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Manage Project Human Resources Human Resource Management Processes – Part 1 Diploma of Project Management 17872 Qualification Code BSB51507 Unit Code.

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Presentation on theme: "Manage Project Human Resources Human Resource Management Processes – Part 1 Diploma of Project Management 17872 Qualification Code BSB51507 Unit Code."— Presentation transcript:

1 Manage Project Human Resources Human Resource Management Processes – Part 1 Diploma of Project Management Qualification Code BSB51507 Unit Code BSBPMG506A

2 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 4th Edition

3 Learning Objectives Understand of the processes required to manage Human Resources on a project Explain the project human resource planning process and describe the contents of a Human Resource Plan Understand how to assist with Human Resource management of a project. Understand different methods of acquiring human resources for a project Understand the importance of developing people and the project team, including conflict resolution Reflect on the Human Resource management processes of your organisation or others you have experienced

4 This could take 30 to 45 minutes
Reading – HR Processes Please take some time to review the PMBOK Chapters 4.2, 9.1, 9.2, 9.3 and 9.4 This could take 30 to 45 minutes

5 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 – Leadership Team Building Motivation Communication Influencing Decision Making Political and Cultural Awareness Negotiation Source – PMBOK, 4th Edition, Appendix G Interpersonal Skills

6 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) Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

7 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 Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

8 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 Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

9 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 Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

10 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 Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

11 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 Lessons learned from previous projects Adapted from PMBOK 4th Edition

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

13 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 4th Edition

14 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

15 Example Project Organisational Chart

16 Project Org Chart – Samples

17 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, 4th Edition

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

19 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

20 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

21 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 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 4th Edition

22 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 4th Edition

23 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 4th Edition

24 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 4th Edition

25 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 Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

26 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 Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

27 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 Initiation Planning Execution Close Monitor Control Adapted from PMBOK 4th Edition

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

29 9.2 Acquire Project Team Pre-assignment – Resource Pools -
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 4th Edition

30 9.2 Acquire Project Team Negotiation – Internal Acqusition -
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 4th Edition

31 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 4th Edition

32 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 4th Edition

33 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 4th Edition

34 People Selection Techniques
Take some time to reflect on the job interviews that you have attended and conducted. Have you ever experienced inappropriate selection techniques, such as unacceptable questions or possibly discrimination. 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 Practice Comment

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

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