9.1 Plan Human Resource Management The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships and creating a staffing management plan. The output is a Human Resource Management Plan which includes a staffing management plan. HR planning determines and identifies the people and skills required for project success. Including time frames for staff training, acquisition and release. Factors that influence HR planning include – competition for resources, scarce skillsets, project prioritisation Occurs during Planning Initiation Planning Execution Close Monitor Control Adapted from PMBOK 5th Edition

9.1 Plan Human Resource Management Inputs to Develop Human Resource Management Plan - Project Management Plan Activity resource requirements (from Time 6.4) Required people and competencies Enterprise Environmental Factors Organisation culture and structure Existing human resources Geographical dispersion of team members Personnel administration policies Marketplace conditions Organisational Process Assets HR policies and procedures Templates for organisation charts and position descriptions Competency frameworks Lessons learned from previous projects Adapted from PMBOK 5th Edition

9.1 Plan Human Resource Management Tools and techniques to Plan Human Resource Management Networking Organisational Charts Position Descriptions Workforce Planning Responsibility Assignment Matrix Expert Judgement Meetings Organisational Theory Adapted from PMBOK 5th Edition

9.1 Plan Human Resource Management Organisational Charts – traditional hierarchical organisational charts can be very effective to show team members where the project fits within the overall organisational structure AND to depict the structure and reporting lines for the project Project organisational charts are also known as Resource Breakdown Structures Responsibility Assignment Matrix (RAM) - A matrix based organisational chart which is used to illustrate responsibilities for deliverables and activities It assigns project team members to deliverables and activities and also indicates their role for each deliverable General Manager Project Manager Finance Manager HR Manager Adapted from PMBOK 5th Edition

Project Organisational Charts Project Organisational Charts are designed to show project positions in relation to each other in the hierarchy Functional Organisational Charts can also be useful to show how the project team resources fit into other structures within the organisation It is common for a project team member to have a “project” reporting line and a “functional” reporting line or Line Manager

Example Project Organisational Chart

Project Organisation Chart – Samples Manager Team Leader 1 Leader 2 Leader 3 Member 1 Member 2 Project Director Manager 1 Manager 2 Manager 3 Team Leader 1 Leader 2 Member 2

Responsibility Assignment Matrix Definition of a Responsibility Assignment Matrix (RAM) – A structured table that relates the project organisation chart/structure to the work breakdown structure to help ensure that all components of the project scope have been assigned to a project team or team member It relates the activities and deliverables in the work break down structure to project team members and other people who have delivery responsibilities on the project. It helps to ensure project execution by assigning all components of the project’s scope to someone who is responsible for getting it done. Source – Adapted from PMBOK, 5th Edition

Different Types of RAMs C I R A P R I S esponsible esponsible articipates A ccountable ccountable ccountable S ign off onsulted esponsible I nformed nformed nformed C onsulted ign off

Example RACI Format R A I C R, A RACI Chart Team Members Deliverable/ Activity Project Sponsor Manager Team Member 1 Member 2 Member 3 Project Charter R A I C Communication Plan R, A Human Resource Deliverable 1 Deliverable 2 Deliverable 3 R = Responsible, A = Accountable, C = Consult, I = Inform

Example RASIC Format R,S A I C S R R, S RACI Chart Team Members Deliverable/ Activity Project Sponsor Manager Team Member 1 Member 2 Member 3 Project Charter R,S A I C Communication Plan S R Human Resource Deliverable 1 Deliverable 2 Deliverable 3 R, S R = Review, A = Accountable, S = Sign Off, I = Inform, C = Consult/Contribute

Example RASIC Format This is an example of using the RASIC approach for a kitchen renovation. It links to the WBS and don't forget to include an explanation of the abbreviations!  Activities PM Kitchen installer Electrician Plumber Gas Fitter Sponsor Choose Colour Scheme  A    R,S Design Kitchen  R  C,S Lodge Strata Approval Application R, A Research Appliances Research portable stove for borrowing Research Kitchen Fitout C Pick up portable stove Purchase kitchen fitout  I R,A Purchase Appliances Sign Up Contractors Strip Out Old Kitchen I  R,A Paint Walls & Windows Install Cupboards & Bench Tops Install Sink Install Splashback Fit out Flooring Connect Appliances & Sink A R R = Review, A = Accountable, S = Sign Off, I = Inform, C = Consult/Contribute

9.1 Plan Human Resource Management Position Descriptions – Text document that details the roles and responsibilities of each team member or position Project roles often have a base or standard position description with a specific roles and responsibilities statement being tailored and produced for each project Project 1 Role – Project Manager Detailed deliverables Detailed roles & responsibilities Position Description Role – Project Manager Duties ….. Preferred Experience…. Mandatory Skills…. Desirable Skills….. Qualifications…. Project 2 Role – Project Manager Detailed deliverables Detailed roles & responsibilities Project 3 Role – Project Manager Detailed deliverables Detailed roles & responsibilities Adapted from PMBOK 5th Edition

9.1 Plan Human Resource Management Workforce Planning - Occurs prior to recruitment or resource acquisition Typically associated with broad based planning of human resources in order to achieve an organisation’s strategic and business goals, can also be applied to projects Aligns the human resource requirements in order to meet the objectives of the project based on the definition of the resources required for each activity in the schedule People may be unsuitable in terms of skills and experience, in this case they can be retrained or retrenched and new people recruited Project Managers do not always get to specify and select all of their people which can leave major capability gaps and increase risk on the project

9.1 Plan Human Resource Management Subject Matter Experts – Assistance in planning and selecting the people for a project can be sought from the internal HR department, the Project Management Office and also external recruitment providers There may be policies and procedures that make it necessary to involve the internal HR department in the process Networking - Formal and informal interaction with the organisation and project management community Can be very useful at the beginning of a project in order to understand what resources are coming available and also for professional development of team members during the project Adapted from PMBOK 5th Edition

9.1 Plan Human Resource Management The output of this process is the Human Resource Management Plan Roles and Responsibilities Role Authority Responsibility Competency Project organisation charts Staffing Management Plan Staff acquisition approaches Resource calendars Staff on boarding and release plan Training needs Recognition and reward framework Compliance with regulations and policies Work Health and Safety Project Manager Plumber Electrician Tiler Adapted from PMBOK 5th Edition