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Knowledge Area 7 Project Human Resource Management

  • Organization planning
  • Staff Acquisition
  • Team developing

Herzberg (1959) Theory:
  • Hygiene factors - company policy, supervision, interpersonal relations, working conditions, and salary. The absence of hygiene factors can create job dissatisfaction, but their presence does not motivate or create satisfaction.
  • Motivators - achievement, recognition, the work itself, responsibility, and advancement. These motivate or create satisfaction.
  • The satisfiers relate to what a person does while the dissatisfiers relate to the situation in which the person does what he or she does.

Handling conflict
  • Confrontation
  • Forcing
  • Compromising
  • Smoothing
  • Withdrawal
Conflict intensity decreases in the order of:
  • Schedules
  • Priorities
  • Manpower
  • Technical issues
  • Administration
  • Personality conflict
  • Cost
Maslow's Hierarchy of Needs
  • Self actualization > Doing what one can do best, full realization of potential
  • Esteem > Self-esteem, reputation, respect from others
  • Social > Love, belonging, togetherness, approval, group membership
  • Safety > Economic security, protection from harm, disease and violence
  • Physiological > Food, water, clothing, shelter, sleep, sex
Interpersonal influences are:
  • Legitimate power
  • Reward power
  • Penalty power
  • Expert power : The most important power to get support from team members.
  • Referent power: The ability to gain support because project personnel feel personally attracted to the project manager or project
Douglas McGregor advocated that most workers can be categorized to two theories:
  • Theory X: The workers are inherently lazy and require supervision
  • Theory Y: The average worker finds that physical and mental effort on the job satisfying, and likes his work.
Organizational breakdown structure (OBS) is a specific type of organization chart that shows which organizational units are responsible for which work packages

A project directory lists all the project team members and other stakeholders.

Management style:
  • Autocratic (manager makes decisions himself - allows subordinates little involvement and discussion before a decision is made)
  • Laissez faire (manager does not interfere with subordinates so subordinates are largely unsupervised, may lead to anarchy)

This documentation is personal study notes I prepared during my PMP certification study. The source for this study notes is partially from PMBOK 2000, PMP Exam Cram 2, and I only take notes on knowledge areas that I thought was useful for me. In the real exam, the contents covered are much broader and more difficult than any reference books. So I think real life experience is very important.


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