Page 310 -
P. 310
9 - PROJECT HUMAN RESOURCE MANAGEMENT
Examples of interpersonal skills that a project manager uses most often include:
• Leadership. Successful projects require strong leadership skills. Leadership is important through all
phases of the project life cycle. There are multiple leadership theories defining leadership styles that
should be used as needed for each situation or team. It is especially important to communicate the vision
and inspire the project team to achieve high performance.
• Influencing. Because project managers often have little or no direct authority over team members in a
matrix environment, their ability to influence stakeholders on a timely basis is critical to project success.
Key influencing skills include:
○ Ability to be persuasive and clearly articulate points and positions;
○ High levels of active and effective listening skills;
○ Awareness of, and consideration for, the various perspectives in any situation; and
○ Gathering relevant and critical information to address important issues and reach agreements
while maintaining mutual trust.
• Effective decision making. This involves the ability to negotiate and influence the organization and the
project management team. Some guidelines for decision making include:
○ Focus on goals to be served,
○ Follow a decision-making process,
○ Study the environmental factors,
○ Analyze available information,
○ Develop personal qualities of the team members,
○ Stimulate team creativity, and
○ Manage risk.
9.4.3 Manage Project team: outputs
9.4.3.1 change requests
Staffing changes, whether by choice or by uncontrollable events, can affect the rest of the project management
plan. When staffing issues disrupt the project team from adhering to the project management plan such as causing
the schedule to be extended or the budget to be exceeded, a change request can be processed through the
Perform Integrated Change Control process. Staffing changes may include moving people to different assignments,
outsourcing some of the work, and replacing team members who leave.
284 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
®
Licensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.