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-1-ocumentsD—sponsors,customers,individualcontributors,andothersdescribedinSection2.2.Figure9-lprovidesanoverviewofthefollowingmajorprocesses:2.29-19.lOrganizationalPlanning—identifying,docu-menting,andassigningprojectroles,responsibilities,andreportingrelationships.9.2StaffAcquisition—gettingthehumanresourcesneededassignedtoandworkingontheproject.9.3TeamDevelopment—developingindividualandgroupskillstoenhanceprojectperformance.Theseprocessesinteractwitheachotherandwiththeprocessesintheotherknowledgeareasaswell.Eachprocessmayinvolveeffortfromoneormoreindividualsorgroupsofindividualsbasedontheneedsoftheproject.Althoughtheprocessesarepresentedhereasdiscreteelementswithwelldefinedinterfaces,inpracticetheymayoverlapandinteractinwaysnotdetailedhere.ProcessinteractionsarediscussedindetailinChapter3,ProjectManagementProcesses.-2-ocumentsD:zLeading,communicating,negotiating,andothersdiscussedinSection2.4,KeyGeneralManagementSkills.2.4zDelegating,motivating,coaching,mentoring,andothersubjectsrelatedtodealingwithindividuals.zTeambuilding,dealingwithconflict,andothersubjectsrelatedtodealingwithgroups.zPerformanceappraisal,recruitment,retention,laborrelations,healthandsafetyregulations,andothersubjectsrelatedtoadministeringthehumanresourcefunction.Mostofthismaterialisdirectlyapplicabletoleadingandmanagingpeopleonprojects,andtheprojectmanagerandprojectmanagementteamshouldbefamiliarwithit.However,theymustalsobesensitiveastohowthisknowledgeisappliedontheproject.Forexample:-3-ocumentsD(describedinSection10.1)sincetheproject’sorganizationalstructurewillhaveamajoreffectontheproject'scommunicationsrequirements.10.19.1.1InputstoOrganizationalPlanning.1Projectinterfaces.Projectinterfacesgenerallyfallintooneofthreecategories:.1-7-ocumentsD—formalandinformalreportingrelationshipsamongdifferentorganizationalunits.Organizationalinterfacesmaybehighlycomplexorverysimple.Forexample,developingacomplextelecommunicationssystemmayrequirecoordinatingnumeroussubcontractorsoverseveralyears,whilefixingaprogrammingerrorinasysteminstalledatasinglesitemayrequirelittlemorethannotifyingtheuserandtheoperationsstaffuponcompletion.zTechnicalinterface—formalandinformalreportingrelationshipsamongdifferenttechnicaldisciplines.Technicalinterfacesoccurbothwithinprojectphases(e.g.,thesitedesigndevelopedbythecivi1engineersmustbecompatiblewiththesuperstructuredevelopedbythestructuralengineers)andbetweenprojectphases(e.g.,whenanautomotivedesignteampassestheresultsofitsworkalongtotheretooling1teamthatmustcreatethemanufacturingcapabilityforthevehicle).zInterpersonalinterface—formalandinformalreportingrelationshipsamongdifferentindividualsworkingontheproject.1v.-8-ocumentsD