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  • 1. Project Communications and Human Resource Management Unit #3 Project Human Resource Planning Doreen Myers
  • 2. Agenda
    • Overview
    • Human Resource Management Processes
    • Human Resource Planning Process
    • Roles & Responsibilities
    • Responsibility Assignment Matrix
    • Staff Management Plan
    • Project Org Chart
    • Reading for next unit & quiz prep
  • 3. Human Resource Planning Overview
    • Performed early in the project
    • Reviewed and modified as required throughout the project
    • Tightly linked with communications planning
    • Involves identifying, documenting and assigning project roles, responsibility and reporting relationships
  • 4. Human Resource Management Source: PMBOK, 2004 Human Resource Planning Acquire Project Team Develop Project Team Develop Project Team
  • 5. Human Resource Planning Process Source: PMBOK, 2004 Inputs
    • Enterprise environmental factors
    • Organizational process assets
    • Project management plan – Activity Resource Requirements
    Tools and Techniques
    • Organizational charts and position descriptions
    • Networking
    • Organizational theory
    Outputs
    • Roles and responsibilities
    • Project organization chart
    • Staffing management plan
  • 6. Human Resource Planning Inputs
    • Enterprise Environmental Factors.
      • Organizational: which units will be involved, current working arrangements, formal and informal.
      • Technical: which disciplines and specialties, types of technologies, software, platforms.
      • Interpersonal: formal and informal among potential project team. Cultural and language differences will affect relationships, what level of trust exists?
      • Logistical: Distance that separates people and units, different building, time zones, countries?
      • Political: Individual agendas of stakeholders. Who has informal power in areas important to the project? Informal alliances?
      • Constraints:
        • Organizational Structure.
        • Collective bargaining agreements.
        • Economic conditions.
    Source: PMBOK, 2004
  • 7. Human Resource Planning Inputs
    • Organizational Process Assets
      • Templates: Organization charts, position descriptions, performance appraisals
      • Checklists: common project roles/responsibilities, typical competencies, training programs, team ground rules, safety considerations, reward ideas
    • Project Management Plan
      • Activity resource requirements: preliminary requirements of people and competencies
    Source: PMBOK, 2004
  • 8. Human Resource Planning Tools and Techniques
    • Organization Charts / Position Descriptions
      • Hierarchical charts
      • Matrix based responsibility charts
      • Text-oriented position descriptions (typical for roles and responsibilities)
    • Networking: informal interaction to understand political and interpersonal factors
    • Organizational Theory: regarding the behaviour of people, teams and organizational units
    Source: PMBOK, 2004
  • 9. Human Resource Planning Outputs
    • Roles and Responsibilities
      • Role: label describing the position in the project
      • Authority: right to make decisions
      • Responsibilities: work/ output that a project team member is expected to perform to complete project activities
      • Competency: skills and capacity required to complete project activities
    • Project Organization Charts
    • Staffing Management Plan: staff acquisition, timetable, release, training, recognition and rewards
    Source: PMBOK, 2004
  • 10. Staffing Management Plan
    • Describes when and how human resource requirements will be met
    • Often includes histograms
    • Describes the timetable for resources
    • Also the skills and knowledge
    • Attention should be given to releasing resources when no longer needed
    • Should be confirmed by resource owners to define planning assumptions/constraints
  • 11. Staffing Management Plan
    • Using a sample project
  • 12. Staffing Management Plan
    • Resource Timetable
  • 13. Staff Management Plan
    • The Business Consultant is overallocated
  • 14. Staff Management Plan
    • The overallocation is resolved through resource leveling (frontloading in this case)
  • 15. Resource Leveling
    • Resolving over/ under allocations through modification of the project schedule
    • Purpose is to have each resource with an even dedication throughout the project
    • Normally required when there are limited resources
    • Could allow for sharing resources with other projects
    • Solution is to modify the timing of activities to reduce resources (level) during peak time periods by:
      • Changing the pattern of the resource
      • Introducing leveling delays
      • Changing a dependency or lag
  • 16. Staff Management Plan
    • Staff Plan should also include the skills and knowledge required. Using the same example:
    100% to 25% 100% to 50% 50% to 100% Declines 100% to 25% 100% % Req. 05/05 04/05 Java, Oracle, Production Environment Production Support 05/05 04/05 Test Management Tools Tester 05/05 01/05 Java, Oracle Developer Internal Resource preferred (no contract resource) 05/05 01/05 Requirements, modeling, logistics. Business Consultant IT Background preferred 05/05 01/05 Experienced PM 5 yrs+ Project Manager Comments To MM/YY From MM/YY Skills & Knowledge Role
  • 17. Roles & Responsibilities
    • 1. Define For each Project Team Member
      • Role on Team
      • Responsibilities/expectations including
        • Authority level: right to make decisions
        • Accountability: acceptance of success or failure
    • 2. Multiple individuals could have the same role
    • Purpose:
    • Ensure each team member has a clear understanding of their role
    • Reduce potential for ambiguity regarding “who does what”
  • 18. Role Who Responsibilities
    • Project Sponsor John Smith Provides the overall sponsorship role including monitoring of the project progress, resolution of escalated issues and support for resource needs.
    • Functional Mgr Adele Johnson Provides final sign-off on the project deliverables, and resolves any major business issues arising during the project.
    • Bus. Contact Tammy Jones Resolves business issues arising during the project.
    • Tech Analyst Gilles Randerson Provides input from a technical perspective.
    • Proj Mgr/ Bus Anal Karen Jackson Provides project management for the project, and business analysis support.
    • Designer/developers Sam Hope Provides analysis, design and development Tom Merry of programs to re-format the files to match target system requirements, does unit testing, supports user acceptance testing
    • Quality Assurance Joan Planter Provides quality assurance support for the Tom Dyce project.
  • 19. Responsibility Assignment Matrix
    • Key tool for documenting the role and responsibility assignments
    • Serves as a communication tool so all participants understand “who does what”on the project
    • May be developed for various levels or groups within a project:
      • project phases
      • WBS
  • 20. Responsibility Assignment Matrix (example) R–Responsible A–Approve C-Consult I–Informed A R Acquire resources A C C C R Close Project I C C R C/I Quality Control C R C C/I Construction A C R R C Develop requirements I C C C R Create Project Plan Sponsor Funct. Mgr Tech Lead Bus. Lead Project Mgr
  • 21. Responsibility Assignment Matrix (class exercise) R–Responsible A–Approve C-Consult I–Informed Provide printing services to instructor Complete Course Evaluation Provide weekly lecture/tests Complete weekly readings Mark tests Write tests Create course lessons Office Staff Cont. Ed. Supervisor Students Instructor
  • 22. Responsibility Assignment Matrix
    • Many variations:
      • RACI (Responsible, Approve, Consult, Inform)
      • RACI (Responsible, Accountable, Consult, Inform)
      • ROCI (Responsible, Owns, Consult, Inform)
      • etc.
    • Approach may depend either on the PM’s discretion or the norms of the company
  • 23. Project Org Chart
    • Graphic display of the project reporting relationships within the project
    Project Manager Systems Analyst Business Analyst QA Manager Admin Support Programmer 1 Programmer 2 Tester 2 Tester 1 Program Manager
    • and with other organizational units
    Business Area (Internal Customer) Finance
  • 24. Class Exercise
    • Divide into groups of 3 or 4 people
    • Page 183 of Kerzner
    • Review assigned question(s)
      • Consensus on correct answer
      • Discuss rationale
  • 25. Next Unit
    • Team Acquisition, Team Development and Team Management
    • Reading:
      • Required: Textbook: Chapter 4.0-4.7, 4. 9, 5.5-5.7
      • Optional: PMBOK: Chapter 9.2, 9.3, 9.4
    • First Quiz: Units 1, 2 and 3
      • Multiple choice
      • From handouts, class discussion,
      • Kerzner PMI quiz p29/30; 128-9; 183-4

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