and a draftsman. This lead system analyst has communication technician and audio visual technician. And as you can see, if I was the person who created circuit boards, like head of soldering components, I would be reporting to the production manager. If I was in the integration, assembling electronics into racks, I would have to appoint the production manager. The warehouse operative would report to the logistical manager. It's basically a way of knowing who works for who. How do you report off. Another tool is the responsibility assignment matrix known as a RAM. This is known as RACI. Responsibility, accountability, consult and inform. As you can see you have activities, you have, resources or people and you are assigning what their role is. For research data, Vince, he is responsible for research and data. Accountable is the one who is in charge of it so Matt is the one who is responsible. Mark is the one who is the boss. Vince is the one who is responsible. He is the one doing the work. Then Todd, Rick and Tony, they are just going to inform. In summary of this process, you have the project management plan, the activity resource requirements, enterprise environmental factors and organizational process assets. Your tools are organizational charts and positional descriptions, networking, expert judgement, meetings, organizational theory. What you come up with that is the human resource management plan. The sub plan for the human resource management plan it contains a lot of information in there. One of the biggest thing is the staffing plan. The staffing plan goes over everything from how you on board these people, how are you going to train them, when the project ends, how are you going to keep these people off the project. Are they going to be laid off, are they going to different functions, like their functional department. Other information should be put into the human resource management plan. [/toggle_content]

Video Transcription

00:04
Welcome to Cyber. My name is Vince McEwen in the subject matter expert for the Project Management Professional Certification exam. Today, we will be covering Human Resource is which is the six knowledge area in the P. M. P. In the PNP. There are five process groups initiation, planning, executing, monitoring, controlling and closing.
00:23
There are also 10 knowledge areas
00:25
which are integration scope, time,
00:29
cost, quality, human resource is communication, risk procurement and stakeholder.
00:36
There are 47 process groups which
00:39
are made up between the five process groups and the technology areas.
00:46
If you notice on the left side there are the knowledge areas and on the top there the five process groups
00:52
and then you can see we're each one of the processes fall in that matrix.
00:58
Today, as I mentioned, we're going over Human resource is
01:00
so there is one process in planning and three process
01:04
processes and executing.
01:08
So the four processes are planned Human resource management
01:14
which isn't planning. Then you have acquired the project team,
01:18
developed the project team and manage the project team.
01:25
We're gonna start off with plan Human resource management
01:29
which is under planning.
01:32
So plan human resource management. It's the process, which creates the human resource management plan.
01:38
This plan defines the roles and responsibilities of the project team.
01:42
It also creates the organizational charts and staffing management plan.
01:48
The inputs are the project management plan
01:51
and the activity resource requirements.
01:53
The tools are organizational charts
01:56
and position descriptions.
01:57
Networking, organizational theory, an expert judgment.
02:01
So what is each one of these? The project management plan is the binder. It has all your other inputs from the knowledge areas.
02:08
So that is gonna be an input, which is gonna help figure out what you need for staffing
02:15
activity, resource requirements under skull pure despite ng what needs to be done
02:22
as you're doing that, um, you're trying to figure out what are the skills I need from
02:29
my staff in order, uh, complete this project,
02:32
The tools.
02:34
You have organizational charts and position descriptions. I'm gonna show you an organizational chart on the next slide
02:40
Networking. I always thought networking was how you socialize and try to bring people on the team. It's actually taking a person and trying to link that person toe in activity. So it's basically drawing lines.
02:54
Uh, links would probably be a better definition for that one.
02:59
Um,
03:00
and in most of these
03:01
you have expert judgment,
03:04
which is basically having the expertise of knowing what you need.
03:08
And one other thing is organizational theory. If you ever taken an organizational behavior class, it's knowing how your organization runs, knowing how
03:19
individuals and departments need, ah act amongst.
03:23
It's a lawyer for the project.
03:27
So this is an organizational chart. Ah, you may have seen these before. It's basically showing who reports to who. It's a chain of command.
03:35
So in this one, the project manager is in charge.
03:38
He has three people that report directly to him.
03:42
He has a chief engineer
03:44
of production manager and a logistical manager.
03:47
The chief engineer
03:49
has a lead system analyst reporting to whom
03:52
and a draftsman.
03:53
And then this lead systems analyst has communication technicians and audiovisual technicians.
03:59
As you can see,
04:00
if, um, that was a person who
04:04
created circuit boards like had a slaughtering components, I'd be reporting to the production manager
04:12
and integration
04:14
if I was in the integration assembling electronics into racks,
04:17
I would also be reporting to the production manager,
04:20
and the warehouse operators would report to the logistical manager. It's basically a way of knowing who works for who. How do you report up?
04:31
Another tool is the responsibility assignment matrix known as Iran.
04:36
Ah, this is known as an R a. C I. So responsibility,
04:41
accountability, consult
04:44
and inform.
04:46
So as you can see, you have activities you have, resource is or people
04:50
and you're assigning what there
04:54
role is. So for research status,
04:56
Vince, uh, is responsible
05:00
for researching data.
05:01
Accountable is the one who's in charge, but some met is the one who is responsible are matched. The one who's the boss. Vince is the one who's responsible. He's the one doing the work,
05:15
then tied Rick and Tony. They're just going to, ah, inform.
05:24
So in summary of this process, you have the project management plan, activity, resource requirements,
05:30
enterprise, environmental factors and organisational processes.
05:34
Your tools are organizational charts and position descriptions.
05:40
Networking,
05:41
expert judgment meetings, organizational theory.
05:45
What you come out of that is the human resource management plan.
05:47
Now
05:48
this output is for the human resource management plan.
05:53
It contains a lot of information in there. Um,
05:56
one of the biggest things is the staffing plan. So the staffing plan goes over everything from.
06:02
How are you gonna onboard these people? How are you going to train them
06:08
when the project ends? How are you gonna get these people off the project? Are there gonna be laid off? Are you gonna go back to
06:15
different functions like they're functional department?
06:18
All that information should be put into the human resource management plan.

Up Next

Project Management Professional (PMP) - PMI

Our online PMP training course educates on how to initiate, plan and manage a project, as well as the process behind analyzing risk, monitoring and controlling project contracts and how to develop project schedules and budgets.

Instructed By

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Vince McKeown
Senior Program Manager at FGS, LLC
Instructor