.9 Validated
Deliverables
A goal of quality control is to determine the correctness of deliverables. The results of the execution quality control processes are validated deliverables.
.10 Project Management Plan Updates
The project management plan is updated to reflect changes to the quality management plan that result from changes in performing the QC process.
Requested changes additions, modifications, or deletions to the project management plan and its subsidiary plans are processed by review and disposition
through the Integrated Change Control process Section 4.6.
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Project Human Resource Management
Project Human Resource Management includes the processes that organize and manage the project team. The project team is comprised of the people who have
assigned roles and responsibilities for completing the project. While it is common to speak of roles and responsibilities being assigned, team members should be
involved in much of the project’s planning and decision-making. Early involvement of team members adds expertise during the planning process and
strengthens commitment to the project. The type and number of project team members can often change as the project progresses. Project team members can be
referred to as the project’s staff.
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The project management team is a subset of the project team and is responsible for project management activities such as planning, controlling, and
closing. This group can be called the core, executive, or leadership team. For smaller projects, the project management responsibilities can be shared by the
entire team or administered solely by the project manager. The project sponsor works with the project management team, typically assisting with matters such as
project funding, clarifying scope questions, and influencing others in order to benefit the project.
Figure 9-1 provides an overview of the Project Human Resource Management processes, and Figure 9-2 provides a process flow diagram of those
processes and their inputs, outputs, and other related Knowledge Area processes. The Project Human Resource Management processes include the following:
9.1 Human Resource Planning – Identifying and documenting project roles,
responsibilities, and reporting relationships, as well as creating the staffing management plan.
9.2 Acquire Project Team – Obtaining the human resources needed to complete
the project.
9.3 Develop Project Team – Improving the competencies and interaction of team
members to enhance project performance.
9.4 Manage Project Team – Tracking team member performance, providing
feedback, resolving issues, and coordinating changes to enhance project performance.
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These processes interact with each other and with processes in the other Knowledge Areas as well. Each process can involve effort from one or more
persons or groups of persons based on the needs of the project. Each process occurs at least once in every project, and occurs in one or more project phases, if the
project is divided into phases. Although the processes are presented here as discrete elements with well-defined interfaces, in practice they may overlap and interact in
ways not detailed here. Process interactions are discussed in detail in Chapter 3.
Figure 9-2 illustrates the primary ways that Project Human Resource Management interacts with other project processes. Examples of interactions that
require additional planning include the following situations: • After initial team members create a work breakdown structure, additional
team members may need to be acquired • As additional project team members are acquired, their experience level could
increase or decrease project risk, creating the need for additional risk planning
• When activity durations are estimated before all project team members are known, actual competency levels of the acquired team members can cause the
activity durations and schedule to change.
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Figure 9-1. Project Human Resource Management Overview
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Note: Not all process interactions and data flow among the processes are shown.
Figure 9-2. Project Human Resource Management Process Flow Diagram
9.1 Human Resource Planning
Human Resource Planning determines project roles, responsibilities, and reporting relationships, and creates the staffing management plan. Project roles can be
designated for persons or groups. Those persons or groups can be from inside or outside the organization performing the project. The staffing management plan can
include how and when project team members will be acquired, the criteria for releasing them from the project, identification of training needs, plans for
recognition and rewards, compliance considerations, safety issues, and the impact of the staffing management plan on the organization.
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Figure 9-3. Human Resource Planning: Inputs, Tools Techniques, and Outputs
9.1.1 Human Resource Planning: Inputs
.1 Enterprise
Environmental Factors
The definition of project roles and responsibilities is developed with an understanding of the ways that existing organizations will be involved and how the
technical disciplines and people currently interact with one another. Some of the relevant enterprise environmental factors Section 4.1.1.3 involving organizational
culture and structure are:
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• Organizational. Which organizations or departments will be involved in the
project? What are the current working arrangements among them? What formal and informal relationships exist among them?
• Technical. What are the different disciplines and specialties that will be
needed to complete this project? Are there different types of software languages, engineering approaches, or kinds of equipment that will need to be
coordinated? Do the transitions from one life cycle phase to the next present any unique challenges?
• Interpersonal. What types of formal and informal reporting relationships
exist among people who are candidates for the project team? What are the candidates’ job descriptions? What are their supervisor-subordinate
relationships? What are their supplier-customer relationships? What cultural or language differences will affect working relationships among team
members? What levels of trust and respect currently exist?
• Logistical. How much distance separates the people and units that will be
part of the project? Are people in different buildings, time zones, or countries?
• Political. What are the individual goals and agendas of the potential project
stakeholders? Which groups and people have informal power in areas important to the project? What informal alliances exist?
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