1. 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

2. 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

3. 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

4. 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

5. 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

6. Example Project Organisational Chart

7. 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

8. 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

9. Different Types of RAMsC 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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