1.9. Project Human Resource Management

Buku Panduan
Project Management Institute-USA
Pito Sumarno
PROJECT HUMAN RESOURCE

MANAGEMENT
Pito Sumarno
PMBOK PMI ed 2004

Section 3:
Capter 9 :
Project Human Resource Management

9.1 Human Resource Planning
PMBOK p. 202-209
9.2 Acquire Project team
PMBOK p. 209-212
9.3 Develop Project Team
PMBOK p. 212-215
9.4 Manage project Team
PMBOK p. 215-219
PMBOK p. 199
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PROJECT HUMAN RESOURCE

MANAGEMENT
Overview
9.1 Human Resource Planning
9.2 Acquire Project Team
9.3 Develop Project Team
9.5 Manage Project Team
1 Inputs
.1. Enterprise environmental factors
.2. Organizational process assets
.3. Project management plan
. Activity resource requirements
2 Tools and Technniques
.1. Organization charts and potition
descriptions
.2. Networking
.3. Organizational theory
3 Outputs
.1. Roles and responsibilities
.2. Project organization charts
.3. Staffing management plan
1 Inputs
1 Inputs
.1. Project staff assignments
.3. Resource availability
.1. General management skills
.2. Training
.3. Team building activities
.4. Ground rules
.5. Co-location
.6. Recognition and rewards
3 Outputs
.1. Team performance assessment
1 Inputs
.7. Work performance information
.8. Performance reports
.1. Observation and conversation
.2. Project performance appraisals
.3. Conflict management
.4. Issue log
3 Outputs
.1. Requested changes
.2. Recommended corrective actions
.3. Recommended preventive actions
.4. Organizational process assets (updates)
.5. Project management plan (updates)

.1. Pre-assignment
.2. Negotiation
.3. Acquisition
.4. Virtual teams
3 Outputs
.3. Staffing management plan (updates)
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(PMBOK Guide p. 201)
Enterprise
Environmental
Factors
Organizational
Process Assets
Activity Resources
Estimating
Organization culture
and Structure
Templates
Checklists
Activity Resource
Requirements
6.3
(3.2.2.7)
Performance
Reporting
Develop Project
Management Plan
4.3
(3.2.2.1)
Project Management Plan
Roles and Responsibilities

Project Organization Charts
Stffing management plan
Approved Changes Requests
Approved Corrective Actions
Approved Preventive Actions
Acquire
Project Team
9.2
(3.2.3.4)
Project Staff Assignments
Resource Availability
Staffing management plan (updates
Performance Reports
Develop
Project Team
9.3
(3.2.3.4)
6.3 (3.2.3.7)
Direct & Manage

Project Execution
Human Resource
Planning
9.1
(3.2.2.13)
Work Performance
Information
Team Performance assessment
4.4 (3.2.3.1)
Close Project
4.7
(3.2.5.1)
Organizational Process Assets

(updates)
Manage
Project Team
9.4
(3.2.4.8)
Project management Plan (updates)

Requested Changes
Recommended Corrective Actions
Recommended
Integrated
Change Control
4.6
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Project Human Resource Management Process Flow Diagram
(3.2.4.2)
9. Project Human Resource Management

Project human resource management include the processes that organize and
manage the project team
Project team is comprised of the people who have assigned roles and
responsibilities for completing the project
Project management team is a subset of the project team and is responsible for
project management activities such as planning, controlling, and closing
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9.1 HUMAN RESOURCE PLANNING

Penetapan aturan proyek, tanggung jawab, laporan hubungan, menciptakan staffing
management plan.
Kapan dan bagaimana akan diperlukan, kriteria merelisasikannya, identifikasi kebutuhan
training, perencanaan pengakuan dan penghargaan.
Enterprise Environmental
Factors
Organization charts
Organizational process
Assests
Project management Plan
Roles and
and position description Responsibilities
Networking
Organizational theory
Activity Resource
Requirement
INPUTS
TOOLS & TECHNIQUES

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Project Organization
Charts
Staffing
Management Plan
OUTPUTS
9.1 HUMAN RESOURCE PLANNING INPUTS

Penetapan aturan proyek, tanggung jawab,
laporan hubungan, menciptakan staffing
management plan. Kapan dan bagaimana akan
diperlukan, kriteria merelisasikannya, identifikasi
kebutuhan training, perencanaan pengakuan dan
penghargaan.
(4.1.1.3 p.83) p.203, melibatkan org.culture, &
struktur al:
Organizational,
Technical,
Interpersonal,
Logistical,
political
Factor lain :
Organizational Structure
Collective Bargaining Agreements
Economic Conditions
Inputs :
. Activity resource requirements
.3. Project Management Plan.

(4.3 p.88) p.204, activity resource
requirement (6.3.3.1 p.138),
.2. Organizational process assests

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(4.1.1.4 p. 84) p.204 Templates, Checklists
I. Functional Organization
Project
Coordination
Chief
Executive
Functional
Manager
Functional
Manager
Functional
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
(Grey boxes represent staff engaged in projects activities)

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PMBOK p. 29
9
II. Projectized Organization

Project
Coordination
Chief
Executive
Project
Manager
Project
Manager
Project
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
(Grey boxes represent staff engaged in projects activities.)

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PMBOK p. 29
10
III. Weak Matrix Organization

Chief
Executive
Functional
Manager
Functional
Manager
Functional
Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Project
Coordination

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PMBOK p. 11
30
IV. Balanced Matrix Organization

Chief
Executive
Functional
Manager
Staff
Functional
Manager
Functional
Manager
Staff
Staff
Staff
Staff
Staff
Project
Manager
Staff
Staff
Project
Coordination

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PMBOK p. 30
12
V. Strong Matrix Organization

Chief
Executive
Functional
Manager
Project
Coordination
Functional
Manager
Manager of
Project Managers
Staff
Staff
Project Manager
Staff
Staff
Project Manager
Staff
Staff
Project Manager

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PMBOK p. 31
13
VI. Composite Matrix Organization

Chief
Executive
Functional
Manager
Project B
Coordination
Staff
Staff
Staff
Functional
Manager
Manager of
Project Managers
Staff
Project Manager
Staff
Project Manager
Staff
Project Manager

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Project
Coordination
PMBOK p. 31
14
Organizational Structure Influences on Projects
Organization
Structure
Project
Characteristics
Matrix
Functional
Projectized
Weak Metrix Balanced Matrix Strong Matrix
Project Managers
Authority
Little or None
Limited
Low to
Moderate
Moderate
to High
High to
Almost Total
Little or None
Limited
Low to
Moderate
Moderate
to High
High to
Almost Total
Who controls
project budget
Functional
Manager
Functional
Manager
Mixed
Project
Manager
Project
Manager
Project Managers
Role
Part-time
Part-time
Full-time
Full-time
Full-time
Project Management
Administrative Staff
Part-time
Part-time
Part-time
Full-time
Full-time
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PMBOK p. 28
15

TOOLS & TECHNIQUES
Tools & Techniques
.1. Organization charts and
potition descriptions
.2. Networking
.1. Organization charts and potition

descriptions
p.205
PM
RAM
Role
Responsibilities
Authority
Hierarchical-type
Organization Chart
.2. Networking
p.207
Matrix-based
Responsibility Chart
Text-oriented
Format

p.207
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Self-actualization
pencapaian cita-cita, pengakuan
Personal growth and fulfillment
Esteem needs
penghargaan, status, dikenal
Achievement, status, responsibility, reputation
Belongingness and Love needs

Family, affection, relationships, work group, etc
hubungan sosial, emosional
Safety needs
Protection, security, order, law, limits, stability, etc
Biological and Physiological needs

Basiclife needs air, food, drink, shelter, warmth, sex, sleep, etc.
Maslows Hierarchy
of
needs
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keamanan dan
perlindungan
kebutuhan
dasar
17

Expectance Theory
People will do something in order to receive some positive outcome
If you can create an expectancy in a person, then it becom fact
Sample : if a person told that he is a poor performer and no good in doing the job, the person become
no good at doing a job and become a bad performer (vice versa)
Herzberg Theory
Motivators/satisfiers factor: sense of achievement, and recognition for things done, the work it self,
responsibility, advancement, growth
Dissatisfies/hygiene factors: company policies, relationship with supervisors, salary, relationship with
peers, personal factor, status, security.
When hygiene factors are not maintened, dissatisfaction occurs and motivation cannot happen
Mc Greggors Theory
Called theory X & Y
Theory X : People need to be watched, incapable, avoid responsibility, and avoid work whenever
possible.
Theory Y : people are willing to work without supwervision, and want to achieve. People can direct
their own effort.
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TEORI X DAN TEORI Y

- Douglas Mc Greggor (1960)
Teori X memberikan asumsi bahwa :
Pegawai pada dasarnya tidak suka bekerja, bila ada

kesempatan akan menghindarinya
Karena pegawai tidak suka bekerja, maka harus dipaksa
diawasi, atau diancam dengan hukuman agar tujuan
organisasi tercapai
Pegawai akan menghindarri tanggung jawab, dan
menghendaki petunjuk-petunjuk yang formal
Sebagian besar pegawai menempatkan keamanan
diatas hal-hal lainnya tentang pekerjaan, dan
menampilkan ambisi yang kecil
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Teori Y memberikan asumsi yang

berlawanan :
Pegawai menyukai bekerja sebagaimana sifat alamiah
sedang bermain atau beristirahat
Orang-orang akan bekerja secara terarah & terkendali
oleh dirinya sendiri bila mereka telah mengadakan
komitmen terhadap tujuan
Rata-rata pegawai dapat belajar untuk
tanggung jawab, bahkan menginginkannya
menerima
Sebagian besar pegawai memiliki kemampuan untuk

mengambil keputusan yang inovatif
Catatan :
Teori Y lebih disarankan untuk digunakan dibanding Teori X
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Power of the Project manager
1. Coerchive Power (penalty) : Influence other through punishment (kekuasaan untuk
memaksa/menghukum)
2. Reward Power :
Influence other through reward (untuk memberikan penghargaan)
3. Legitimate Power (Formal) : Influence other through formal authority (kekuasaan
formal yang terjadi karena suatu posisi atau jabatan tertentu)
4. Referen Power : Influence other through charisma (kekuasaan/kekuatan yang bisa
orang lain mengikuti atau melakukan peniruan)
5. Expert Power : Influence other through their special knowledge or ability (kekuasaan
yang ditimbulkan oleh keunggulan pengetahuan, pengalaman, kemampuan, dan

ketrampilan)
6. Representative Power : One or more persons have the power to lead delegated to
them voluntarily
Best forms : Expert & reward
Worst : penalty
Power derived from position in organization : formal, reward, penalty
Earne from your own : Expert.
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RESPONSIBILITY ASSIGNMENT MATRIX FORM (RAMF)

Project
Project ID
Project Sponsor
Client
Business Area
Project Manager
Document Version
Document No.
Softcopy Name
Prepared by
Approved by
Page No.
. of
PERSON
ACTIVITIES/ITEMS
NOTE :
P : Participant
A : Accountable
R : Review Required
I : Input Required
S : Sign-off Required
Is iused to link to project scope definition

Cross references team/stakeholders with the tasks to
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(WBS)
accomplish
22

Role, Authority, Responsibility, Competency p.207
p.207
.3. Staffing management plan p.208

1. Staff Acquisition
2. Timetable
3. Release criteria
4. Training needs
5. Recognition and rewards
6. Compliance
7. Safety
OUTPUTS
Outputs
.1. Roles and
responsibilities
.2. Project
organization
charts
.3. Staffing
management plan
Characteristic of Staff ;
1. Previous experience
2. Personal interest
3. Personal characteristics
4. availability
5. Competencies and proficiency (level)
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Project Sponsor :
Stakeholder
Accept product during scope verification and
Are involved in : project plan development, approving

project changes, scope verification, identifying
constraints, risk management.
Administrative closure
Provide key events, milestone, due dtes
Threshold of risk
Not sign of Project charter
Functional Manager
Assigning specific individual
Assisting with problems related to member performance
Senior management
Inform impact to the projects
Determine the priorities
Improving staff utilization
Issue project charter
Project manager (see framework)
Approve project plan

Protect the project form outside influences
determine the reports needed by management
Team :
Create WBS, identify constraint & assumtion,
manage stakeholder, meeting, identify
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9.2 ACQUIRE PROJECT TEAM

Proses dalam memperoleh sumberdaya manusia yang
diperlukan untuk menyelesaikan proyek
Enterprise Environmental
Factors
Pre-Assignment
Project Staff
Assests
Negotiation
Assignments
Acquisition
Project Oraganization Charts Virtual Teams
Staffing management
Plan (updates)
Staffing Management Plan
INPUTS
TOOLS & TECHNIQUES

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OUTPUTS
25

Proses dalam memperoleh
sumberdaya manusia yang diperlukan
untuk menyelesaikan proyek
INPUTS
Inputs :

p.210, Availability, Ability, Experience,
Interest, Cost
.2. Organizational process assests
(4.1.1.4 p. 84) p.210, kebijakan, panduan,
prosedur,
3. Roles and Responsibilities

(9.1.3.1 p. 207) positions, skill, competencies
5. Staffing Management Plan

Time piriode team member. P. 210
4. Project Organization charts

Overview dari jumlah orang yang
diperlukan
(9.1.3.2 p. 207
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TOOLS & TECHNIQUES
.1. Pre-assignment (9.2.2.1 p.210)
Staff were promised as part of proposal (competitive
bidding)
Staff were defined within project charter (internal
service project)
Tools & Techniques

.1. Pre-assignment
.2. Negotiation
.3. Acquisition
.4. Virtual teams
.2. Negotiation (9.2.2.2 p. 211

Negotiate with :
Functional manager
Other PM within the performing organization
3. Acquisition (9.2.2.3 p. 211
4. Virtual teams (9.2.2.4 p. 211)
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.1. Project staff assignments (9.2.3.1 p.212)
.2. Resource availability (9.2.3.2 p. 212)

3. Staffing management plan (updates) (9.2.3.3
p. 212
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OUTPUTS
Outputs
.1. Project staff
assignments
.2. Resource
availability
.3. Staffing
management plan
(updates)
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9.3 DEVELOP PROJECT TEAM

Meningkatkan kompetensidan, interaksi dari anggota team
untuk meningkatkan kinerja proyek
Project Staff Assignments

INPUTS
General
management Skill
Training
Team Building
Activities
Ground rules
Co-location
Recognition &
Rewards
TOOLS & TECHNIQUES
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Team
Performance
Assessment
OUTPUTS
29

Meningkatkan kompetensi dan,
interaksi dari anggota team untuk
meningkatkan kinerja proyek
INPUTS
Inputs :
.1. Project staff assignments (9.3.1.1 p.213)
.2. Staffing management plan (9.3.1.2 p. 213

3. Resource availability (9.3.1.3 p. 213
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TOOLS & TECHNIQUES
.1. General management skills (9.3.2.1 p.213)
Tools & Techniques

.1. General management skills
.2. Training
.3. Team building activities
.4. Ground rules
.5. Co-location
.6. Recognition and rewards
.2. Training (9.3.2.2 p. 213)

To enhance the competencies
3. Team building activities (9.3.2.3 p. 214
Include : session in regular meeting, off site
activities, professionally facilitator
.4. Ground rules (9.3.2.4 p.214)
.5. Co-location (9.3.2.5 p. 214
Placing project team members in the same
physical location to enhance the ability to
perform as a team (war room, etc)
.6. Recognition and rewards (9.3.2.6 p. 214
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General Management Skill

Important Project Management Skills :
1. Communication skills
Listening & Persuading
2. Organization skills
Planning, Goal Setting & Analyzing
3. Team Building skiils

Emphaty (putting yourself in someones shoes), conflict resolution
4. Leadership skills
Set example, vision, delegates, develop, empower
5. Coping skills
Flexibility, creativity, patience, persistence
6. Technological skills
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Experience & project knowledge
32
Team Building Activities

Team Building in Project Activities
Planning Session
Meeting (review, problem solving, briefing)

Counselling session
- Group
- Individual
Rewards
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Team Building Activities

Stages of Team Building (Typical)
1. First stage (Forming)
Team members are polite, guarded and businesslike
Therefore team leaders should emphasize directive behavior
2. Second stage (Storming)

Team members are confront one another, strugfle for control and as a result they either
become entrenched or opt out.
The leaders must provide high support & low direction
3. Third stage (Norming)

Team members confront ISSUES insteat of people, establish procedures collectively and
become Team Orinted
Team leaders must provide high support & low direction
4. Four stage (Performing)

Team members ettle down to open and Productive effort with trust, flexibility and a mature
cohesiveness that enables self direction.
Team leader nust be willing to delegate & provide low direction & low support as needed
5. Five stage (Aging)

Close out phase
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LEADERSHIP
(KEPEMIMPINAN)
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APAKAH LEADERSHIP ?
Bennis, 1959 :
Proses seseorang mempengaruhi bawahan
untuk berperilaku sesuai yang diinginkan
Fiedler, 1967 :
Mengarahkan & mengkordinasikan pekerjaan
anggota kelompok
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Roach & Behling, 1984 :

Proses mempengaruhi kelompok terhadap
pencapaian goal mereka
Bass, 1985 & Tichy, Devanna 1986 :
Mentransformasi pengikut, merumuskan
visi dari goal, dan mengkomunikasikan cara
mencapainya.
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LEADER
MANAGER
* Fungsi inovatif
* Fungsi administratif
* Tugas mengembangkan
* Tugas memelihara
* Tugas mengembangkan inspirasi
* Tugas mengendalikan
* Tugas jangka panjang
* Pandangan jangka pendek
* Bertanya WHAT dan WHY
* Bertanya HOW dan WHEN
* Menghadapi tantangan
* Menerima kondisi status quo
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*
*
*
*
kepribadian
status kepemimpinan
pengalaman
legitimasi
Leader
Leadership
Follower
*
*
*
*
*
Situasi
*
*
*
*
harapan
kepribadian
kematangan
kemampuan
motivasi
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ekonomi
keamanan
iklim
kerusuhan
39
FUNGSI LEADERSHIP
- Leader sebagai penentu arah

- Leader selaku wakil & juru bicara organisasi
- Leader selaku komunikator
- Leader selaku mediator, khusus untuk internal
- Leader selaku integrator
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KEPEMIMPINAN OTOKRATIK
Karakteristik
* Bawahan = alat produksi
* Orientasi penyelesaian tugas
* Tidak memperhatikan
kepentingan bawahan
* Pengambilan keputusan tidak
melibatkan bawahan
Perilaku Kepemimpinan
*
*
*
*
Menuntut ketaatan penuh

Menegakkan disiplin kaku
Memberi perintah keras
Pendekatan punitif
Authocratic
Authocratic manager ARE NOT considering the information (input)

provided by project team members in making decisions.
The Authocratic manager sees workers as Highly untrustworthy,
needing to be watched and closely manager at all times; Theory X
Sometimes appropriate when decisions have to be made for

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emergency situation or time Pito
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KEPEMIMPINAN DEMOKRATIK
Karakteristik
* Menghargai harkat & martabat
kemanusiaan
* Melibatkan bawahan pada
pengambilan keputusan
* Memperhatikan pembinaan
2. Democratic
Perilaku Kepemimpinan
* Menempatkan SDM sebagai pengguna
Sumber Daya
* Mendelegasikan tugas & wewenang
* Melibatkan bawahan pada pengambilan
keputusan
* Memperlakukan bawahan sebagai
individu yang mempunyai kebutuhan
* Berupaya ada pengakuan atas
kepemimpinannya, tidak sekedar sisi
formalnya
Democratic managers WILL encourage the project team to pool its

knowledge or participation to make the best decision.
Democratic management style is best used for people whose behavior fit
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withTheory Y
Leadership Style
3. Laissez Faire
Management style characterized by:
- Little or No information flowing up or down between the

project manager and project team so team members are left
to make decisions for themselves
- Decision making authority is DIFFUSE

- No leadership; out of formal control
Effective for Strong, self directive work groups, but it can
cause frustration and a sense of isolation in teams that need
more diretion
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SITUASIONAL LEADERSHIP
(KEPEMIMPINAN SITUASIONAL)
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Memainkan 2 perilaku
task behaviour
relationship behaviour
FOLLOWER
LEADER
* kedewasaan tugas
* kedewasaan psikologi
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Hersey & Blanchard 1982

High
Selling
Participating
Relationship
behaviour
Delegating
Telling
Low
High
Task behaviour
High
Tingkat kedewasaan tinggi,
telah mampu dan
punya kesadaran tinggi
untuk pelaksanaan tugas
M4
Follower maturity
M3
M2
M1
Tingkat kedewasaan
Tingkat kedewasaan lebih
sedang, dipandang cukup
tinggi, meskipun mau tetapi
mampu, hanya kesadaran
belum mampu. Motivasi
untuk pelaksanaan
ada tetapi Kemampuan
tugas belum tinggi Pito Sumarno
kurang
Low
Tingkat kedewasaan
rendah, dipandang
tidak
mau dan tidak mampu
memikul tanggung
jawab
46
Perilaku kepemimpinannya sebagai berikut :

Telling (memberi tahu)
Kepemimpinan dengan tingkat pemberian tugas tinggi tetapi
hubungan perorangan rendah
Pemimpin memberitahu apa, bagaimana, kapan, dimana
tugas dilaksanakan
Selling (menjual)
Kepemimpinan dengan tingkat penugasan tinggi dan
hubungan perorangan tinggi
Pemimpin memberi petunjuk secara rinci
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Participating (mengajak berperan serta)

Kepemimpinan dengan mengajak bawahan berperan serta
dalam mengambil keputusan
Pemimpin bertindak sebagai fasilitator
Delegating (mendelegasikan)
Pemberian tugas dan hubungan perorangan tidak perlu
dilakukan pada tingkat yang tinggi
Pemimpin cukup memberi arahan, dan pelaksanaan tugas
diserahkan kepada bawahan
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.1. Team performance assessment (9.3.3.1
p.215)
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OUTPUTS
Outputs
.1. Team performance
assessment
49
9.4 MANAGE PROJECT TEAM

Melibatkan pengendalian secara periodik terhadap kinerja anggota
tim, memberikan feed back, resolving, mengkoordinasikan
perubahan untuk meningkatkan kinerja proyek.
Assests
Project Staff Assignment
Project Oraganization Charts
Team Performance
Assignment
Work Performance
Information
Performance Reports
INPUTS
Observation and
Conversation
Project Performance
Appraisals
Conflict
Management
Issue Log
TOOLS & TECHNIQUES
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Requested Changes
Recommended
Corrective Actions
Recommended
preventive Actions
Organizational
process Assests
(updates)
Project management
Plan (updates)
OUTPUTS
50

Melibatkan kontrol secara periodik terhadap
team member performance, memberikan feed
back, resolving, mengkoordinasikan
perubahan untuk meningkatkan kinerja
proyek.
INPUTS
Inputs :
.7. Work performance information
.8. Performance reports

p.216
.2. Project staff assignments (9.2.3.1 p.
212
.3. Roles and responsibilities(9.1.3.1 p.

207)
.4. Project organization charts (9.1.3.2
p. 207)
.5. Staffing management plan (9.1.3.3
p. 208)

(9.3.3.1 p. 215)
.7. Work performance Information
p.216
.8. Performance reports (10.3.3.1 p.
216)
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TOOLS & TECHNIQUES
.1. Observation and conversation (9.4.2.1 p.217)
Used to stay in touch with the work and attitudes of
project team member
Monitor the progress of project deliverables
Tools & Techniques

.1. Observation and
conversation
.2. Project performance
appraisals
.3. Conflict management
.4. Issue log
.2. Project performance appraisals (9.4.2.2 p.217)

Depends on the length, complexity of th project,
organizational policy, labor contract requirements
and the amount and quality of regular communication
Information received from feedback from the people
who supervise their project work or people who
interact with project team member
.4. Issue log (9.4.2.4 p.218)
Issue resolution addresses obstacles

that can block the team from achieving
its goal
.3. Conflict management (9.4.2.3 p. 217)

Source of conflict : scarce resources, scheduleing
priorities, and personal work styles
Reduce of conflict : Team ground rules, group norms
and solid project management practice
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52
Conflict Management
Techniques to avoid conflict in
project :
Categories of
Conflict
Informing the team :
Schedule
Exactly where the project is headed
Priorities
Project goals & objectives
Resources
Key decision
Technical opinions
Changes
Administrative procedures,
Clearly assigning tasks without ambiguity

or overlaping
Cost
Personality
Making work assignment interesting &

challenging
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53
Conflict Resolution
Forcing
One person requires another to agree
(Ikut cara saya)
Permanent and provide solution
Smoothing/Accomodation
Minimize disagreement by making differences less important
Temporary, good for group relationship of the team
(sama orang indonesianya

OK lah)
Compromise
(win2 solution)
Each parties gives up something to reach a common ground

Provide solution, permanent (if documented and strict to agreement)
Problem Solving/Confrontation/collaborating
(diadu argumentasi)
Prove one point is right or wrong, disagreement have one correct solution
Provide solution, the best way to resolve conflict
Withdrawal/Avoidance
(Diam saja /abstain)
Leaves the argument and retires. Pospone the conflict to another day
Temporary, the worst way to resolve the conflict
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54
Conflict Management
Kapan tidak max
Managing & Resolving Conflict

High
Use Forcing :
Use Collaborating
(Confrontation) :
When you are sure that you are right
To reduce averall project cost
When an emergency situation exists
To gain commitment and create a
(DO or DIE)
Use Compromise:
When stakes are high and isuues are
For temporary solutions
important
Desire to
satisfy
Oneself
Sendiri
When you are stronger
For backup if collaboration fails
Demonstrate position power
When both parties need to be winners
common power base

When theres enough time & the skills
are complementary
When there is mutual trust, respect &
confidence
When you cant win
Use Avoidance :
When others are as strong as you are
When you cant win or the stakes are low
When youre not so sure you are right
Use Accommodation :
To create obligation for a trade-off at a
When the stakes are high but you arent
leter date
ready yet
When stakes are low & liability is limited
To gain time
To maintain harmony, peace & goodwill
To maintain neutrality or reputation
When youll lose anyway
When you think the problem will go away

by itself
Low
Desire to satisfy Others
High
Orang lain
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55
Important Terms
Hallo effect
The tendency to rate high or low on all factor due to the impression of a
high or low rating on some specific factor
you are a good programmer. Therefor, we will make you a project
manager and also expect you to be great (but , good programmer not
always good project manager
Perquisites
Giving special rewards to some employees such as assigned parking
spaces, corner offices, executive dining
Fringe Benefit
Education benefits, insurance, profit sharing
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56
OUTPUTS
Outputs
.1. Requested changes
.2. Recommended corrective
actions
.3. Recommended preventive
actions
.4. Organizational process
assets (updates)
(updates)
.1. Requested changes (9.4.3.1 p.218)

.2. Recommended corrective actions
(9.4.3.1 p.218)
.3. Recommended preventive actions
(9.4.3.1 p.218)

(updates) (9.4.3.1 p.218)
(updates)(9.4.3.1 p.218)
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Kebiasaan dalam Merespon

tugas yang diberikan
Melibatkan interprestasi dari berbagai profesi keahlian
Dipengaruhi loyalitas
Melihat proyek dari posisi yang sangat berbeda.
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Behavioural responses
What the client wanted
As the planning dept saw it
As the environmentalist saw it
As the architect saw it
As the QS estimated it
As the engineer saw it
As the building inspector saw it
As the fire dept saw it
Sumarno
As the Pito
makers
suppliedit
As the builder erected it
59
Original idea and sketches by Dave Taylor
PROJECT HUMAN RESOURCE MANAGEMENT
Thank you
Pito Sumarno
60

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Buku Panduan

Project Management Institute-USA

PROJECT HUMAN RESOURCE

PMBOK PMI ed 2004

Project Human Resource Management

9.2 Acquire Project team

9.3 Develop Project Team

9.4 Manage project Team

PROJECT HUMAN RESOURCE

9.1 Human Resource Planning

9.2 Acquire Project Team

9.3 Develop Project Team

9.5 Manage Project Team

2 Tools and Technniques

(PMBOK Guide p. 201)

Project Management Plan

Roles and Responsibilities

Direct & Manage

Team Performance assessment

Organizational Process Assets

Project management Plan (updates)

Project Human Resource Management Process Flow Diagram

9. Project Human Resource Management

9.1 HUMAN RESOURCE PLANNING

Project management Plan

TOOLS & TECHNIQUES

9.1 HUMAN RESOURCE PLANNING INPUTS

.3. Project Management Plan.

.2. Organizational process assests

(Grey boxes represent staff engaged in projects activities)

II. Projectized Organization

(Grey boxes represent staff engaged in projects activities.)

III. Weak Matrix Organization

(Grey boxes represent staff engaged in projects activities)

IV. Balanced Matrix Organization

(Grey boxes represent staff engaged in projects activities)

V. Strong Matrix Organization

(Grey boxes represent staff engaged in projects activities)

VI. Composite Matrix Organization

(Grey boxes represent staff engaged in projects activities)

Organizational Structure Influences on Projects

Weak Metrix Balanced Matrix Strong Matrix

9.1 HUMAN RESOURCE PLANNING

.1. Organization charts and potition

.3. Organizational theory

.3. Organizational theory

pencapaian cita-cita, pengakuan

Personal growth and fulfillment

penghargaan, status, dikenal

Achievement, status, responsibility, reputation

Belongingness and Love needs

hubungan sosial, emosional

Biological and Physiological needs

.3. Organizational theory

TEORI X DAN TEORI Y

Teori X memberikan asumsi bahwa :

Pegawai pada dasarnya tidak suka bekerja, bila ada

Teori Y memberikan asumsi yang

Sebagian besar pegawai memiliki kemampuan untuk

.3. Organizational theory

Influence other through reward (untuk memberikan penghargaan)

3. Legitimate Power (Formal) : Influence other through formal authority (kekuasaan

formal yang terjadi karena suatu posisi atau jabatan tertentu)

4. Referen Power : Influence other through charisma (kekuasaan/kekuatan yang bisa