Project HR Management PDF

INTRODUCTION INTO PROJECT RESOURCE MANAGEMENT PROJECT MANAGEMENT RESOURCES PRM - 1011  PROJECT HR MANAGEMENT Learning Outcome: Demonstrate the ability to create a resource management plan. Learning Objectives: LO1. Describe RMP along with its inputs. LO2. Demonstrate how...

INTRODUCTION INTO PROJECT RESOURCE MANAGEMENT PROJECT MANAGEMENT RESOURCES PRM - 1011  PROJECT HR MANAGEMENT Learning Outcome: Demonstrate the ability to create a resource management plan. Learning Objectives: LO1. Describe RMP along with its inputs. LO2. Demonstrate how to use various T&T to create RMP. LO3. Explain the outputs of the PRM process.  1. INTRODUCTION Resource planning is the process of forecasting the resources required to complete a project (cost estimations, determining how resources will be acquired and making a schedule to allocate them). A proper resource plan will map out the exact quantities of the necessary storable resources (such as cash) and non-storable resources (like machinery or labor). VIDEO: Resource Planning for Projects: A Guide - Project Management Training https://www.youtube.com/watch?v=akj4R1xZHzA  2. HRM PROCESSES 1. Planning – identify and document project roles, responsibilities and reporting relationships Output: HR Plan 2. Acquiring the project team – assign the needed personnel to work on the project Output: project staff assignments, resource calendars, PMP updates 3. Developing the project team – build individual/group skills to enhance project performance (teambuilding) Output: team performance assessment 4. Managing the project team – track team member performance, motivate team members, provide timely feedback, resolve issues and conflicts Output: change requests, project documents updates HRM PROCESSES 3. PLAN HR MANAGEMENT 3.1 PLAN HR MANAGEMENT 3.1.1 INPUTS: PROJECT MANAGEMENT PLAN Includes: Change management plan Scope management plan Schedule management plan Requirements management plan Cost management plan Quality management plan Resource management plan Communications management plan Risk management plan Procurement management plan Stakeholder engagement plan  INPUTS: PROJECT MANAGEMENT PLAN Contains baselines: Scope baseline Schedule baseline Cost baseline Performance measurement baseline (an integrated baseline that includes scope, schedule, and cost) Alignment : All subsidiary management plans Project roadmap Milestone list  INPUTS: PROJECT MANAGEMENT PLAN Tailoring Tips: For large and complex projects, each subsidiary management plan will likely be a separate standalone plan. In this case you may present your project management plan as a shell with just information on the life cycle, development approach, and key reviews, and then provide a link or reference to the more detailed subsidiary management plans. For smaller projects, a project roadmap that summarizes the project phases, major deliverables, milestones, and key reviews may be sufficient. You will likely have additional subsidiary management plans that are relevant to the nature of your project, such as a technology management plan, a logistics management plan, a safety management plan, and so forth.  PROJECT MANAGEMENT PLAN PM PLAN 3.1.2 ACTIVITY RESOURCE REQUIREMENTS The resource requirements describe Receive information from: the type and quantity of resources Assumption log needed to complete the project Resource management plan work Include: Scope baseline People Activity list Equipment Activity attributes Material Cost estimates resource calendars Risk register Supplies Provides information to: Locations (as needed) Duration estimating worksheet *Locations can include training Project schedule rooms, testing sites, and so on. Cost estimating worksheet Alignment: Risk register Project schedule Procurement management plan Cost estimates Bid documents  ACTIVITY RESOURCE REQUIREMENTS Tailoring Tips: You may want to divide the form into two sections—one for team resources and one for physical resources. As an alternative you can have one section for internal resources and one section for contracted or purchased resources. Consider adding a column that includes the basis of estimates. This can include supporting detail such as: ○ Method used for estimating the quantities ○ Range of estimates ○ Confidence level of estimates ○ Constraints or risks associated with the resource For projects with large amounts of inventory, supplies, or material you may want to document support requirements, such as inventory, supply chain, and logistical requirements. ACTIVITY RESOURCE REQUIREMENTS 3.1.3 INPUTS: EEF  INPUTS: EEF Project Documents can be considered as inputs for this process include but are not limited to: Project schedule: The project schedule shows the timeline for needed resources. Requirements documentation: Requirements will dictate the type and amount of resources needed for the project and may influence how they are managed. Risk register: The risk register contains information on threats and opportunities that may impact resource planning. Stakeholder register: The stakeholder register aids in identifying those stakeholders who have a particular interest in or an impact on resources needed for the project. It also helps to identify stakeholders who can influence the use of one kind of resource over another. 3.1.4 INPUTS: OPA  OPA The Organizational Process Assets that can influence the Plan Resource Management include but are not limited to: Human resource policies and procedures, Physical resource management policies and procedures, Safety policies, Security policies, Templates for the resource management plan, and Historical information for similar projects. 3.2 PLAN HR MANAGEMENT: T&T  3.2.1 T&T: PROJECT ORGANIZATION CHARTS A Project Organization Chart is a visual reference of a team’s structure - used to illustrate a variety of relationships, including reporting and supervision hierarchies, as well as interactions and responsibilities expected of various members of the project framework.  3.2.1 T&T: PROJECT ORGANIZATION CHARTS A typical organization chart highlights four major roles: 1.The project sponsor 2.The project manager 3.The project team 4.Other stakeholders T&T: PROJECT ORGANIZATION CHARTS The Project Sponsor - a recipient of a project’s deliverables and often holds the greatest stake in the project’s success, enables the project either through approval and/or funding—this also gives them relative authority over the major decisions in a project, even higher than that of the project manager. E.G.: A marketing campaign will typically have a marketing/brand representative be the project sponsor, as they are largely accountable for the success of a product or service. The rest of the marketing team reports outputs and metrics back to this representative to gauge whether objectives are achieved. The Project Manager - responsible for the day-to-day coordination of a project, liaising mainly with the project team and reporting progress to sponsors and stakeholders. Their focus lies on managing budget, scope, and cost to achieve the highest-quality results on a project, in line with its objectives. The Project Team - produces a large portion of the project’s deliverables and reports to the project manager to help keep things on track. The team can be represented by one or multiple departments, and its size varies greatly depending on the needs of the project. Stakeholders - hold varying levels of interest and/or power in a project’s outcome. E.G.: Clients, customers, end users, investors, and vendors are typical inclusions in a project structure. External vendors, organizations, and regulatory agencies may also be in the picture, depending on the type of project being undertaken. T&T: PROJECT ORGANIZATION CHARTS Data Representation - techniques that can be used for this process include but are not limited to charts. Various formats exist to document and communicate team member roles and responsibilities: hierarchical, matrix, or text-oriented formats. Objective - to ensure that each work package has an unambiguous owner and that all team members have a clear understanding of their roles and responsibilities. E.G.: A hierarchical format may be used to represent high-level roles, while a text-based format may be better suited to document the detailed responsibilities. Hierarchical charts. The traditional organizational chart structure can be used to show positions and relationships in a graphical, top-down format. Work breakdown structures (WBS). The WBS is designed to show how project deliverables are broken down into work packages and provide a way of showing high-level areas of responsibility. Organizational breakdown structure (OBS). While the WBS shows a breakdown of project deliverables, an OBS is arranged according to an organization's existing departments, units, or teams, with the project activities or work packages listed under each department. An operational department, such as information technology or purchasing, can see all of its project responsibilities by looking at its portion of the OBS. Resource breakdown structure. The resource breakdown structure is a hierarchical list of team and physical resources related by category and resource type that is used for planning, managing and controlling project work. Each descending (lower) level represents an increasingly detailed description of the resource until the information is small enough to be used in conjunction with the work breakdown structure (WBS) to allow the work to be planned, monitored, and controlled. T&T: PROJECT ORGANIZATION CHARTS Various formats exist to document and communicate team member roles and responsibilities: hierarchical, matrix, or text-oriented formats. Text-oriented formats: Team member responsibilities that require detailed descriptions can be specified in text-oriented formats. Usually, in outline form, these documents provide information such as responsibilities, authority, competencies, and qualifications. The documents are known by various names including position descriptions and role-responsibility-authority forms. These documents can be used as templates for future projects, especially when the information is updated throughout the current project by applying lessons learned. T&T: PROJECT ORGANIZATION CHARTS Assignment Matrix: RAM – Responsibility assignment Matrix maps the work of the project described in WBS to the people responsible for performing the work. - Used to illustrate the connections between work packages, or activities, and project team members. - On larger projects, RAMs can be developed at various levels. E.G.: A high-level RAM can define the responsibilities of a project team, group, or unit within each component of the WBS. Lower-level RAMs are used within the group to designate roles, responsibilities, and levels of authority for specific activities. - The matrix format shows all activities associated with one person and all people associated with one activity. This also ensures that there is only one person accountable for any one task to avoid confusion about who is ultimately in charge or has authority for the work.  RAM MATRIX T&T: PROJECT ORGANIZATION CHARTS T&T: PROJECT ORGANIZATION CHARTS One example of a RAM is a RACI (responsible, accountable, consult, and inform) RACI chart – shows key roles of the project stakeholders. A RACI chart is a useful tool used to ensure a clear assignment of roles and responsibilities when the team consists of internal and external resources.  Responsibility-Who does the task? Accountability – Who signs off on the task or has authority for it? Consultation – Who has information necessary to complete the task? Informed – Who needs to be notified of task status or results? 3.2.2 T&T: NETWORKING  3.2.3 T&T: ORGANIZATIONAL THEORY Organizational theory provides information regarding the way in which people, teams, and organizational units behave. Effective use of common techniques identified in organizational theory can shorten the amount of time, cost, and effort needed to create the Plan Resource Management process outputs and improve planning efficiency. Applicable organizational theories may recommend exercising a flexible leadership style that adapts to the changes in a team's maturity level throughout the project life cycle. It is important to recognize that the organization's structure and culture impacts the project organizational structure.  3.2.4 T&T: EXPERT JUDGEMENT Expertise should be considered from individuals or groups with specialized knowledge or training in the following topics: Negotiating for the best resources within the organization; Talent management and personnel development; Determining the preliminary effort level needed to meet project objectives; Determining reporting requirements based on the organizational culture; Estimating lead times required for acquisition, based on lessons learned and market conditions; Identifying risks associated with resource acquisition, retention, and release plans; Complying with applicable government and union regulations; and Managing sellers and the logistics effort to ensure materials and supplies are available when needed.  3.2.5 T&T: MEETINGS The project team may hold meetings to plan resource management for the project. 3.3 PLAN HR MANAGEMENT: OUTPUTS  3.3 OUTPUTS: RM PLAN Provides: guidance on how team and physical resources should be allocated, managed, and released. Includes: Estimating methods used to identify the type, number, and skill level of team resources Information on how project team members will be acquired and released Roles and responsibilities associated with the project Project organizational chart Training requirements Rewards and recognition Team development Methods used to identify the type, amount, and grade of physical resources Information on how physical resources will be acquired Methods for managing physical resources, such as inventory, supply chain, and logistics  OUTPUTS: RM PLAN Receives information from: Provides information to: Project charter Project budget Quality management plan Resource requirements Scope baseline Resource breakdown Project schedule structure Requirements Team performance documentation assessments Risk register Communications management plan Stakeholder register Risk register Alignment: Procurement management Work breakdown structure plan Requirements documentation Quality management plan Procurement management plan  OUTPUTS: RM PLAN Tailoring Tips: If you need to bring in outside contractors for the project you will need to include information on how to on-board them to the project. You will also need to consider how to ensure they have all the information they need, but no access to proprietary data. This may include a “non-disclosure agreement” or similar forms. For any team or physical resources that are acquired from outside the organization you will need to work with procurement policies for the organization and the project. Projects with large amounts of inventory, supplies, or material should either reference organizational policies regarding managing physical resources or provide sufficient detail to ensure appropriate control. OUTPUTS: RM PLAN OUTPUTS: RM PLAN  3.3.1 TEAM CHARTER Used to establish ground rules and guidelines for the team; particularly useful on virtual teams and teams that are comprised of members from different organizations. Includes: Team values and principles Meeting guidelines Communication guidelines Decision-making process Conflict resolution process Team agreements  TEAM CHARTER Tailoring Tips: If you bring in contractors for key roles in the project you should include them in developing the team charter. If your organization has organizational values, make sure your team charter is aligned with the organizational values. International teams may need to spend more time developing this document as different cultures have different ways of making decisions and resolving conflicts. Alignment: Resource management plan  3.3.2 DEVELOPING THE HUMAN RESOURCE PLAN 1. Identify and document project roles, responsibilities, skills, reporting relationships 2. Identify types of people needed to staff the project 3. Work with top management and team members to create an organizational chart for the project 3.3.3 DEVELOPING THE HUMAN RESOURCE PLAN  Resources Cynthis Snyder Dionisio, A Project Manager's Book of Forms, Third, Wiley ISBN: 9781119393986 Cynthia Snyder Dionisio, A Project Manager's Book of Tools and Techniques, first, Wiley ISBN: 9781119423966 Project Management Institute + Agile Alliance, PMBOK Guide-6th edition + Agile Practice Guide bundle – Free PDF download with PMI student membership, PMBOK Guide-6th edition, Agile Practice Guide- 1st edition, Project Management Institute + Agile Alliance ISBN: 9781628253825 Project Management Institute, The standard for project management and PMBOK Guide-7th edition - Free PDF download with PMI student membership, 7th, Project Management Institute ISBN: 9781628256673  KEY POINTS Coercive power, collaborating mode, compromise mode, confrontation mode, deputy project managers, empathic listening, expert power, extrinsic motivation, RACI chart, rapport, referent power, resource histogram, resource leveling, RAM, reward power, smoothing mode, staffing management plan, subproject managers, synergy, team development, Tuckman model, withdrawal mode