Human Resource Managment 9.1 develop human resource plan

Quick Link to Human Resource Management

Human Resource Management 9.1 develop human resource plan

Human Resource Management 9.2 Acquire Project Team

Human Resource Management 9.3 Develop project team

Human Resource Management 9.4 Manage project team

Human resource planning involves identifying, documenting and assigning project roles, responsibilities and relationships. These roles may be assigned to individuals or to groups. It also creates the staffing management plan that addresses how team members will be acquired and released, training needs systems and safety issues.

The process must also identify required skill sets and consider that the project team is competing limited human resources.

Develop human resource plan
Inputs	Tools	Outputs
1.       Activity resource requirements 2.       Enterprise environmental factors 3.       Organizational process  assets	1.       Organization charts and position descriptions 2.       Networking 3.       Organizational theory	1.       Human resource plan

Three key inputs for develop human resource plan:

1.       Activity resource requirements: Human resource needs are determined as a result of the activity resource planning conducted in time management (section 6.3.3.1).

2.       Enterprise environmental factors: Factors that may influence human resource planning include:

·         Organizational culture and structure: It the organization uses a functional stovepipe or a weak matrix structure; the project manager would have less control and power. Conversely, projectized teams or a strong matrix structure would confer significant control and power on the project manager.

·         Existing human resources: The skill sets as well as the number of people currently available. It may be necessary to engage in some form of outsourcing if in of outsourcing if in-house assets are not sufficient to support the project.

·         Personnel administration policies: The system for hiring people and getting people assigned to specific teams.

·         Marketplace conditions: Competition, the availability of contractors who can accept your outsourcing needs and the general state of the economy (are training and travel currently limited and are there any hiring freezes?)

3.       Organizational process assets: Organizational process assets that may apply to human resource planning include:

·         Organizational standard process and role descriptions

·         Templates for organizational charts and position descriptions

·         Checklists with required competencies and team ground rules

·         Historical information on organizational structures that worked on previous projects

Three key for develop human resource plan:

1.       Organization charts and position descriptions: This site identifies several ways to document roles and responsibilities. Reviews the responsibility assignment matrix (RAM) on these two pages.

Key points:

·         The objective of this step is to make sure every work package has an unambiguous owner.

·         In addition to the various charts, project assignments are also listed in subsidiary management plans. For example, the risk management plan assigns risk-related activities to team members.

·         A WBS display deliverables and work package.

·         An OBS (organizational breakdown structure) displays departments, unit or teams and can show what work they are responsible for.

·         An RBS (resource breakdown structure) displays individual resources (human, equipment, facilities) and can show what activities they are involve in.

·         For the exam, know that the RAM is the primary tool used to display information about roles responsibilities.

2.       Networking: Informal interactions for the purpose of understanding potential political and interpersonal influences on the project. Examples include informal conversations, lunch meeting, attendance at conferences and recreational activities (tennis, golf, softball, boating, racquetball and so on).

3.       Organizational theory: There is abundance of published literature on almost every form of organizational structure. The literature includes “how to” information as well as critical success factors (what works and what does not).

One key output for develop human resource plan

1.       Human resource plan: The following information should be define:

·         Roles and responsibilities:  The following items should be defined:

§  Role: The work for which a person is accountable (business analysis, engineer).

§  Authority: The right to make decisions, apply resources and grant approvals.

§  Responsibility: The work a team member is expected to perform.

§  Competency: Required skills and capabilities.

·         Project organization charts: Graphic display of reporting relationships.

·         Staffing management plan: Describes when and how resource requirements will be met.

§  Staff acquisition: Whether resource will come from within the organization or from outside using procurement management.

§  Resource calendars: Standard working calendars must be coordinated with project needs. A popular tool is a vertical bar chart known as a resource histogram. This tool may also be called a resource loading chart.

§  Staff release plan: When and how people are moved off the project when they are no longer needed. Two benefits of effective staff planning may include:

Ø  Reduced costs by moving resources promptly when no longer needed (instead of “making work” until the project id over),

Ø  Improved morale by reducing uncertainly about future employment opportunities and providing smooth transitions to the next job.

§  Training needs: If team members do not have all the required competencies or skill.

§  Recognition and rewards system.