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 a...
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]
Our online PMP training 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.
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