1. BSBPMG405A Apply Human Resource Management Approaches Apply Human Resource Management Approaches Human Resource Management Processes – Part 1 C ertificate IV in Project Management 17871 Qualification Code BSB41507 Unit Code BSBPMG405A

2. BSBPMG405A Apply Human Resource Management Approaches Project HR Management Processes – Part 1 PMBOK Project HR Management Processes - 9.1 Develop Human Resource Plan 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team Related processes from Project Integration Management – 4.2 Develop Project Management Plan PMBOK 4 th Edition

3. BSBPMG405A Apply Human Resource Management Approaches Learning Objectives – Part 1 1.Understand the processes required to manage Human Resources on a project 2.Explain the project human resource planning process and describe the contents of a Human Resource Plan 3.Understand how to assist with Human Resource management of a project. 4.Understand different methods of acquiring human resources for a project

4. BSBPMG405A Apply Human Resource Management Approaches Reading – Human Resources Processes Part 1 Please take some time to review the PMBOK Chapters 4.2, 9.1 and 9.2 This could take 30 to 45 minutes

5. BSBPMG405A Apply Human Resource Management Approaches Project Manager’s Interpersonal Skills In addition to the ability to apply the 9 key knowledge areas, Project Managers require important interpersonal skills to assist in the effective management of projects, specifically in the achievement of project objectives and success criteria – 1.Leadership 2.Team Building 3.Motivation 4.Communication 5.Influencing 6.Decision Making 7.Political and Cultural Awareness 8.Negotiation Source – PMBOK, 4 th Edition, Appendix G Interpersonal Skills

6. BSBPMG405A Apply Human Resource Management Approaches 4.2 Develop Project Management Plan This is the process of defining and documenting the actions necessary to prepare and integrate all subsidiary plans for each of the 8 key knowledge areas of project management. The planning processes for all project management key knowledge areas are normally performed at the same time this process, or expanded upon shortly afterwards The Human Resource Management Plan (9.1) for a project is developed concurrently with the development of the Project Management Plan (4.2) Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

7. BSBPMG405A Apply Human Resource Management Approaches 4.2 Develop Project Management Plan The Project Management Plan – can be composed of subsidiary plans for each of the 8 key knowledge areas or these planning elements can be included into one integrated end product can be either high level or detailed depending on the characteristics of the project and the project management methodology that is being applied Can only be changed via a Change Request once it has been baselined defines how all aspects of the project are to be undertaken through the Execution Phase establishes the mechanisms and processes to Monitor and Control the project defines how the project is to be Closed Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

8. BSBPMG405A Apply Human Resource Management Approaches 4.2 Develop Project Management Plan Inputs into the Project Management Plan – Project Charter Subsidiary plans developed in other planning processes Industry standards and regulations Organisational policies and procedures Project management methodology Project management tools Planning templates Knowledge from past projects Expert judgement and advice Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

9. BSBPMG405A Apply Human Resource Management Approaches 4.2 Develop Project Management Plan Common inclusions in the Project Management Plan – Project lifecycle and project management processes Selected tools and techniques Project objectives and how these will be achieved Change Management Plan Baselines for Scope, Time and Cost Performance measurement and status reporting processes Governance structure Team structure Subsidiary plans if required Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

10. BSBPMG405A Apply Human Resource Management Approaches 9.1 Develop Human Resource Plan The process of identifying and documenting project roles, responsibilities, required skills and reporting relationships. The output is a Staffing Management Plan or a Human Resource Plan. HR planning determines and identifies the people and skills required for project success. Factors that influence HR planning include – competition for resources, scarce skills sets, project prioritisation Occurs during Planning InitiationPlanning ExecutionClose Monitor Control Adapted from PMBOK 4 th Edition

11. BSBPMG405A Apply Human Resource Management Approaches 9.1 Develop Human Resource Plan Inputs to Develop Human Resource Plan - Work Breakdown Structure Project Schedule including resources Activity resource requirements (from Time 6.3) –Required people and competencies Enterprise Environmental Factors –Organisation culture and structure –Existing human resources –Labour market conditions –Industrial Relations frameworks –HR legislation and regulations –Competency frameworks Organisational Process Assets –HR policies and procedures –Templates for organisation charts and position descriptions –Competency frameworks –Lessons learned from previous projects Adapted from PMBOK 4 th Edition

12. BSBPMG405A Apply Human Resource Management Approaches 9.1 Develop Human Resource Plan Tools and techniques to Develop Human Resource Plan Adapted from PMBOK 4 th Edition Organisational Charts Workforce Planning Position Descriptions Subject Matter Experts Responsibility Assignment Matrix Networking

13. BSBPMG405A Apply Human Resource Management Approaches 9.1 Develop Human Resource Plan 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 Adapted from PMBOK 4 th Edition

14. BSBPMG405A Apply Human Resource Management Approaches 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 Project Organisational Charts

15. BSBPMG405A Apply Human Resource Management Approaches Example Project Organisational Chart

16. BSBPMG405A Apply Human Resource Management Approaches Project Org Chart – Samples Project Manager Team Leader 1 Team Member 1 Team Member 2 Team Leader 2 Team Leader 3 Project Director Project Manager 1 Team Leader 1 Team Member 2 Team Member 2 Team Leader 2 Project Manager 2 Project Manager 3

17. BSBPMG405A Apply Human Resource Management Approaches 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, 4 th Edition

18. BSBPMG405A Apply Human Resource Management Approaches Different Types of RAMs A R S I C A P R I S A R C I esponsible ccountable nformed onsulted nformed esponsible nformed ign off onsulted ccountable ign off esponsible articipates

19. BSBPMG405A Apply Human Resource Management Approaches Example RACI Format RACI ChartTeam Members Deliverable/ Activity Project Sponsor Project Manager Team Member 1 Team Member 2 Team Member 3 Project Charter RAICI Communication Plan CR, AIII Human Resource Plan IRACC Deliverable 1 IRICA Deliverable 2 CRCAI Deliverable 3 ICR, ACC R = Responsible, A = Accountable, C = Consult, I = Inform

20. BSBPMG405A Apply Human Resource Management Approaches Example RASIC Format RACI ChartTeam Members Deliverable/ Activity Project Sponsor Project Manager Team Member 1 Team Member 2 Team Member 3 Project Charter R,SAICI Communication Plan SRACC Human Resource Plan ISRAC Deliverable 1 IRICA Deliverable 2 CRCAI Deliverable 3 IR, SACC R = Review, A = Accountable, S = Sign Off, I = Inform, C = Consult/Contribute

21. BSBPMG405A Apply Human Resource Management Approaches 9.1 Develop Human Resource Plan 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 Adapted from PMBOK 4 th Edition Position Description Role – Project Manager Duties ….. Preferred Experience…. Mandatory Skills…. Desirable Skills….. Qualifications…. Project 1 Role – Project Manager Detailed deliverables Detailed roles & responsibilities Project 2 Role – Project Manager Detailed deliverables Detailed roles & responsibilities Project 3 Role – Project Manager Detailed deliverables Detailed roles & responsibilities

22. BSBPMG405A Apply Human Resource Management Approaches 9.1 Develop Human Resource Plan 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 Adapted from PMBOK 4 th Edition

23. BSBPMG405A Apply Human Resource Management Approaches 9.1 Develop Human Resource Plan 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 4 th Edition

24. BSBPMG405A Apply Human Resource Management Approaches 9.1 Develop Human Resource Plan Outputs of this process include – Human Resource Plan –Roles and responsibilities –Authority levels –Competencies –Position Descriptions Project organisation charts Staffing Management Plan –Staff acquisition approaches –Resource calendars –Staff on boarding and release plan –Training needs –Performance management –Recognition and reward framework –Compliance with regulations and policies –Occupational Health and Safety Adapted from PMBOK 4 th Edition

25. BSBPMG405A Apply Human Resource Management Approaches Human Resource or Staffing Management Plan The Human Resource Plan and/or Staffing Management Plan are the critical outputs of this process, they are often combined into the one deliverable Common inclusions in the Human Resource Plan – –Roles and responsibilities –Authority levels –Competencies –Position Descriptions –Staff acquisition approaches –Resource calendars –Staff on boarding and release plan –Training needs –Performance management –Recognition and reward framework –Compliance with regulations and policies –Occupational Health and Safety Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

26. BSBPMG405A Apply Human Resource Management Approaches 9.2 Acquire Project Team The process of confirming human resource availability and selecting the team members necessary to complete the project activities The Project Manager may not have direct control over resource selection due to industrial agreements, Project Sponsor preferences and internal HR policies Project Managers need to negotiate and influence in order to obtain the best team possible for the project Inappropriate team members will decrease the ability to meet project objectives and success measures Failure to find the optimal human resources may result in re- planning and change requests Undertaken during Execution InitiationPlanning ExecutionClose Monitor Control Adapted from PMBOK 4 th Edition

27. BSBPMG405A Apply Human Resource Management Approaches 9.2 Acquire Project Team The inputs into Acquire Project Team are – Project Management Plan Human Resource Management Plan Resource Calendars and Availability Work Breakdown Structure Position Descriptions Skills and competencies Enterprise Environmental Factors –HR legislation and regulations –Industry HR agreements –Labour market conditions Organisational Process Assets –Internal HR policies and procedures InitiationPlanning ExecutionClose Monitor Control Adapted from PMBOK 4 th Edition

28. BSBPMG405A Apply Human Resource Management Approaches 9.2 Acquire Project Team Tools and techniques to Acquire Project Team include - Adapted from PMBOK 4 th Edition Pre-assignment External Recruitment Negotiation Internal Acquisition Resource Pools Virtual Teams Contractors & Consultants

29. BSBPMG405A Apply Human Resource Management Approaches 9.2 Acquire Project Team Pre-assignment – Occurs when project team members are selected in advance due to specialist skills and reserved for the project Can create issues if there are dependencies on these staff completing previously assigned projects before moving to the new project Resource Pools - Mature project management organisations will often have a list of all project based resources that can be assigned to projects These are normally centrally managed by the PMO or HR department and keep track of availability, competencies, costs and personal preferences Adapted from PMBOK 4 th Edition

30. BSBPMG405A Apply Human Resource Management Approaches 9.2 Acquire Project Team Negotiation – The Project Manager may need to negotiate for specific, critical resources with other lower priority projects or with their functional/line manager May also be required as part of External Recruitment activities and governed by organisational policies Internal Acqusition - Project team members are obtained from within the organisation Can be undertaken in an informal manner, where staff are simply approached to assess interest Can require a more formal internal recruitment approach depending on internal policies Adapted from PMBOK 4 th Edition

31. BSBPMG405A Apply Human Resource Management Approaches 9.2 Acquire Project Team External Recruitment – Sometimes undertaken simultaneously with internal recruitment acquisition activities Looking at the external market for project resources using direct recruitment or via recruitment agencies Often governed by internal policies and preferred supplier agreements Contractors and Consultants - Can be faster than going to the broad external market Approach specialist providers and preferred suppliers for contract resources May also require specialist consultants with niche skills for short engagements Adapted from PMBOK 4 th Edition

32. BSBPMG405A Apply Human Resource Management Approaches 9.2 Acquire Project Team Virtual Teams and Flexible Arrangements – There are many possibilities available for resource acquisition and also alternative working arrangements Can form virtual project teams from widespread geographic locations via electronic communication and collaboration tools Specialist expertise may not always be available locally or full time Considers team members who – –Work from home –Work part time –Have disabilities Adapted from PMBOK 4 th Edition

33. BSBPMG405A Apply Human Resource Management Approaches 9.2 Acquire Project Team Outputs of this process include – Project staff assignments –Project directory –Letters confirming engagement Project Organisation Chart updates Resource Calendars Project Management Plan updates Human Resource Management Plan updates Staffing Management Plan updates Project Schedule updates Project Budget updates Change Requests Adapted from PMBOK 4 th Edition

34. BSBPMG405A Apply Human Resource Management Approaches People Selection Techniques 1.Take some time to reflect on the job interviews that you have attended and conducted. 2.Have you ever experienced inappropriate selection techniques, such as unacceptable questions or possibly discrimination. 3.Then go to the Forum on People Selection Techniques and provide comment on the experiences that you have had and pose alternates that would have been more ethical. Research PracticeComment

35. BSBPMG405A Apply Human Resource Management Approaches Next Steps Please proceed to Human Resource Processes Part 2 in the Learning Program. Best of Luck!