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9 - PROJECT HUMAN RESOURCE MANAGEMENT

Software teams perform better with less of a command-and-control structure and more of a facilitation approach
to project management [35]. Instead of planning to give detailed task lists to team members, effective software
project managers plan on presenting work as questions to be answered or problems to be solved and allow
team members to organize internally to meet these challenges. This provides a more stimulating and rewarding
environment for software team members and also defers design and construction decisions by keeping solutions
open to creative approaches that may not have been envisioned during the initiation and planning phases of the
software project.
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A commonly used approach to managing software projects is for the project manager to adopt a servant
leadership role, which enables empowered teams. Team members are encouraged to wear many hats and contribute
regardless of their formal title, which balances the workload and enables completion of the tasks required for
project success.

In recognition of the professionalism generally seen among project team members, project managers are
encouraged to take a Theory Y view of team members rather than a Theory X approach [36].

McGregor’s Theory X asserts that employees are inherently lazy and will avoid work whenever they can. Theory
X managers believe that workers need to be closely supervised and comprehensive systems of controls should be
developed and enforced. In contrast, Theory Y posits that employees are ambitious and self-motivated. They enjoy
creative problem solving, but their talents are underused in most organizations. Theory Y managers communicate
openly with team members, minimize the difference between superior-subordinate relationships, and create
a comfortable environment in which subordinates can develop and use their talents and abilities. This climate
includes shared decision making so that subordinates have a say in decisions that influence them and their work
products [37].

When planning Software Project Human Management, effective software project managers modify their
management style for the characteristics of software project team members, try to avoid command and control
structures, and promote the problem-solving motivational factors that drive software professionals. Also, software
project managers plan for cross-functional teams that have all the skills available among the team members that
are needed to develop the software product.

9.2 Acquire Project Team

The inputs, tools and techniques, and outputs for acquiring a project team in Section 9.2 of the PMBOK Guide
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are applicable to acquiring a software project team.

9.2.1 Acquire Project Team: Inputs

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The inputs for acquiring a project team in the PMBOK Guide are applicable to acquiring a project team for
software projects, with the following extensions.

©2013 Project Management Institute. Software Extension to the PMBOK Guide Fifth Edition 165
®