CE 441

Construction
Management

WEEK V-PROJECT HUMAN

RESOURCE,
COMMUNICATIONS, AND
SUPPLY CHAIN MANAGEMENT
Project Human Resource
Management
• Project Human Resource Management Processes that organize,
manage and lead the project team. Project team is comprised of
the people with assigned roles and responsibilities for completing
the project.
Human Resource Management
Processes
Process Process Group
Plan human resource Planning
management
Acquire Project Team Executing
Develop Project Team Executing
Manage Project Team Executing
Plan human resource
management
• Identifying and documenting project roles, responsibilities
and required skills, reporting relationships and creating a
staffing management plan
Inputs Tools&Techniques Outputs
q Plan project q Organization charts q Human Resource
management and position Plan
q Activity resource descriptions
requirement q Networking
q Enterprise q Organizational
Environmental theory
Factors q Expert Judgements
q Organizational q Meetings
Process Assets
Organizational Chart formats
Outputs-Human Resource
Management Plan
• Human Resource Plan has three components roles and responsibility,
organization charts and the staffing management plan.
□ Roles and responsibility details role, authority, responsibility and competency
for the resource requirement of the project.
□ Project Organization Chart is a graphic display of project team members and
their reporting relationships. It can be formal or informal, highly detailed or
broadly framed, based on the needs of the project.
□ Staffing Management Plan details how and when the project will be staffed,
released, training needs of resources, recognition & rewards, compliance and
resource calendar. It also includes policies and procedures that protect team
members from safety hazards.
Acquire Project Team

• Confirming human resource availability and obtaining the team

necessary to complete project assignments

Inputs Tools&Techniques Outputs

q Human Resource q Preassignment q Project staff
Management Plan q Negotiation assignments
q Enterprise q Acquisition q Resource calendars
Environmental q Virtual teams q Project management
Factors q Multi criteria plan updates
q Organizational decision analysis
Process Assets
 Develop Project Team
• Process of improving competencies, team interaction, and
the overall team environment to enhance project
performance.
Inputs Tools&Techniques Outputs

q Human Resource q Interpersonal skills q Team performance

Management Plan q Trainings assessments
q Project staff q Team building activities q Environmental factor
assignments q Ground rules updates
q Resource calendars q Co-location
q Recognition and
rewards
q Personnel assessment
tools
Theories of Motivation-
Maslow’s hierarchy of needs
William Ouchi’s Theory Z

• According to theory Z, people who do not fit

either theory X or theory Y are really a
combination of the two.
• Main feautures are trust, organization-employee
relationship, employee participation,
structureless organization, holistic concern for
employees
Forms of Power

• Below are the five Kinds of Power that can help the project managers
maximize his ability to influence and manage the team
• Formal – positional, granted by organizational/upper mgmt
• Expert – power earned through a recognized level of knowledge or skill in a
specific area
• Reward – the power to give a positive consequences, like promotions, salary
rise etc.
• Penalty – the power to provide negative consequences, like suspension,
termination, reprimands
• Referent – power gained when team members admire, and willingly follow
an individual as a role model
Leadership style

• Following are the leadership style that managers can use to interact
with organizational members
• Autocratic – traditional figure of a boss who makes binding decisions
regardless of what subordinates think or desire
• Laissez-Fare – Other extreme of autocratic, the staff can pursue
anything they wish, enhances free thinking
• Democratic – participative, decisions made jointly by management
and staff
 Manage Project Team
• Tracking team member performance, providing feedback, resolving
issues and managing changes to optimize project performance

Inputs Tools&Techniques Outputs

q Human resource q Observation and q Change requests

management plan conversation q Project management
q Project staff q Project performance plan updates
assignments appraisals q Project document
q Team performance q Conflict management updates
assignments q Interpersonal skills q Enterprise
q Issue log environmental factors
q Work performance updates
reports q Organizational process
q Organizational process assets updates
assets
Project
Communications
Management
Project Communications
Management
• Processes required to ensure timely and appropriate generation,
collection, distribution, storage, retrieval and ultimate disposition of
project information. This knowledge area is made up of five processes
to determine what to communicate, to whom, how often, and when to
reevaluate the plan
• An effective project manager spends about 90% of his time
communicating and 50% of that time is spent communicating with the
project team
Communication Model-Various Elements
Kinds of
Communication
Formal vs Informal

Verbal vs Non-verbal

Official vs Non-official

Written vs Oral

Vertical vs Horizontal Kinds of Communication

Communication Management
Processes
Process Process Group

Plan communications management Planning

Manage communications Executing

Control communications Monitoring and controlling

Plan communications
management
• Determining the project stakeholder information needs and
defining a communication approach. It entails:
• □ How often communication will be distributed and updated
• □ Mode of communication (email, teleconference etc)
• □ Information that will be included in the project
communications
• □ Stakeholders that will receive this information
Plan communications
management
Inputs Tools&Techniques Outputs

q Project management q Communications q Communications

plan requirement analysis management plan
q Stakeholder register q Communications q Project document
q Enterprise technology updates
Environmental Factors q Communication models
q Organizational Process q Communication method
Assets q Meetings
Communication Plan
 Manage Communications
• This process updates stakeholders on the progress of the project as
per the communications management plan. The information that gets
distributed includes status reports, review meetings etc
Inputs Tools&Techniques Outputs

q Communications q Communication q Project communications

management plan technology q Project management
q Work performance q Communication models plan updates
reports q Communications q Project document
q Enterprise method updates
Environmental Factors q Information q Organizational process
q Organizational Process management system assets updates
Assets q Performance reporting
Control Communications
• This process tracks how the project is progressing against the plan
and provide report to stakeholders on status, progress metrics
(Schedule and Cost variance) and forecasts
Inputs Tools&Techniques Outputs

q Project management q Information q Work performance

plan management system information
q Project communications q Expert judgement q Change requests
q Issue log q Meetings q Project management
q Work performance data plan updates
q Organizational process q Project document
assets updates
q Organizational process
assets updates
Project
Procurement
Management
Project Procurement
Management
• Processes necessary to purchase or acquire products,
services or results needed from outside the project team
Procurement Management
Processes
Process Process Group

Plan Procurements Planning

Conduct Procurements Executing

Control Procurements Monitoring & Controlling

Close Procurements Closing

Plan Procurements
• Plan Procurements is the process of documenting project
purchasing decisions, specifying the approach, and
identifying potential sellers
Inputs Tools&Techniques Outputs

q Project management plan q Make or buy analysis q Procement management plan

q Requirements documentation q Expert judgement q Procurement statements of
q Teaming agreements q Market research work
q Risk register q Meetings q Make or buy decisions
q Project schedule q Procurement documents
q Activity cost estimates q Source selection criteria
q Stakeholder register q Chage requests
q Enterpise environmental q Project document updates
factors
q Organizational process assets
Types of contracts

• Time & Material – T & M The seller is paid for the amount of time it takes to
accomplish the work and he is also reimbursed for the materials used for the
project
• Firm Fixed Price - FFP The seller is paid a fixed price for an agreed upon unit of
work done by him
• Fixed Price Incentive Fee – FPIF The seller is paid a fixed price plus an incentive
amount for achieving pre-agreed project metrics
• Fixed Price with Economic Price Adjustment Contracts – FP-EPA The seller is
paid a fixed price. The contract is reviewed at pre-defined intervals in the project
for adjustments to the contract price based on certain parameters
Types of contract

• Cost Plus Fixed Fee – CPFF The contractor is reimbursed its cost
plus an additional fixed fee. Not desirable from the buyer’s point of
view
• Cost Plus Incentive Fee - CPIF Seller is reimbursed for an agreed
upon performance cost along with a pre- established fee plus an
incentive bonus. In this case, the buyer and seller share the
uncertainty to a certain degree
• Cost Plus Award Fee Seller is reimbursed for an agreed upon
performance cost plus all legitimate cost
Conduct procurements

• Conduct Procurements is the process of obtaining seller responses,

selecting a seller, and awarding a contract
Inputs Tools&Techniques Outputs

q Project management plan q Bidder conferences q Selected sellers

q Procurement documents q Proposal evaluation q Agreements
q Source selection criteria techniques q Resource calendars
q Seller proposals q Independent estimates q Change requests
q Project documents q Expert judgement q Project management plan
q Make or buy decisions q Advertising updates
q Teaming agreements q Analytical Techniques q Project document updates
q Organizational process assets q Procurement Negotiation
Control Procurements

• Managing procurement relationships, monitoring contract

performance and making changes and corrections as needed.
Inputs Tools&Techniques Outputs

q Project management plan q Contract change control q Work performance information

q Procurement documents system q Change requests
q Agreement q Procurement performance q Project management plan
q Approved change requests reviews updates
q Work performance reports q Inspections and audits q Project document updates
q Work performance data q Performance reporting q Organizational process assets
q Payment system updates
q Claims administration
q Records management system
 Close Procurements
• Process of completing each project procurement. It involves administrative
activities such as updating the project records with results and archiving the
information for future use and finalizing open claims in accordance with the
terms and conditions stated in the contract document Close Procurement
process closes the procurement applicable to that phase of the project

Inputs Tools&Techniques Outputs

q Project management plan q Procurement audits q Closed procurements
q Procurement documentation q Procurement negotiations q Organizational process assets
q Records management system
Q&A