**5. Conclusion**

#### **5.1. Some references of human resource management in project management**

Whether developing a system-wide strategic plan, promulgating an organizational development (OD) intervention, producing a new training curriculum, or supporting individual learning at work, human resource development (HRD) activities are more often organized in projects [134]. Project work has become increasingly prevalent in organizations around the world and is an important consideration for the success of the organization [135]. Project management has become an essential organizational competence [136]. As a project management research, the methodology and development of the theory have increased, so that corporate and investment in knowledge and project management personnel have improved [137].

"Human capital is of unique importance in today's economy because a growing number of organizations rely on their employee's knowledge-related capabilities versus their physical labor to achieve business goals (p. 4)" [138]. And undoubtedly, one must agree with the author that this is especially applicable and valid for project teams. As [139] point out, the success or failure of projects depends on the people who are involved in it, so human capital in project management is an important issue to analyze in the management of the projects [140].

The purpose of human resources in the project management area is to build a cohesive team to ensure that the project has the sufficient and suitable personnel, with appropriate skills and experience to fully contribute to the achievement and success of the project.

Some questions must be answered in the election of human resources in a project such as which sorts of resources are required, which number of resources is adequate for the tasks and deliverables, or even, the staff required and the time necessary for phase, what kind of skills are needed, how they will be acquired, and when and for how long they will be required. Another answer that must be replied to is for instance what core skills, competencies, and experience the professionals need to present to occupy a variety of roles during a project.

Developing a human resource plan, acquiring, developing, and managing a project team are steeped and embedded actions in a project. Developing a project team is the process in which the project manager improves the competencies and team performance as a whole. On the other hand, in specific situations, as faced in developing countries, the shortage of human capital at managerial and executive levels may have unfortunate consequences for successful project completion and [141] have summarized the same in their findings. Management in the context of project management comprises actions such as leadership and team building.

#### **5.2. Contributions of the work to the management of the projects**

Given the unique characteristics of a project such as its duration determined in time and a particular context, sometimes it will be necessary to intervene directly and promptly in a learning problem or a new situation of change. In these cases, training must be immediate and adjusted to the problem and context, and this is what [131] call "just-in-time training" (JIT-T): JIT-T means "as needed" training rather than accumulating an inventory of know-how that is lost over time. JIT-T indicates not only at the right moment but also just enough training, and in just the right context. JIT-T may also be considered as a rediscovery of on-the-job training

Therefore, training and education have traditionally been considered as fundamental elements of project management [132]. Thus, research shows that training is a key factor in the

Whether developing a system-wide strategic plan, promulgating an organizational development (OD) intervention, producing a new training curriculum, or supporting individual learning at work, human resource development (HRD) activities are more often organized in projects [134]. Project work has become increasingly prevalent in organizations around the world and is an important consideration for the success of the organization [135]. Project management has become an essential organizational competence [136]. As a project management research, the methodology and development of the theory have increased, so that corporate and investment in knowledge and project management per-

"Human capital is of unique importance in today's economy because a growing number of organizations rely on their employee's knowledge-related capabilities versus their physical labor to achieve business goals (p. 4)" [138]. And undoubtedly, one must agree with the author that this is especially applicable and valid for project teams. As [139] point out, the success or failure of projects depends on the people who are involved in it, so human capital in project management is an important issue to analyze in the management of the

The purpose of human resources in the project management area is to build a cohesive team to ensure that the project has the sufficient and suitable personnel, with appropriate skills and

Some questions must be answered in the election of human resources in a project such as which sorts of resources are required, which number of resources is adequate for the tasks and deliverables, or even, the staff required and the time necessary for phase, what kind of skills are needed, how they will be acquired, and when and for how long they will be required.

experience to fully contribute to the achievement and success of the project.

**5.1. Some references of human resource management in project management**

in a self-paced manner [131].

56 Human Capital and Competences in Project Management

implementation of projects [133].

sonnel have improved [137].

projects [140].

**5. Conclusion**

Following the perspective of the learning organization [36], this work has as main objective to propose a model of the learning project. The idea is that workplaces should encourage and motivate learning so that personal and organizational growth is achieved. But for learning to take place, a series of conditions or factors that influence learning should be facilitated. Among these factors, the following were highlighted: progressive leadership, cooperative teams, openness at work, a realistic workload, mechanisms to recognize staff, and participation in decision-making [142]. This work has developed based on these proposals.

The learning project we propose is based on four pillars related to nontangible aspects of strategy, leadership, culture, structure, and learning facilities. Leadership is the project guide that brings together the shared interests of the project and the leader of a project becomes a leader of learning [143]. Also, through leadership, a culture and a project structure are generated and consolidated. At the same time, structure and culture are interrelated, so an effective communication management plan (as part of the structure of a project) fosters a collaborative culture that in turn develops a cohesive project team [144], which in turn promotes participation in decision-making and lays the groundwork for learning in the project [24]. The last pillar of the model is continuous training. Training forms the basis of the model; thanks to the training, a full range of skills are developed that are necessary for the development of the project, which by its very nature is multidimensional.

In short, the model proposed is based on leadership [145]. Leadership drives a culture and a learning structure, and all this is consolidated through continuous training as a powerful means of learning throughout life.

Also, it would be required to consider that, although project management traditionally fits with a positivist epistemological framework, projects are often characterized as separate (to the "regular" organization) and temporary and the tasks that are performed focus on the unique objectives of the project [146]. However, teams are often socially and contextually intertwined beyond their host organizations and often pursue goals (stated or implicit) that go beyond traditional measures of real projects such as personal learning, knowledge development, career advancement, or organizational cultural changes [147].

All these aspects should be considered in the development of the project, especially if you take into account that the basis for success or failure of projects depends on the people who are involved in it [139, 140]. The search for a balance between the objectives of the project and the interests of their participants can ensure a better outcome of the project.
