mastering project management -...

Mastering Project Human Resource

Management

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Mastering Project Human Resource

ManagementEffectively Organize and Communicate

with All Project Stakeholders

Harjit Singh

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Editor-in-Chief: Amy NeidlingerExecutive Editor: Jeanne Glasser LevineOperations Specialist: Jodi KemperCover Designer: Chuti PrasertsithManaging Editor: Kristy HartProject Editor: Deadline Driven PublishingCopy Editor: Apostrophe PublishingProofreader: Deadline Driven PublishingIndexer: Angie MartinCompositor: Jake McFarlandManufacturing Buyer: Dan Uhrig

© 2015 by Harjit SinghUpper Saddle River, New Jersey 07458

For information about buying this title in bulk quantities, or for special sales opportunities (which may include electronic versions; custom cover designs; and content particular to your business, train-ing goals, marketing focus, or branding interests), please contact our corporate sales department at [email protected] or (800) 382-3419.

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Company and product names mentioned herein are the trademarks or registered trademarks of their respective owners.

All rights reserved. No part of this book may be reproduced, in any form or by any means, without permission in writing from the publisher.

Printed in the United States of America

First Printing December 2014

ISBN-10: 0-13-383789-0ISBN-13: 978-0-13-383789-6

Pearson Education LTD.Pearson Education Australia PTY, Limited.Pearson Education Singapore, Pte. Ltd.Pearson Education Asia, Ltd.Pearson Education Canada, Ltd.Pearson Educación de Mexico, S.A. de C.V.Pearson Education—JapanPearson Education Malaysia, Pte. Ltd.

Library of Congress Control Number: 2014952169

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To my father, Sardar Puran Singh,from whom I learned hard work, honesty,

and work ethic!

To my wife, Harjinder, and daughters, Kavleen and Amanroop, for their unconditional love and constant inspiration t o me during this project!

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Contents

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Section I Initiating Stage . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Chapter 1 Stakeholder Identification and Analysis . . . . . . . . . . . . . . . 7

Learning Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7What Is a Stakeholder?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Types of Stakeholders. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Policy-Level Stakeholders . . . . . . . . . . . . . . . . . . . . . . 8Implementation-Level Stakeholders . . . . . . . . . . . . . . 9

Stakeholder Identification and Analysis. . . . . . . . . . . . . . . . . 9Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Timing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Mechanism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28Case Study: From Shopping Mall Project to an Outlet Mall Project—A Case Study for a Stakeholder Analysis . . . 28

Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Why Did the Original Project Fail? . . . . . . . . . . . . . . 29New Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30Case Study Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35Chapter Review and Discussion Questions . . . . . . . . . . . . . 36Reference Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Section II Planning Stage . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Chapter 2 Planning Human Resource Management. . . . . . . . . . . . . 41

Learning Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42Timing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Mechanism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

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How to Plan Project Human Resource Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Understand the Project Framework and Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Determine the Resources Required to Complete the Project Work. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45Understand the Project Environment . . . . . . . . . . . . 45Consult the Historical Organizational Project Artifacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48Consult Subject Matter Experts. . . . . . . . . . . . . . . . . 49Understand Organizational Behavior. . . . . . . . . . . . . 50Determine the Format for Documenting Project Roles and Responsibilities . . . . . . . . . . . . . . . . . . . . . 51Develop the Human Resource Management Plan . . 55

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58Case Study: A Case of Failed Human Resource Management Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

What Led to the Roadblock? . . . . . . . . . . . . . . . . . . . 60Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60Case Study Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61Chapter Review and Discussion Questions . . . . . . . . . . . . . 61Reference Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62

Chapter 3 Planning Communications Management . . . . . . . . . . . . . 63


How to Plan Project Communications Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66Review the Project Management Plan. . . . . . . . . . . . 67Obtain Stakeholder Information from the Stakeholder Register. . . . . . . . . . . . . . . . . . . . . . . . . . 67Understand the Project Environment . . . . . . . . . . . . 68Review the Historical Organizational Project Artifacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68Utilize Appropriate Project Communication Methods and Tools . . . . . . . . . . . . . . . . . . . . . . . . . . 69

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Develop a Communications Management Plan . . . . 74Update the Current Project Documents . . . . . . . . . 74

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76Case Study: An Effective Communications Management Plan Devised to Save People from the Clutches of Cancer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

Communications Management Plan . . . . . . . . . . . . . 76Tailoring the Message. . . . . . . . . . . . . . . . . . . . . . . . . 77Using the Right Communications Channels . . . . . . . 78Case Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

Case Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79Chapter Review and Discussion Questions . . . . . . . . . . . . . 80Reference Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

Chapter 4 Planning Stakeholder Management . . . . . . . . . . . . . . . . . 83


How to Plan for Stakeholder Management . . . . . . . . 85Understand Project Framework and Approach . . . . 86Obtain Stakeholder Information . . . . . . . . . . . . . . . . 87Understand the Project Environment . . . . . . . . . . . . 87Consult Historical Organizational Project Artifacts . 87Consult Subject Matter Experts. . . . . . . . . . . . . . . . . 88Perform Stakeholder Engagement Analysis . . . . . . . 89Synthesize Stakeholder Management Planning Infor-mation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90Stakeholder Engagement Strategy. . . . . . . . . . . . . . . 91Stakeholder Management Plan . . . . . . . . . . . . . . . . . 93

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95Case Study: First City Bank Implements an ERP System . 95Case Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97Chapter Review and Discussion Questions . . . . . . . . . . . . . 97Reference Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98

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Section III Developing and Managing (Executing) Stage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99

Chapter 5 Acquiring Project Human Resources . . . . . . . . . . . . . . . 101

Learning Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102

Factors Influencing the Scope of the Project Human Resource Acquisition . . . . . . . . . . . . . . . . . 102

Timing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104Mechanism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104

How to Acquire Project Human Resources . . . . . . 104Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113Case Study: An Unusual Challenge—Immediate Staffing for a Government Project . . . . . . . . . . . . . . . . . . . 114

Challenge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116

Case Study Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116Chapter Review and Discussion Questions . . . . . . . . . . . . 116Reference Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117

Chapter 6 Developing Project Human Resources. . . . . . . . . . . . . . 119

Learning Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121Timing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121Mechanism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122

How to Develop Project Human Resources . . . . . . 122Review Project Staff Assignments . . . . . . . . . . . . . . 122Review Human Resource Management Plan . . . . . 123Determine Resource Availability . . . . . . . . . . . . . . . 124Utilize Project Human Resource Management Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124Coaching and Training . . . . . . . . . . . . . . . . . . . . . . . 126Team-Building Activities . . . . . . . . . . . . . . . . . . . . . 127Tips for Effective Team Building . . . . . . . . . . . . . . 129Kickoff Meetings. . . . . . . . . . . . . . . . . . . . . . . . . . . . 130

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Ground Rules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130Co-Location . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132Recognition and Rewards. . . . . . . . . . . . . . . . . . . . . 133Human Resource (Team Member) Assessments . . 134Conduct Team Performance Assessments . . . . . . . 135Update Project Environment Information . . . . . . . 135

Check Point: Measuring the Success of Team Development Efforts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138Case Study: A Focus on Competency Development and Training Doubles the Success Rate of New Initiatives . . . 139

Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139Challenge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139Solution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140

Case Study Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141Chapter Review and Discussion Questions . . . . . . . . . . . . 141References Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142

Chapter 7 Managing Project Human Resources . . . . . . . . . . . . . . . 143


Basic Control Process . . . . . . . . . . . . . . . . . . . . . . . . 146Baseline, Planned, or Reference Input . . . . . . . . . . 147Actual Input . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148Control Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148Feedback. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148How to Manage Project Human Resources . . . . . . 149Review Project Staff Assignments . . . . . . . . . . . . . . 150Review Human Resource Management Plan . . . . . 150Monitor and Control Team Performance . . . . . . . . 151Baseline, Planned, or Reference Input (Wanted Team Performance) . . . . . . . . . . . . . . . . . 151Actual Input (Assessed Team Performance) . . . . . 151Determine Team Performance Variance. . . . . . . . . 152

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Feedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152Review Project Work Performance Status Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154Utilize Project Human Resource Management Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155Interpersonal Skills . . . . . . . . . . . . . . . . . . . . . . . . . . 155Project Performance Evaluations. . . . . . . . . . . . . . . 158Team Conflict Management . . . . . . . . . . . . . . . . . . 159Manage Issues. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160Manage Change Requests . . . . . . . . . . . . . . . . . . . . 160Update Project Management Plan . . . . . . . . . . . . . 161Update Project Current, Operational, or Living Documents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161Update Project Environment Information . . . . . . . 162Update Historical Organizational Project Artifacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164Case Study: Omega Machine . . . . . . . . . . . . . . . . . . . . . . 164

Challenge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165Solution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167

Case Study Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168Chapter Review and Discussion Questions . . . . . . . . . . . . 168Reference Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169

Chapter 8 Managing Project Communications . . . . . . . . . . . . . . . . 171


How to Manage Project Communications. . . . . . . . 173Review Communications Management Plan. . . . . . 174Process Work Performance Reports . . . . . . . . . . . . 174Understand Project Environment . . . . . . . . . . . . . . 175Review Historical Organizational Project Artifacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 175Use Project Communications Management Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 175

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Information Management Systems . . . . . . . . . . . . . 177Performance Reporting . . . . . . . . . . . . . . . . . . . . . . 177Conduct Project Communications. . . . . . . . . . . . . . 178Update Project/Communications Management Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178Update Current Project Documents . . . . . . . . . . . 179Update Historical Organizational Project Artifacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180Case Study: Project Communications Management: Best Practices in Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181Case Study Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 182Chapter Review Questions . . . . . . . . . . . . . . . . . . . . . . . . . 182Reference Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183

Chapter 9 Managing Stakeholder Engagement . . . . . . . . . . . . . . . 185

Learning Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186Timing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187Mechanism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187How to Manage Stakeholder Engagement . . . . . . . 187Determine Whom to Engage and How to Engage 188Utilize Soft Skills Effectively . . . . . . . . . . . . . . . . . . 189Collect Project Changes Information . . . . . . . . . . . 191Consult Historical Organizational Project Artifacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191Document Change Requests Generated from Managing Stakeholder Engagement . . . . . . . . . . . . 192Document Changes to Stakeholder Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192Update Project Logs and Risk Register . . . . . . . . . 193Project Logs Update . . . . . . . . . . . . . . . . . . . . . . . . . 193Stakeholder Register Update . . . . . . . . . . . . . . . . . . 194Record Updates to Historical Organizational Project Artifacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . 194

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196

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Case Study; Solenoid Electric India Limited—Using Its Core Values to Lead the Way in Effective Stakeholder Engagement Management . . . . . . . . . . . . . . . . . . . . . . . . . 196

Stakeholder Engagement Strategies . . . . . . . . . . . . 197Managing Stakeholder Engagement . . . . . . . . . . . . 198Internal Stakeholder Engagement. . . . . . . . . . . . . . 198External Stakeholder Engagement . . . . . . . . . . . . . 199Stakeholder Conflict . . . . . . . . . . . . . . . . . . . . . . . . . 199Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 200


Section IV Controlling Stage . . . . . . . . . . . . . . . . . . . . . . . 203

Chapter 10 Controlling Project Communications . . . . . . . . . . . . . . . 205


How to Control Project Communications . . . . . . . . 207Obtain Communications Performance Data . . . . . . 208Obtain Baseline (Planned) Information . . . . . . . . . 209Review Project Communications Issues . . . . . . . . . 209Review Historical Organizational Project Artifacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209Utilize Communications Control Tools . . . . . . . . . . 210Monitor and Control Project Communications Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212Baseline, Planned, or Reference Input (Wanted Performance) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212Actual Input (Assessed Communications Performance) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 213Determine Communications Performance Variance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 213Synthesize and Disseminate Project Work Performance Information. . . . . . . . . . . . . . . . . . . . . 214

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CONTENTS xv

Update Project Management Plan . . . . . . . . . . . . . 214Update Current Project Documents . . . . . . . . . . . 214Update Historical Organizational Project Artifacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 215

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216Case Study. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217

Challenge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217Solution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218

Case Study Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218Chapter Review and Discussion Questions . . . . . . . . . . . . 219Reference Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219

Chapter 11 Controlling Stakeholder Engagement . . . . . . . . . . . . . . 221


How to Control Stakeholder Engagement . . . . . . . 223Utilize Stakeholder Engagement Control Tools . . . 227Monitor and Control Stakeholder Engagement Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 227

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230Case Study. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230

The City of Mayflower Community Center Construction Project. . . . . . . . . . . . . . . . . . . . . . . . . 230


Index. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 233

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About the Author

Harjit Singh earned his MBA from University of Texas and his mas-ter’s degree in Computer Engineer-ing from California State University, Sacramento. He is a Certified Scrum Master, Lean Six Sigma professional, and holds PMP (Project Management Professional) credentials. He has more than 25 years’ experience in the private and public sector as an engi-neer, project manager, and educator. Currently, he is working as a data pro-cessing manager III at the State of California. In addition, he is also a visiting professor at Keller Graduate School of Management, DeVry University where he teaches project management and business man-agement courses. Prior to this, he worked at Hewlett-Packard Com-pany for 15 years as a systems software engineer and technical project manager. He is also a former member of the Board of Directors for the Sacramento Valley Chapter of the Project Management Institute (PMI) where he served in the capacity of CIO and vice president of relations and marketing.

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1

Introduction

“The P in PM is as much about ‘people management’ as it is about ‘project management.’”

—Cornelius Fichtner (Renowned Project Management Trainer)

People (also known as human resources) management, which encompasses acquisition, development, and control of the project team and the management of stakeholders and stakeholder commu-nications, often does not get as much traction as other activities of managing projects. The purpose of this book is to highlight the impor-tance of the people (human) aspect of project management and teach you the techniques to excel in project human resource management.

Poor project team management and other stakeholder issues cou-pled with inadequate and ineffective communication are key reasons why most projects fail or struggle. For example, the following can occur:

• Even projects based on great ideas and business needs can fail due to poor sponsorship.

• Not sharing project vision with stakeholders can make them wonder where the project is heading and it can erode their support.

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2 MASTERING PROJECT HUMAN RESOURCE MANAGEMENT

• Not sharing project information, decision-making in private rooms, and not entertaining stakeholder concerns can lead to a lack of support from the stakeholders.

• Not being able to clarify roles and responsibilities, not assigning the right people to the right roles, not providing opportunities for career growth, not respecting or trusting each other, favor-ing some over others, and not being able to resolve conflict can make team morale crumble.

• It is challenging to please every stakeholder. However, not knowing how to follow a balanced approach via negotiation can make some stakeholders unhappy.

• Not understanding stakeholder needs and expectations clearly, completely, or correctly can lead to incorrect and/or incom-plete requirements that can lead to detrimental scope creep during the life of the project.

It is the project manager’s responsibility to complete the proj-ect successfully, drawing upon the right human resources at the right time to do the right thing. In addition, the project manager is the direct link to the external and internal customers of the project.

A project manager typically spends over 90 percent of his time communicating. Thus, a project manager must possess strong com-munication skills to effectively communicate with the project team, senior management, and all the other stakeholders. It is absolutely imperative that project information is gathered in a timely manner and presented in a usable way by the project stakeholders. Proper, timely, and relevant communication to all stakeholders is critical for the project success. Effective communications management requires that the project manager develop a solid communication management plan that dictates what information is provided by whom, to whom, in what format, how, and how often.

Mastering Project Human Resource Management is writ-ten with the objective of arming project managers with powerful


INTRODUCTION 3

communication and stakeholder management tools, as well as tech-niques that enhance their ability to deliver successful projects. It offers practical real-world guidance, in-the-trenches insights, custom-izable templates, useful tips, and proven applications.

The 11 chapters of this book span various stages of the project life cycle. Extra care has been taken to present the information in a struc-tured way so that it flows smoothly and is easy to understand regard-less of your level of project management knowledge and experience. The heart of each chapter is the process flow diagram that graphically illustrates the flow of information.

Chapter 1 discusses the initiating stage and covers how to effec-tively identify stakeholders. It explains how to analyze and document information about stakeholders’ interests, influence, impact, and level of involvement in the project.

Chapters 2 through 4 walk you through the planning stage and cover how to plan for effective human resources (project team), stakeholders, and communication management.

Chapters 5 through 9 discuss the developing and managing (also known as executing) stage and how to build, develop, and manage project teams that are capable of powerfully effective communication and stakeholder engagement.

Finally, Chapters 10 and 11 discuss the controlling stage and how to monitor, control, and optimize the effectiveness of project com-munication and stakeholder engagement.

This book is useful for practicing project managers, new project managers, and those in the student community.

Experienced project managers can use this book as a good ref-erence because it offers deep practical insight into the successful design, management, and control of complex modern projects. New or aspiring project managers can use this book to learn powerful tips,


4 MASTERING PROJECT HUMAN RESOURCE MANAGEMENT

tools, and techniques to master human resources, communications, and stakeholder management.

This book is ideal to serve as a college- and university-level textbook for the students of project management. Loaded with numer-ous case studies and proven applications, this book enables students to learn by example. This is a proven technique for effective learning.

Finally, this book is beneficial to those studying for a Project Management Institute (PMI) Project Management Professional (PMP)®, Certified Associate in Project Management (CAPM)®, or other project management credentials and certifications.

Good luck with your journey to effective project human resource management!


Index

AABC Consulting, human resource

acquisition, 114Access, 177acquiring project human resources, 101

case study, 114-116key terms, 113process, 104

alternative sources, 108consider selection criteria,

106-107consulting historical

organizational project artifacts, 106

key steps, 104-105negotiating with resource

owners, 108performing pre-assignment, 108project environment, 106project staff assignments, 111resource calendars, 112reviewing HR management

plan guidelines, 105summary, 113updating human resource

management plan, 112virtual teams, 109-111

purpose, 102scope, 102-104timing, 104

action management, 178active listening (soft skill), 190actual input

communications control, 213controlling stakeholder engagement,

225PMP control process, 148

233

adjourning (team development stage), 129

Allen, Chuck (Boeing)approach to stakeholder

management, 190Communications Management Plan,

73Stakeholder Management Plan, 94

analysisstakeholders, 9

case study, 28-35engagement, 89-90key terms, 28process, 12-23, 28purpose, 10-11scope, 11timing, 12tips for effective process, 26

tools, stakeholder identification and analysis, 20

artifacts (projects)acquiring human resources, 106communications management, 175,

179controlling communications, 209human resource management,

48-49, 162managing stakeholder engagement,

194planning communications

management, 68stakeholder engagement, 191stakeholder identification and

analysis, 19stakeholder management plan,

87-88assessments

team members, 134

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234 INDEX

team performance, 135actual performance, 151desired performance, 151feedback, 152-154variance, 152

Bbalanced approach to stakeholder

engagement, 228Barlow, Jeff, 96baseline input



behavior (organizational), human resource management planning, 50

Boeingapproach to stakeholder

management, 190Communications Management Plan,

73Stakeholder Management Plan, 94

Books24x7, 127brainstorming, 13-14, 126Brookes, Naomi, Ph.D., 111

CCAIRO RAM chart, 53Cascio, Wayne F., 103case studies

acquiring project human resources, 114-116

communications control, 217-218communications management,

181-182controlling stakeholder engagement,

230-231human resource management,

164-168human resource management

planning, 59-61managing stakeholder engagement,

196-200planning communications

management, 76-79stakeholder identification and

analysis, 28-35

stakeholder management planning, 95-97

team development, 139-141CBT (computer-based training), 127CCB (Change Control Board), 153change

change requests (CRs), 153human resource management,

160-161stakeholder engagement, 192

logs, stakeholder engagement, 191management, 178

channels of communication, 71-72, 78Chavez, Raul, 230C-Level communications, 140coaching, team development, 126-127code of conduct, 131collaboration meetings

communications control, 211-212necessity, 227understanding key stakeholders, 25

co-location (team-building activities), 132-133

communicationscommunication channels, 71-72, 78communication models, 176controlling, 205

case study, 217-218key terms, 216process, 207-216purpose, 206scope, 206-207timing, 207

execution of plan, 172case study, 181-182key terms, 180process, 173-180purpose, 172scope, 172timing, 173

planning management, 63case study, 76-79key terms, 76process, 65-75purpose, 64scope, 65timing, 65

Communications Management Plan, 174

compliance (staff), 58


INDEX 235

computer-based training (CBT), 127conduct, code of, 131conflict management, 159, 190controlling

communications, 205case study, 217-218key terms, 216process, 207-216purpose, 206scope, 206-207timing, 207

stakeholder engagement, 221case study, 230-231key terms, 230process, 223-227process summary, 229purpose, 222scope, 223timing, 223tips for effective control,

228-229team performance, 151

assessed team performance, 151desired performance

information, 151determine team performance

variance, 152feedback, 152-154

control process (PMP), 146-148actual input, 148baseline, planned, or reference

input, 147feedback loop, 148

Corporate Code of Ethics (Solenoid), 197

CRs (change requests), 153human resource management,

160-161stakeholder engagement, 192

cultural recognition and rewards, 134organizational, 46

The Cure for the Common Project, 227

current project documentscommunications management

process, 179controlling stakeholder engagement,

226

human resource management, 161customers (external stakeholder

engagement), 199

Ddatabase management systems, 177Davis, Alan, 161decoder (communication channel), 71desired performance information, 151Desi Solutions, LLC, HR

management plan, 59-61development


human resource management plan, 55-58

stakeholder management plan, 93team members, 119

case study, 139-141key terms, 138measuring success of team

development efforts, 136-137process, 122-135process summary, 138purpose, 120scope, 121timing, 121

disseminating communications performance information, 214

distributors (external stakeholder engagement), 199

diversity tolerance (stakeholder engagement), 198

documentum, 177duty statements, 51, 54

Eeffective communications control, 215effective communications

management, 180effective decision-making skills,

human resource management, 157EI (emotional intelligence), team

members, 124-125electronic communications

management systems, 177emotional intelligence (EI), team

members, 124-125


236 INDEX

empathyemotional intelligence component,

125soft skill, 190

encoder (communication channel), 71engagement (stakeholders), 185-186

analysis, 89-90case study, 196-200controlling, 221

case study, 230-231key terms, 230process, 223-227process summary, 229purpose, 222scope, 223timing, 223tips for effective control,

228-229key terms, 196process, 187-196purpose, 186scope, 186strategy, 91-92timing, 187tips for effective management,

194-195ERP (Enterprise Resource Planning)

system implementation, 95-97ethical conduct, 131expert advice

human resource management planning, 49-50

understanding key stakeholders, 25external stakeholder engagement, 199

Ffeedback

PMP control process, 148team performance assessment,

152-154First City Bank, implementation of

ERP system, 95-97formats, documenting project roles

and responsibilities, 51forming (team development stage),

128Forsberg, Dr. Kevin, 130functional managers, 46, 108

functions, human resource management, 42

Gglobal project teams, 111global trends, 47goals, kickoff meetings, 130government laws, 46ground rules (team-building

activities), 130-131

Hhierarchical organization charts, 51historical organizational project

artifactsacquiring human resources, 106communications management,

175, 179controlling communications, 209human resource management, 162human resource management




analysis, 19stakeholder management plan,

87-88Hollingsworth, Chauncey, 126human resource management, 144

case study, 164-168key terms, 164PMP control process, 146-148process, 146-163purpose, 144-145scope, 145-146timing, 146

human resource management planning, 41-42, 150

acquiring project human resources, 101

case study, 114-116key terms, 113process, 104-113


INDEX 237

purpose, 102scope, 102-104timing, 104

case study, 59-61key terms, 58process, 43

consulting historical organizational project artifacts, 48-49

consulting subject matter experts, 49-50

determining required resources, 45

development of human resource management plan, 55-58

formats for documenting roles and responsibilities, 51

key steps, 43-44process summary, 58understanding organizational

behavior, 50understanding project

environment, 45-48understanding project

framework and approach, 44-45

purpose, 42scope, 42-43team development, 119



timing, 43

Iidentification and analysis,

stakeholders, 9case study, 28-35key terms, 28process, 12-28purpose, 10-11scope, 11

timing, 12tips for effective process, 26

IEEE (Institute of Electrical and Electronics Engineering), 89

IFLT (Initiative Focused Leadership Training), 140

iManage, 177Influence-Impact Grid model

(stakeholder analysis), 21influencing skills, human resource

management, 156-157information management systems,

177, 210Initiative Focused Leadership

Training (IFLT), 140input (PMP control process)

actual input, 148baseline, planned, or reference

input, 147Institute of Electrical and Electronics

Engineering (IEEE), 89instructor-led classroom training, 127instructor-led online virtual training,

127interactive communication, 70, 176internal stakeholder engagement, 198interpersonal skills

human resource management, 155team members, 124

interpersonal trust (soft skill), 190Intranet (information management

system), 177issues log, communications, 209

JJAD (Joint Application Design)

sessions, 96

KKapur, Gopal K., 8key terms


human resource management planning, 58

planning communications management, 76


238 INDEX

stakeholder identification and analysis, 28

stakeholder management planning, 95

Kheri Electronics, Inc., (KEI), team development case study, 139

kickoff meetings (team-building activities), 130

Llabor laws, 46late acquisition of human resources,

109leadership

human resource management, 155soft skill, 190

leading level/status (stakeholders), 90Lean Six Sigma Green Belt training,

140living documents

controlling stakeholder engagement, 226

human resource management, 161local trends, 47

Mmanagement

communications, 172case study, 181-182key terms, 180process, 173-180purpose, 172scope, 172timing, 173

human resources, 41-42, 144acquiring project human

resources, 101-116case study, 59- 61, 164-168key terms, 58, 164PMP control process, 146-148process, 43-58, 146-163purpose, 42, 144-145scope, 42-43, 145-146team development, 119-141timing, 43, 146


case study, 76-79key terms, 76

process, 65-75purpose, 64scope, 65timing, 65

stakeholder engagement, 185case study, 196-200key terms, 196process, 187-196purpose, 186scope, 186timing, 187tips for effective management,

194-195stakeholders, 83

case study, 95-97key terms, 95process, 85-94process summary, 94purpose, 84scope, 84timing, 85

Management by Walking Around (MBWA), 158

Managing Human Resources Productivity, Quality of Work Life,

Profits, 103matrix organization charts, 52-54matrix organizations, 46Mayflower Community Center

construction projectstakeholder engagement, 230-231

MBWA (Management by Walking Around), 158

measuring success, team building efforts, 136-137

mechanism (process)acquiring project human resources,

104alternative sources, 108consider selection criteria,



key steps, 104-105negotiate with resource owners,

108perform pre-assignment, 108project environment, 106project staff assignments, 111resource calendars, 112


INDEX 239

review HR management plan guidelines, 105

summary, 113update human resource


communications management, 173conduct project

communications, 178key steps, 173-174process Work Performance

Reports, 174project environment, 175review of Communications

Management Plan, 174review of historical


summary, 180updating current project

documents, 179updating historical


updating PMP and Communications Plan, 178-179

utilization of communications management tools, 175-177

controlling communicationsdetermining performance

variance, 213key steps, 207-208monitoring and controlling

performance, 212-213obtaining baseline planned

information, 209obtaining performance data,

208-209review of historical


review of issues log, 209summary, 216synthesizing and disseminating

performance information, 214updating current project



updating PMP, 214utilization of communication

control tools, 210-212controlling stakeholder engagement,

223key steps, 223monitor performance, 227obtain actual input, 225obtain baseline, planned, or

reference information, 225review current, operational, or

living documents, 226utilize engagement control

tools, 227human resource management, 146

adding additional resources, 162-163

handling issues, 160key steps, 149-150managing change requests,

160-161monitor and control of team

performance, 151-154PMP control process, 146-148review of human resource

management plan, 150review of staff assignments, 150review of work performance

status reports, 154updating current, operational,

or living documents, 161updating historical


updating PMP, 161updating project environment,

162utilization of management tools,


planning, 43consulting historical

organizational project artifacts, 48-49





240 INDEX






managing stakeholder engagement, 187

collect project change log, 191consult historical organizational

project artifacts, 191determine whom/how to

engage, 188-189document change requests, 192document changes to

stakeholder requirements, 192key steps, 187-188update historical organizational

project artifacts, 194update project logs and risk

register, 193update stakeholder register, 194utilize soft skills, 189-190


development of communications plan, 74

key steps, 66obtain stakeholder information,

67process summary, 75review of historical


review of PMP, 67understand project

environment, 68update of project documents,

74-75utilizing appropriate methods

and tools, 69-73stakeholder identification and

analysis, 12case study, 28-35conduct brainstorming, 13development of stakeholder

register, 20-23

key terms, 28review of contract management

documents, 18review of historical


review of organizational charts, 13

review of project charter, 15-16review of project procurement

management, 18SIPOC analysis, 17sources of information, 12-14summary, 28understanding project

environment, 19utilization of analysis tools, 20




development of management plan, 93


87project environment, 87stakeholder engagement

analysis, 89-90stakeholder engagement

strategy, 91-92synthesizing management

planning information, 90understanding PMP, 86-87

team development, 122conduct team performance

assessments, 135determine resource availability,

124key steps, 122review of human resource

management plan, 123review of staff assignments, 122update project environment

information, 135utilization of management tools,

124-134message (communication channel), 71


INDEX 241

methods, planning communications management, 69

choice of communication technology, 70

interactive communication method, 70

modeling, 71-72planning meetings, 73pull communication method, 70push communication method, 70requirements, 72-73

Mind Mapping tool, 14modeling communication, 71-72models

communication, 176stakeholder analysis, 21

Influence-Impact Grid model, 21

Power-Influence Grid model, 21

Power-Interest Grid model, 21Salience model, 21-24

monitoringcommunications performance, 212

actual input, 213banned, planned, or reference

input, 212stakeholder engagement

performance, 227team performance, 151

assessed team performance, 151desired performance



motivationachieving optimization, 126emotional intelligence component,

125soft skill, 190

Nnegative performance variance, 152negotiation, 108, 227neutral level/status (stakeholders), 90NIC (Northern Italy Chapter), 176noise, communication, 71

norming (team development stage), 129

Northern Italy Chapter (NIC), 176

OOBS (Organizational Breakdown

Structure), 51OCM (organization change

management) strategies, 192OJT (on-the-job training), 127OMC (Omega Machine Company),

human resource management case study, 164-168

online virtual training, 127on-the-job training (OJT), 127operational documents

controlling stakeholder engagement, 226

human resource management, 161optimization of resources (stakeholder

engagement), 197optimization through motivation, 126organizational artifacts, human

resource management, 162organizational behavior, human

resource management planning, 50Organizational Breakdown Structure

(OBS), 51organizational charts, stakeholder

identification and analysis, 13, 15organizational culture, 46organizational project artifacts

acquiring human resources, 106communications management,

175, 179controlling communications, 209human resource management




analysis, 19-20stakeholder management plan,

87-88organizational structure, 46


242 INDEX

organization change management (OCM) strategies, 192

organization charts, 13, 51

PPAU project communications

management plan, 76-79performance

assessment of team members, 135communications control, 212

actual input, 213banned, planned, or reference

input, 212determining variance, 213synthesizing and disseminating

performance information, 214project evaluations, 158review of status reports, 154stakeholder engagement, 227

performance measurement baselines (PMBs), 179

performance reporting, 177performing (team development stage),

129Pericak, David, 111personnel administration policies, 47Pinto, J.K., 112, 212planned input



planningcommunications management, 63

case study, 76-79key terms, 76process, 65-75purpose, 64scope, 65timing, 65

HR management, 41case study, 59-61key terms, 58process, 43-58purpose, 42scope, 42-43timing, 43

stakeholder management, 83case study, 95-97

key terms, 95process, 85-94process summary, 94purpose, 84scope, 84timing, 85

planning meetings, communications management, 73

plans versus strategies, 91PMBs (performance measurement

baselines), 179PMC (Project Management

Committee), 8, 132PMDC (PM Doot Consulting), 139PM Doot Consulting (PMDC), 139PMFT (Project Management

Fundamentals Training), 140PMI (Project Management Institute),

89, 176PMO (Project Management Office),

132, 212PMP (Project Management Plan)


control process, 146actual input, 148baseline, planned, or reference


understanding Stakeholder Management Plan, 86-87

position descriptions, 51positive performance variance, 152Power-Influence Grid model

(stakeholder analysis), 21Power-Interest Grid model

(stakeholder analysis), 21pre-assignment, acquiring human

resources, 108processes


alternative sources, 108consider selection criteria,



key steps, 104-105negotiate with resource owners,

108


INDEX 243

perform pre-assignment, 108project environment, 106project staff assignments, 111resource calendars, 112review HR management plan

guidelines, 105summary, 113update human resource


communications management, 173conduct project

communications, 178key steps, 173-174process Work Performance

Reports, 174project environment, 175review of Communications

Management Plan, 174review of historical


summary, 180updating current project



updating PMP and Communications Plan, 178-179

utilization of communications management tools, 175-177

controlling communicationsdetermining performance

variance, 213key steps, 207-208monitoring and controlling

performance, 212-213obtaining baseline planned

information, 209obtaining performance data,

208-209review of historical


review of issues log, 209summary, 216synthesizing and disseminating

performance information, 214

updating current project documents, 214

updating historical organizational project artifacts, 215

updating PMP, 214utilization of communication

control tools, 210-212controlling stakeholder engagement,

223key steps, 223monitor performance, 227obtain actual input, 225obtain baseline, planned, or

reference information, 225review current, operational, or

living documents, 226utilize engagement control

tools, 227human resource management, 146

adding additional resources, 162-163

handling issues, 160key steps, 149-150managing change requests,

160-161monitor and control of team

performance, 151-154PMP control process, 146-148review of human resource

management plan, 150review of staff assignments, 150review of work performance

status reports, 154updating current, operational,

or living documents, 161updating historical


updating PMP, 161updating project environment,

162utilization of management tools,


planning, 43consulting historical




244 INDEX









collect project change log, 191consult historical organizational

project artifacts, 191determine whom/how to

engage, 188-189document change requests, 192document changes to

stakeholder requirements, 192key steps, 187-188update historical organizational

project artifacts, 194update project logs and risk

register, 193update stakeholder register, 194utilize soft skills, 189-190


development of communications plan, 74


67process summary, 75review of historical


review of PMP, 67understand project

environment, 68update of project documents,

74-75utilizing appropriate methods

and tools, 69-73


case study, 28-35conduct brainstorming, 13development of stakeholder

register, 20-23key terms, 28review of contract management

documents, 18review of historical


review of organizational charts, 13

review of project charter, 15-16review of project procurement

management, 18SIPOC analysis, 17sources of information, 12-14summary, 28understanding project

environment, 19utilization of analysis tools, 20




development of management plan, 93


87project environment, 87stakeholder engagement

analysis, 89-90stakeholder engagement

strategy, 91-92synthesizing management

planning information, 90understanding PMP, 86-87

team development, 122conduct team performance

assessments, 135determine resource availability,

124key steps, 122review of human resource

management plan, 123


INDEX 245

review of staff assignments, 122update project environment

information, 135utilization of management tools,

124-134professional environment, 48progressive elaboration, 45project communications

controlling, 205case study, 217-218key terms, 216process, 207-216purpose, 206scope, 206-207timing, 207

execution of plan, 172case study, 181-182key terms, 180process, 173-180purpose, 172scope, 172timing, 173

planning management, 63case study, 76-79key terms, 76process, 65-75purpose, 64scope, 65timing, 65

project environmentacquiring human resources, 106communications management, 175human resource management, 162human resource management

planning, 45-48planning communications

management, 68stakeholder identification and

analysis, 19stakeholder management plan, 87team development, 135

Project Governance Committee, 9Project Management: Achieving

Competitive Advantage, 112, 212Project Management Committee

(PMC), 8, 132Project Management for Information,

Technology, Business and Certification, 8

Project Management Fundamentals Training (PMFT), 140

Project Management Institute (PMI), 89, 176

Project Management Office (PMO), 132, 212

Project Management Plan (PMP)Communications Management Plan,

67control process, 146

actual input, 148baseline, planned, or reference


understanding Stakeholder Management Plan, 86-87

projectscharters, stakeholder identification

and analysis, 15-16documents

communications management process, 179

updating, 74-75framework, human resource

management planning, 44-45log updates, managing stakeholder

engagement, 193manager responsibilities, 42performance evaluations, human

resource management, 158procurement management,


scope creep, 10sponsors, 8templates, 19

Project Staff Assignments documents, 122

PSR (Project Status Report), 181pull communication, 70, 176purpose


communications management, 172controlling communications, 206controlling stakeholder engagement,

222human resource management,


planning, 42


246 INDEX



stakeholder identification and analysis, 10-11


team development, 120push communication, 70, 176

RRACI RAM charts, 52RAM (responsibility assignment

matrix) charts, 52CAIRO RAM charts, 53RACI RAM charts, 52RASCI RAM charts, 53

RASCI RAM charts, 53RBS (Resource Breakdown

Structure), 51Reality Check, 133receiver (communication channel), 71recognition/rewards

staff, 57team development, 133-134

reference inputcommunications control, 212controlling stakeholder engagement,


regional trends, 47regulations, 46religious considerations, recognition

and rewards, 134Requests for Proposal (RFPs), 18resistant level/status (stakeholders), 90Resource Breakdown Structure

(RBS), 51resource calendars, 57, 112, 124resource histograms, 57-58resources


stakeholder engagement, 197responsibilities


project managers, 42

responsibility assignment matrix charts. See RAM charts

rewardsstaff, 57team development, 133-134

RFP (Request for Proposal), 18risk register, managing stakeholder

engagement, 193Rusin, Joe B., 107

SSalience model (stakeholder analysis),

21-24satisfaction (stakeholders), 197scope

acquiring project human resources, 102-104

communications management, 172controlling communications,






management, 65stakeholder identification and

analysis, 11stakeholder management planning,

84team development, 121

scope creep, 10SCORE values (Solenoid Core), 197selection criteria, acquiring human

resources, 106-107self-awareness (emotional intelligence

component), 125self-regulation (emotional intelligence

component), 125sender (communication channel), 71shared rewards, 134SharePoint, 177SHR (Strategy for Human Resources),

114


INDEX 247

SIPOC analysis, stakeholder identification and analysis, 17

SI (Systems Integrator), 95, 133SMART (specific, measurable,

attainable, relevant, and timely) goals, 136

SMEs (subject matter experts)communications control, 211human resource management

planning, 49-50stakeholder management plan,

88-89understanding key stakeholders, 25

social skill (emotional intelligence component), 125

soft skills, stakeholder engagement, 189-190

Solenoid Core (SCORE values), 197Solenoid Electric India Limited,

stakeholder engagement case study, 196

sources of informationacquiring human resources, 108stakeholder identification and

analysis, 12analysis tools, 20brainstorming, 13-14historical organizational project

artifacts, 19-20organizational charts, 13project charter, 15-16project procurement

management, 18SIPOC analysis, 17stakeholder register, 20-23

SOW (Statement of Work), 18specific, measurable, attainable,

relevant, and timely (SMART) goals, 136

SQL servers, 177staff acquisition strategies, 56staff assignments

acquiring human resources, 111human resource management, 150review of, 122

staff management, 42staff management plan, 56staff release plans, 57staff training plans, 57

stakeholder engagement analysis, 89-90

stakeholder registerexecuting stakeholder identification

and analysis, 25-26managing stakeholder engagement,

194stakeholder identification and

analysis, 20-23stakeholders

controlling engagement, 221case study, 230-231process, 223-227purpose, 222scope, 223timing, 223tips for effective control,

228-229defined, 8examples of key stakeholders, 24identification and analysis, 9

case study, 28-35key terms, 28process, 12-28purpose, 10-11scope, 11timing, 12

implementation-level, 9management planning, 83

case study, 95-97key terms, 95process, 85-94process summary, 94purpose, 84scope, 84timing, 85

managing engagement, 185case study, 196-200key terms, 196process, 187-196purpose, 186scope, 186timing, 187tips for effective management,

194-195policy-level, 8steps to understanding, 24

collaboration meetings, 25stakeholder register, 25-26subject matter experts, 25


248 INDEX

tips for effective identification and analysis, 26

Statement of Work (SOW), 18status reports, work performance, 154sticky notes, brainstorming sessions, 14storming (team development stage),

128strategies

plans versus, 91stakeholder engagement, 91-92

Strategy for Human Resources (SHR), 114

structure of organization, 46subject matter experts (SMEs)

communications control, 211human resource management

planning, 49-50stakeholder management plan,

88-89understanding key stakeholders, 25

summary (process summary)acquiring human resources, 113communications control, 216communications management, 180communications management

planning, 75controlling stakeholder engagement,

229human resource management, 163human resource management plan,

58managing stakeholder engagement,

196stakeholder identification and


94team building process, 138

suppliers (external stakeholder engagement), 199

supportive level/status (stakeholders), 90

sustainability (stakeholder engagement), 198

synthesizing communications performance information, 214

Systems Integrator (SI), 95, 133

Ttarget audience, matching

communications with, 78team acquisition process. See

acquiring project human resourcesTEAM (Together Each Achieves

More), 119teams

conflict management, 159development, 119



human resource management, 144key terms, 164PMP control process, 146-148process, 146-163purpose, 144-145scope, 145-146timing, 146

management, 42monitoring and controlling

performance, 151assessed team performance, 151desired performance



performance assessments, 135team-building activities, 127-129

co-location, 132-133ground rules, 130-131kickoff meetings, 130

technology and communications, 70, 176

templates (projects), 19text-oriented organization charts, 54timing



INDEX 249

communications management, 173controlling communications, 207controlling stakeholder engagement,

223human resource management, 146human resource management

planning, 43managing stakeholder engagement,


management, 65recognition and rewards, 133stakeholder identification and


85team development, 121

Together Each Achieves More (TEAM), 119

tolerance for diversity (stakeholder engagement), 198

toolscommunications control, 210

collaboration meetings, 211-212information management

systems, 210subject matter experts (SMEs),

211communications management,



155-160planning communications

management, 69choice of communication

technology, 70interactive communication

method, 70modeling, 71-72planning meetings, 73pull communication method, 70push communication method,

70requirements, 72-73


team development, 124coaching and training, 126-127emotional intelligence, 124-125

interpersonal skills, 124recognition and rewards,

133-134team-building activities,

127-133team member assessments, 134

training, team development, 126-127Tuckman, Bruce, team development

model, 128

UUAT (User Acceptance Testing), 96unaware level/status (stakeholders), 90

VValerga, R., 227validation, 223value to recipient (recognition and

rewards), 133variance

communications performance, 213team performance, 152

verification, 223virtual teams, acquiring human

resources, 109-111virtual training, 127Visualizing Project Management,

87, 130volunteers, recruitment criteria, 107Volunteers Wanted, 107

WWBS (Work Breakdown Structure), 51Whitten, N., Reality Check, 133Williams, John, 230-231Work Breakdown Structure (WBS), 51workforce feedback (Solenoid), 198work management, 42Work Performance Reports,

communications management, 174

Zzero performance variance, 152
