1. Introduction
The next chapter, chapter 9, covers Human Resources Management, that is, management of the people who are working on the project and the factors that influence them.
2. Human Resources Management Processes
There are four project management processes in the Human Resources Management Knowledge Area. One of them is in the Planning Process Group, and the other three are in the Executing Process Group. There are no human resource processes in the Monitoring & Controlling Process Group.
The first process, that of Plan Human Resources Management, creates the Human Resources Management Plan which is the framework for all of the other processes. The second process, that of Acquire Project Team, is in the Executing process group and is where the project manager, like the director of an orchestra, acquires his performers and their instruments. The third process, also in the Executing process group, is Develop Project Team, and this is where the project manager, like the director of an orchestra, has them rehearse together so that they work together in concert. The last process, likewise in the Executing process group, is the process Manage Project Team. What if one of the instruments is playing out of tune with the others? Well, you need to adjust the performance of that one player. It could be a problem with the director himself (or herself), if the piece is being played so quickly that accuracy (quality) suffers as a result.
| Process Group | ProcessNumber | Process Name |
Process Description |
| Planning | 9.1 | Plan Human Resource Management | Process of documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan. |
| Executing | 9.2 | Acquire Project Team | Process of confirming the availability of resources, and obtaining the members of the team. |
| Executing | 9.3 | Develop Project Team | Process of improving competencies, team member interaction, and the overall team environment. |
| Executing | 9.4 | Manage Project Team | Process of tracking team member performance, providing feedback, resolving issues, and managing team changes. |
The project manager needs to influence the human resource factors that may impact the project. These include the following:
- Team environment
- Geographical locations of team members
- Communications among stakeholders
- Internal and external politics
- Cultural issues
- Organizational uniqueness
The next post will cover the first of these processes, process 9.1 Plan Human Resources Management.
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4squareviews 
Manage Project Team is actually part of the “Executing” Process group…See page 61 in PMBOK 5th edition
Thanks very much–I really appreciate your time in pointing out my mistake. The post has been corrected–thanks to you!
[…] No entanto, talvez a indústria de software tenha usado o PMBOK de maneira errada. O entendimento foi de que as práticas mencionadas por ele eram muito baseadas em hard-skills, e que não funcionariam para um ambiente tão acelerado e incerto como o dos softwares. E sim, o PMBOK contém muitas práticas técnicas (e algumas não funcionam com o ambiente de software), mas elas estavam todas conectadas através de ações e ferramentas de consolidação e coordenação de equipes, as quais foram ignoradas na época (algumas delas podem ser vistas no capítulo de Recursos Humanos). […]