The Project Human Resource Management questions on the PMP® certification exam focus heavily on organizational structures, roles and responsibilities of the project manager, team building, and conflict resolution. Many of the questions are taken from the PMBOK® Guide and the following PMI® handbooks, which have been consolidated into one publication available from PMI® entitled Principles of Project Management (1997).
Appendix X3 PMBOK® Guide also should be reviewed along with six other publications it mentions:
In contrast to other areas of the PMBOK® Guide in which commonly known terms are used, some terminology developed for Project Human Resource Management appears to be peculiar to PMI®. (In fact, much of the terminology has been used in project management literature for many years, but that literature has not always been widely disseminated.) For example, in the area of project organizational structures, some experts with years of experience in the field have not encountered such terms or concepts as project expeditor or weak matrix. Accordingly, committing to memory PMI®’s definition and classification of the following subject areas is imperative:
In spite of the unfamiliarity of some of the terminology, most exam takers do not find the human resource questions on the exam difficult.
PMI® views Project Human Resource Management as having four elements: plan human resource management, acquire project team, develop project team, and manage project team. See PMBOK® Guide Figure 9-1 for an overview of this structure. Know it cold!
Following is a list of the major Project Human Resource Management topics. Use it to help focus your study efforts on the areas most likely to appear on the exam.
Forms of organization
Plan human resource management plan tools and techniques
Develop human resource management plan outputs
Acquire project team
Project manager roles and responsibilities
Types of power
Acquisition
Multi-criteria decision analysis
Virtual teams
Project staff assignments
Resource calendars
Develop project team objectives
Interpersonal skills
Training
Team-building activities
Ground rules
Motivation theories
Collocation
Reward and recognition systems
Performance assessment tools
Team performance assessment
Manage Project Team
Observation and conversation
Project performance appraisals
Interpersonal skills
Political and cultural awareness
Trust building
Coaching
Change requests
INSTRUCTIONS: Note the most suitable answer for each multiple-choice question in the appropriate space on the answer sheet.
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In a projectized organizational structure, all project team members report directly and solely to the project manager. He or she has complete control over these resources and, therefore, exercises more authority over them than when in any other project organizational structure. [Planning]
PMI®, PMBOK® Guide, 2013, 25
Starting the team-building process early in the project is crucial for setting the right tone and preventing bad habits and patterns from developing. [Executing]
Adams et al. 1997, 137
PMI®, PMBOK® Guide, 2013, 514
The project manager’s ability to influence project decisions increases the higher up he or she—and the person to whom he or she reports—is placed in the organization. In the strong matrix, the project manager’s authority ranges from moderate to high. [Planning]
PMI®, PMBOK® Guide, 2013, 22
Verma 1995, 156–157
Reward and recognition systems are formal management actions that provide an incentive to behave in a particular way, usually with respect to achieving certain goals. Such systems are described in the staffing management plan. A best practice is to give the team recognition throughout the life cycle [Executing]
PMI®, PMBOK® Guide, 2013, 266 and 277
Collocation is the placement of team members in the same physical location to enhance their ability to perform as a team, primarily through increased communication as well as improved working relationships and productivity. [Executing]
PMI®, PMBOK® Guide, 2013, 277, 532
Because the dispersed project team does not share the same physical space each day, the possibility for misunderstandings, isolationism, difficulty in sharing information, and the cost of technology can be key issues. The project manager must enhance communications planning in the virtual team as it requires even more communication than collocated teams. Additional time also may be needed to set expectations, determine how best to resolve conflicts, involve people in making decisions, understand cultural differences, and share credit for success.[Executing]
Kostner 1994, 53–54 and 170
PMI®, PMBOK® Guide, 2013, 271
When a finite group of resources must be distributed across multiple projects, conflicts in work assignments will occur. [Executing]
PMI®, PMBOK® Guide, 2013, 282–283, 518
An indispensable tool in project management, the kickoff or launch meeting is held at the outset of the project and is designed to get the project rolling. The meeting provides the opportunity not only to present the project charter and discuss the project’s goals and objectives but also to establish rapport among team members. [Executing]
Kerzner, 2009, 421–422
Meredith and Mantel, 2012, 224–225
McGregor observed two types of managers and classified them by their perceptions of workers. Theory X managers thought that workers were lazy, needed to be watched and supervised closely, and were irresponsible. Theory Y managers thought that, given the correct conditions, workers could be trusted to seek responsibility and work hard at their jobs. [Executing]
McGregor 1960, 33–35
Verma 1996, 70–71
PMI®, PMBOK® Guide, 2013, 263
Roles and responsibilities are listed in the human resource plan. This section describes roles and authority, responsibility, and competency or the skill and capacity required to complete project activities. When team members do not have the required competencies, project performance may be jeopardized and the project manager must have proactive responses to handle these situations. [Planning]
PMI®, PMBOK® Guide, 2013, 264
Improved project performance not only increases the likelihood of meeting project objectives, it also creates a positive team experience contributing to the enhancement of team capabilities. It results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall team performance. [Executing]
PMI®, PMBOK® Guide, 2013, 273
Collocating team members, even on a temporary basis, enhances communications, thereby contributing to improved project performance. In addition, the “team meeting room” (often called a ‘war room’) provides a sense of identity to the project team and raises the visibility of the project within the organization. Creating a newsletter is simply applying another organizational process asset, which typically has proven ineffective. [Executing]
PMI®, PMBOK® Guide, 2013, 277
The project team directory is part of project staff assignments, an output from the acquire project team process. Other outputs are resource calendars and updates to the project management plan. [Executing]
PMI®, PMBOK® Guide, 2013, 272
Leadership involves developing a vision of the future and strategies to achieve that vision, positioning people to carry out the vision, and helping people energize themselves to overcome any barriers to change. [Executing]
PMI®, PMBOK® Guide, 2013, 284, 513–514
Referent power is based on a less powerful person’s identification with a more powerful person. This type of power is useful in terms of persuasion and helps the project manager exert influence over individuals from whom he or she needs support. [Planning]
Adams et al., 1997, 174–180
Levin, 2010, 162–163
Authority refers to the right to apply project resources, make decisions, and sign approvals. Examples include selecting methods to complete activities, quality acceptance, and responding to variances in the project. The individual authority of each team member should match their individual responsibilities. This is documented in the roles and responsibilities section in the human resource management plan. [Planning]
PMI®, PMBOK® Guide, 2013, 264
The staffing management plan is part of the human resource management plan. One section of it involves staff acquisition. Among other things, this section includes whether the human resources will come from within the organization or from external, contracted sources. These data then help to plan the acquisition of project team members. [Planning]
PMI®, PMBOK® Guide, 2013, 265
Ambiguous jurisdictions exist when two or more parties have related responsibilities, but their work boundaries and role definitions are unclear. This situation is found frequently in weak and strong matrix organizations because of the “two-boss” concept. [Executing]
Filley 1975, 9
Meredith and Mantel, 2012, 148–151
PMI®, PMBOK® Guide, 2013, 23
A projectized work environment is unusual because project managers rarely have every function under their control. But compliance with administrative requirements, government regulations, union contract provisions, and other constraints is a consideration in human resource management. [Planning]
PMI®, PMBOK® Guide, 2013, 22, 267
Team development leads to improved team performance, which ultimately results in improved project performance. Improvements in team performance can come from many sources and can affect many areas of project performance. For example, improved individual skill levels such as enhanced technical competence may enable team members to perform their assigned activities more effectively. Team development efforts have greater benefit when conducted early but should take place throughout the project life cycle. [Executing]
PMI®, PMBOK® Guide, 2013, 274, 278
Collaborating or problem solving is an effective technique for managing conflict when a project is too important to be compromised. It involves incorporating multiple ideas and viewpoints from people with different perspectives and offers a good opportunity to learn from others. It provides a long-term resolution. [Executing]
PMI®, PMBOK® Guide, 2013, 283, 518
Verma 1996, 119–120
Enterprise environmental factors can influence the develop human resource management plan process. The organizational structure of the performing organization determines whether the project manager’s role is a strong one (as in a strong matrix) or a weak one (as in a weak matrix). Other examples of enterprise environmental factors are the organization’s culture, geographic dispersion of team members, existing human resources, personnel administration functions, and marketplace conditions. [Planning]
PMI®, PMBOK® Guide, 2013, 260
Project managers can show interest in their team members by celebrating occasions such as birthdays, anniversaries with the organization, and special achievements. Other approaches include being supportive, being clear, learning some information about each team member, and being accessible. Through observation and conversation, the project management team monitors indicators such as progress toward project deliverables, accomplishments that are a source of pride for team members, and interpersonal issues. [Executing]
PMI®, PMBOK® Guide, 2013, 277, 282, 514
The problem is not too many meetings, but unproductive ones. The purpose of project meetings is to focus the skills and resources of the project team on project performance. Meetings that are considered “gripe sessions” or a time for the project manager to “lay down the law” are demoralizing to the team. [Executing]
Adams et al. 1997, 131
Meredith and Mantel, 2012, 448–449
The responsibility assignment matrix defines project roles and responsibilities in terms of work packages and activities. It can be used to show who is a participant, who is accountable, who handles review, who provides input, and who must sign off on specific work packages or project phases. [Planning]
PMI®, PMBOK® Guide, 2013, 262
Shared leadership is more than participatory management or collaboration; it involves letting the project team take over as much of the leadership role as it will accept. [Executing]
Verma 1997, 159
Kerzner, 2009, 224
PMI®, PMBOK® Guide, 2013, 294, 513–514
The relative position of the project coordinator in the organization is thought to lead to an increased level of authority and responsibility. [Executing]
Adams et al. 1997, 15–17
Verma 1995, 153–156
PMI®, PMBOK® Guide, 2013, 23
Staff assignments in organizations are governed by the policies, procedures, or guidelines of individual components. These policies will constrain the project manager’s actions in acquiring a project team. The more familiar the project manager is with such policies, the easier it will be for him/her to assemble a team. Such recruitment practices are examples of personnel administration policies; an enterprise environmental factor, which is an input to acquire project team. [Executing]
PMI®, PMBOK® Guide, 2013, 268
Herzberg advanced the theory that hygiene factors, such as the poor attitude of a supervisor, lead to dissatisfaction but not usually to decreased motivation. When motivators, such as responsibility and recognition, are lacking, they lead to job dissatisfaction, but when such motivators are present, they tend to motivate a person in the performance of his or her work. [Executing]
Verma 1996, 64–65
Kerzner, 2009, 196
PMI®, PMBOK® Guide, 2013, 263
Project performance appraisals are a tool and technique for the manage project team process and are used, among other objectives, to reclarify roles and responsibilities. It is critical that team members receive positive feedback in what might otherwise be a hectic environment. [Executing]
PMI®, PMBOK® Guide, 2013, 282
An effective team is critical to project success, but such a team is not born spontaneously. In early project phases, it is vitally important for the project manager to place a high priority on initiating and implementing the team-building process. [Executing]
PMI®, PMBOK® Guide, 2013, 273–274
Verma 1997, 137
Matrix management is useful but complex, involving difficult communication because of the use of borrowed and often part-time resources who are spread throughout the organization. [Executing]
Adams et al. 1997, 189–194
PMBOK® Guide, 2013, 22–23
Problem-oriented people tend to learn and use whatever problem-solving techniques appear helpful. Although the project manager must be politically sensitive, team members need not have developed this skill to the extent required of the project manager; and rather than focusing on individual activities, team members should take a systems approach focusing on the entire project. [Executing]
Meredith and Mantel 2012, 102–103
In a strong matrix organization, the balance of power shifts toward the project manager. In a weak matrix organization, the balance of power shifts toward the functional or line manager. [Planning]
PMI®, PMBOK® Guide, 2013, 22
Team members who are physically separate from one another tend not to know each other well. They have few opportunities to develop trust in the traditional way, and they tend to communicate poorly with one another. Trust then must become the foundation upon which all team-building activities are built. [Executing]
PMI®, PMBOK® Guide, 2013, 271, 517–518
The resource breakdown structure (RBS) is a variation of the organizational breakdown structure (OBS) and is used to show which work elements are assigned to individuals and other resource categories. As an example, it can show all crane operators and cranes even though they may be scattered throughout the OBS and WBS, which can help to track project costs. [Planning]
PMI®, PMBOK® Guide, 2013, 261
All effort on a project starts from the project management plan, which details the work that must be accomplished. It is a key input as the human resource management plan is developed [Planning]
Meredith and Mantel 2012, 221–224
PMI®, PMBOK® Guide, 2013, 259
Although all areas listed contain potential conflicts, the majority of all conflict in a project environment is caused by scarce resources, scheduling priorities, and personal work styles. [Executing]
PMI®, PMBOK® Guide, 2013, 282
Project management requires getting things done through people who generally do not report directly to the project manager. The ability to influence project team members, as well as other key stakeholders, is crucial for success. [Executing]
PMI®, PMBOK® Guide, 2013, 16–17, 513
The staffing management plan is a document that describes when and how human resources will become part of the project team and when they will return to their organizational units. It addresses how staff members will be acquired, how long they will remain on the project, how and when they will be released, training needs, and other important aspects of forming and disbanding the team. [Planning]
PMI®, PMBOK® Guide, 2013, 265–266