Project Communications and Human Resource Management Unit #3 Project Human Resource Planning Doreen Myers
Agenda <ul><li>Overview </li></ul><ul><li>Human Resource Management Processes </li></ul><ul><li>Human Resource Planning Pr...
Human Resource Planning    Overview <ul><li>Performed early in the project </li></ul><ul><li>Reviewed and modified as requ...
Human Resource Management Source: PMBOK, 2004 Human Resource Planning Acquire Project Team Develop Project Team Develop Pr...
Human Resource Planning Process Source: PMBOK, 2004 Inputs <ul><li>Enterprise environmental factors </li></ul><ul><li>Orga...
Human Resource Planning Inputs <ul><li>Enterprise Environmental Factors. </li></ul><ul><ul><li>Organizational:  which unit...
Human Resource Planning Inputs <ul><li>Organizational Process Assets </li></ul><ul><ul><li>Templates:  Organization charts...
Human Resource Planning Tools and Techniques <ul><li>Organization Charts / Position Descriptions </li></ul><ul><ul><li>Hie...
Human Resource Planning Outputs <ul><li>Roles and Responsibilities </li></ul><ul><ul><li>Role:  label describing the posit...
Staffing Management Plan <ul><li>Describes when and how human resource requirements will be met </li></ul><ul><li>Often in...
Staffing Management Plan <ul><li>Using a sample project </li></ul>
Staffing Management Plan <ul><li>Resource Timetable  </li></ul>
Staff Management Plan <ul><li>The Business Consultant is overallocated  </li></ul>
Staff Management Plan <ul><li>The overallocation is resolved through resource leveling (frontloading in this case) </li></ul>
Resource Leveling <ul><li>Resolving over/ under allocations through modification of the project schedule </li></ul><ul><li...
Staff Management Plan <ul><li>Staff Plan should also include the skills and knowledge required. Using the same example: </...
Roles & Responsibilities <ul><li>1.  Define For each Project Team Member  </li></ul><ul><ul><li>Role on Team </li></ul></u...
Role Who  Responsibilities <ul><li>Project Sponsor  John Smith Provides the overall sponsorship role  including monitoring...
Responsibility Assignment Matrix <ul><li>Key tool for documenting the role and responsibility assignments </li></ul><ul><l...
Responsibility Assignment Matrix (example) R–Responsible  A–Approve  C-Consult  I–Informed A R Acquire resources A C C C R...
Responsibility Assignment Matrix  (class exercise) R–Responsible  A–Approve  C-Consult  I–Informed Provide printing servic...
Responsibility Assignment Matrix <ul><li>Many variations: </li></ul><ul><ul><li>RACI  (Responsible, Approve, Consult, Info...
Project Org Chart <ul><li>Graphic display of the project reporting relationships within the project </li></ul>Project Mana...
Class Exercise <ul><li>Divide into groups of 3 or 4 people </li></ul><ul><li>Page 183 of Kerzner </li></ul><ul><li>Review ...
Next Unit <ul><li>Team Acquisition, Team Development and Team Management </li></ul><ul><li>Reading: </li></ul><ul><ul><li>...
Upcoming SlideShare
Loading in...5
×

Slide Presentation

1,326

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,326
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
40
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Slide Presentation

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

    Clipping is a handy way to collect important slides you want to go back to later.

×