PM600-1502B-03 Managing Organizational Development and Change Phase 4 Individual Project HR Planning and Project Management By John W. Casto Instructor Professor Sadu Shetty HRP is the process of identifying and documenting project roles, responsibilities and required skills and also creating a staffing management plan. HRP entails many things. The presentation will review some of the key components of the HRP The goal of the paper is to guide those who are new in PM on the key aspect of HRP necessary for successful PM. Components of HRP that shall be discussed include inputs, tools and techniques and outputs. HRP is the process of identifying and documenting project roles, responsibilities and required skills and also creating a staffing management plan. HRP entails many things. The presentation will review some of the key components of the HRP The goal of the paper is to guide those who are new in PM on the key aspect of HRP necessary for successful PM. Components of HRP that shall be discussed include inputs, tools and techniques and outputs. * The success of HRP planning is determined by whether there are required inputs.There are different inputs that needs to be considered as far as HRP is concerned.Some of these input include: activity resource requirements, enterprise environmental factors, and organizational process assets.These inputs are discussed briefly in the next slides. The success of HRP planning is determined by whether there are required inputs. There are different inputs that needs to be considered as far as HRP is concerned. Some of these input include: activity resource requirements, enterprise environmental factors, and organizational process assets. These inputs are discussed briefly in the next slides. * Activity Resource Requirements ARR is used to determine human resource needs requirements. As far as Activity Resource Requirements are concerned, the project manager is expected to look for the required people, and determine their competence. This is preliminary approach to getting dedicated workforce. Enterprise environmental factors It is also expected that human resource should assist in creating good environment conducive for optimum performance. Some of the factors considered when creating such environment include organizational culture, personnel administration policies, and marketplace conditions Activity Resource Requirements ARR is used to determine human resource needs requirements. As far as Activity Resource Requirements are concerned, the project manager is expected to look for the required people, and determine their competence. This is preliminary approach to getting dedicated workforce. Enterprise environmental factors It is also expected that human resource should assist in creating good environment conducive for optimum performance. Some of the factors considered when creating such environment include organizational culture, personnel administration policies, and marketplace co.

1. PM600-1502B-03
Managing Organizational Development and Change
Phase 4 Individual Project
HR Planning and Project Management
By John W. Casto
Instructor
Professor Sadu Shetty
HRP is the process of identifying and documenting project
roles, responsibilities and required skills and also creating a
staffing management plan.
HRP entails many things.
The presentation will review some of the key components of the
HRP
The goal of the paper is to guide those who are new in PM on
the key aspect of HRP necessary for successful PM.
Components of HRP that shall be discussed include inputs, tools
and techniques and outputs.
HRP is the process of identifying and documenting project
roles, responsibilities and required skills and also creating a
staffing management plan.
HRP entails many things.
The presentation will review some of the key components of the
HRP
The goal of the paper is to guide those who are new in PM on
the key aspect of HRP necessary for successful PM.

2. Components of HRP that shall be discussed include inputs, tools
and techniques and outputs.
*
The success of HRP planning is determined by whether there are
required inputs.There are different inputs that needs to be
considered as far as HRP is concerned.Some of these input
include: activity resource requirements, enterprise
environmental factors, and organizational process assets.These
inputs are discussed briefly in the next slides.
The success of HRP planning is determined by whether there are
required inputs.
There are different inputs that needs to be considered as far as
HRP is concerned.
Some of these input include: activity resource requirements,
enterprise environmental factors, and organizational process
assets.
These inputs are discussed briefly in the next slides.
*
Activity Resource Requirements
ARR is used to determine human resource needs requirements.
As far as Activity Resource Requirements are concerned, the
project manager is expected to look for the required people, and
determine their competence.
This is preliminary approach to getting dedicated workforce.
Enterprise environmental factors
It is also expected that human resource should assist in creating
good environment conducive for optimum performance.
Some of the factors considered when creating such environment
include organizational culture, personnel administration

3. policies, and marketplace conditions
Activity Resource Requirements
ARR is used to determine human resource needs requirements.
As far as Activity Resource Requirements are concerned, the
project manager is expected to look for the required people, and
determine their competence.
This is preliminary approach to getting dedicated workforce.
Enterprise environmental factors
It is also expected that human resource should assist in creating
good environment conducive for optimum performance.
Some of the factors considered when creating such environment
include organizational culture, personnel administration
policies, and marketplace conditions
*
It is another role of human resource planning to develop tools
and technique necessary for the implementation of the project.
These tools guide the employees as well as the human resource
team in monitoring and evaluation of the project.
Some of the tools utilized include organization charts and
position descriptions, networking and organizational theory.
Organizational charts and position descriptions
These are charts used to document members roles,
responsibilities.
They can be designed as hierarchal , matrix or text oriented.
Tools and Technique
It is another role of human resource planning to develop tools
and technique necessary for the implementation of the project.
These tools guide the employees as well as the human resource

4. team in monitoring and evaluation of the project.
Some of the tools utilized include organization charts and
position descriptions, networking and organizational theory.
Organizational charts and position descriptions
These are charts used to document members roles,
responsibilities.
They can be designed as hierarchal , matrix or text oriented.
*
Networking
Networking is another tool worth considering during HRP.
It is formal or informal interaction with others in an
organization.
It is a constructive way to understand political and interpersonal
factors that can affect or impact the effectiveness of various
staffing management options.
They are conducted during luncheon meetings, informal
conversation, trade conference and symposia.
Networking
Networking is another tool worth considering during HRP.
It is formal or informal interaction with others in an
organization.
It is a constructive way to understand political and interpersonal
factors that can affect or impact the effectiveness of various
staffing management options.
They are conducted during luncheon meetings, informal
conversation, trade conference and symposia.
*

5. Organizational theory
This is another integral organizational tool that HRP must put
into consideration.
It offers information regarding the way in which people, teams,
and organizational units behave.
Effective use of organizational theory has been demonstrated to
reduce the amount of time and cost required and enhance the
chances of getting desired results.
Organizational theory
This is another integral organizational tool that HRP must put
into consideration.
It offers information regarding the way in which people, teams,
and organizational units behave.
Effective use of organizational theory has been demonstrated to
reduce the amount of time and cost required and enhance the
chances of getting desired results.
*
HRP should also deal with project output.
Project output entails efforts that the human resource put to
ensure that the inputs are effective.
They are the guidelines for team definition, training, and
management.
Here, roles and responsibilities are outlined.
The descriptions of how roles relates is also made.
There is also management planning for personnel.
Some of the element of project output are discussed.
HRP should also deal with project output.
Project output entails efforts that the human resource put to
ensure that the inputs are effective.

6. They are the guidelines for team definition, training, and
management.
Here, roles and responsibilities are outlined.
The descriptions of how roles relates is also made.
There is also management planning for personnel.
Some of the element of project output are discussed.
*
Project staff assignment
This is carried out when appropriate people have been selected.
The process of staff assignment is documented in project team
directory, memos, and also project organization charts.
Resource Calendars
They document time period that each team member can work on
the project.
It is important for supervision and job assignments.
Project staff assignment
This is carried out when appropriate people have been selected.
The process of staff assignment is documented in project team
directory, memos, and also project organization charts.
Resource Calendars
They document time period that each team member can work on
the project.
It is important for supervision and job assignments.
*
Project management plan updatesThis is also required for
effective project implementation.It should be noted that there
are other areas such as training, team development, co-location,
recognition and rewards and team performance.All these should
be considered under HRP

7. Project management plan updates
This is also required for effective project implementation.
It should be noted that there are other areas such as training,
team development, co-location, recognition and rewards and
team performance.
All these should be considered under HRP
*
Dinsmore, P. C., & Cabanis-Brewin, J. (2011). The AMA
handbook of project management. New York: American
Management Association.
PM600-1502B-03
Managing Organizational Development and Change
Phase 3 Discussion Board
Managing Conflict and Communication Within the Team
By John W. Casto
Instructor
Professor Sadu Shetty
Firstly, it is important to note that the two main goals of any
project are to meet the expected goals within the best time and
to save the cost. One sure way of achieving this is by ensuring
that allocation of resources, task assignments, and any budget
and scope adjustments does not conflict with project goals and
will still support corporate strategies. However, most of the
project managers do not know how to allocate resources, tasks,
and budget and how to do scope adjustment. This discussion
will reveals some of the strategies for allocating resources,
tasks, and budget and for scope adjustment.
The first aspect to consider is the allocation of resources. It
should be noted that resources is one of the basic element in
project management and implementation. However, most of the

8. organizations faces the limitation of the scarce resources.
Resources can be in terms of capital, financial and human
resources. As stated earlier, the goal of any project is to
economize the costs. One way of doing this is by allocating
resources to only those tasks that are deemed critical. It should
be noted that there are many tasks in any projects. Some tasks
are complete, others are incomplete, whereas others are critical.
A project, for example, may have tasks such as initiating,
planning, executing, monitoring, and closing the project. These
tasks may also have sub-tasks. Some sub-tasks hang in the
middle and it is not good to assign resources to such tasks.
Human resources is another central form of resources to
consider. Assigning tasks to skilled personnel is very crucial as
far as project management is concerned. However, like other
resources, only the critical tasks should be addressed first. This
means that the tasks and subtasks making up critical paths
should be considered first. The best way of determining which
tasks to pursue is by drawing network diagram (Berkun &
Berkun, 2008). The network diagram is drawn using
predecessors and the successors. After drawing the network
diagram, the project manager will be in a position to visualize
which path should be taken. The critical path can be calculated
and identified easily. Once the path is identified, the project
manager can just see those tasks and subtasks making up the
critical path. Then the employees who can handle the tasks and
sub-tasks are trained. In other words, it is always necessary that
the training is done only when the project manager has drawn a
plan and the picture of the whole project. This will prevent
cases where the people whose areas of specialization are
recruited and ends up failing to perform because the key tasks
to be met are absent or are new to them. It is always advisable
for the project managers to assess the team's skills, knowledge,
and experience and why it is important to the project. They can
then assign tasks to the employees based on their areas of
specialization. Another crucial tool that project manager should
utilize is the workplan.

9. The work plan presents the time allocation of different project
task. The work plan is designed so as to find out the best path
that should be taken to ensure that the project is completed
within the shortest time. Completing the project within the
shortest period of time will assist in saving the cost and
resources. The goal of the workplan is thus to identify the
different critical paths and choose the critical path that is time-
saving (Lester 2007). Another crucial factor to consider as far
as project management is concerned is the communication.
There should be a well-designed communication plan to ensure
that any information that can occur is relayed to the right
stakeholder and that the action is taken.
References
Top of Form
Top of Form
Berkun, S., & Berkun, S. (2008). Making things happen:
Mastering project management. Beijing: O'Reilly.
Bottom of Form
Bottom of Form
Top of Form
Top of Form
Lester, A. (2007). Project management, planning and control:
Managing engineering, construction and manufacturing projects
to PMI, APM and BSI standards. Amsterdam [u.a.: Butterworth-
Heinemann/Elsevier.
Bottom of Form
Bottom of Form
1
TopGear Corporation Project Charter
PM600-1502B-03
Managing Organizational Development and Change
Phase 2 Individual Project
TopGear Corporation Project Charter Update and SWOT

10. Analysis
By John W. Casto
Instructor
Professor Sadu Shetty
Project Name: Development of a new GPS cargo tracking
system
Project Description: Development of a new GPS cargo tracking
system device will be used both in train and ships. It will
produce a stronger signal as compared to the previous ones,
more portal, durable and cheaper than the competition.
Department(s): Marketing, Procurement, Electrical and IT
departments
Focus Area: Cargo Transportation
Product/Process: Development of cargo tracking device
Schedule: The project will start on 1st June 2015 and is
expected to be complete by 29th Feb 2016
Estimated Budget: Development of new cargo tracking device
(materials and supplies bought) - $ 450,000, testing $ 100,000
and cost of labour $ 250,000. Total amount $ 800,000
Current Date: 1st June 2015
Project Stakeholders
Document Owner(s): Stakeholders
Project/Organizational Title

11. Internal or External
John W. Casto
Communication Management Planner
Internal
Jim Young
Communication Management Planner
Internal
Jerry Lawson
Programmer
Internal
Melissa Grant
Risk Manager
Internal
Stakeholder Description:
Stakeholder Role
Name
Level (high/mid/low)
Subject Matter Expert
Sponsor
Sam Ryder
High
The CEO and the Chairman of the Board of TopGear
Corporation
Sponsor
Gloria Ryder
High
The CFO and the co-founder of TopGear Corporation
Client
Cargo trains
High
Client
Cargo ships
High

12. Project Manager
John W. Casto
High
Associate
Customer Service Departments in India and China
Medium
Team member
Mike Green
High
He will oversee public relations and has an MBA in marketing
Team member
Sara Jenkins
Medium
Her procurement and acquisition experience is crucial to the
team
Vendor
TopGear Corporation
High
Stakeholder’s involvement on the project.
John W. Casto is the program manager for the project and holds
a senior-level administrative position in the logistic department.
He is an internal stakeholder, directly involved in the full
lifecycle of the project (Berkun, 2008). He manages
procurement processes, budgets, contracts and resource
allocation. Sara Jenkins, Mike Green and Jerry Lawson will
report to him directly.
Jim Young is the assistant program manager of the project and
holds a senior administrative position in the electrical
engineering departments. He is an internal stakeholder who will
be directly involved in the full lifecycle of the project. He will
assist John W. Casto in the management of budgets and contract
as well as resource allocation. Jerry Lawson and Mike Green

13. will report directly to him (Lester, 2007).
Mike Green will assist the team with marketing of the
product. Sara Jenkins will work with John W. Casto in the
procurement and acquisition of raw materials. Melissa Grant
will analyze the business side of the project to ensure that the
product has quality standards and assists in managing the
company risks.
Jerry Lawson designs and develops the new tracking cargo
device
PROJECT CHARTER PURPOSE
The project charter establishes the roles and authorities of the
project manager. It explains the need of the project to the
project participants and stakeholders, who the project involves,
duration the project will take, cost of the project, other
resources required and how successful project completion will
help the organization.
PROJECT EXECUTIVE SUMMARY
The project goal is to make it easy to obtain critical shipment
information. The GPA cargo tracking system will enable the
organization to track customer’s freight and know its where
about all the times.
The project objective is to give a GPS Geo-Fencing tracking
system for transportation and also for the customers that will in
turn integrate the organization’s dispatch systems and ERPs.
We aim at developing a monitoring system that has a WIFI
receiver, GPS receiver, GPRS transceiver, motion detectors,
sensors, ZigBee transceiver, MCU, Gen2 RFID and battery and
power management.
The assumptions when developing this system are:
(i) It will be complete within the set timeline.
(ii) It will meet the planned budget.
(iii) It meets the user expectations
The risks involved in the development are:
(i) The system might not work.
(ii) The system might be vulnerable to threats.

14. (iii) The development might exceed the planned budget.
(iv) High risk in maintenance of the system
The cost will include manufacturing costs, deployment cost,
maintenance cost and the cost of operation. This is
approximately $800,000
The timeline of developing the GPS cargo tracking system is 8-
9 months. If we take that our project is starting this June, it
should be complete by February next year.
I would employ modular design approach that will enhance the
flexibility of the system.
The development team was organized according to area of
specialization who took different roles in development
PROJECT OVERVIEW
The system will reduce the unnecessary cost that would have
been used to communicate about the whereabouts. It will help
the business to keep track of all the shipments
operations.PROJECT SCOPEGoals and Objectives
Goals
Objectives
The project goal is to make it easy to obtain critical shipment
information. The GPA cargo tracking system will enable the
organization to track customer’s freight and know its where
about all the times.
The project objective is to give a GPS Geo-Fencing tracking
system for delivery and also for the customers that will in turn
integrate the organization’s dispatch systems and ERPs.
Departmental Statements of Work (SOW)
Departmental SOW
Owner/Prime
Due Date/Sequence
System requirements gathering
Melissa Grant
07/28/2015

15. Coming up with the code
Jerry Lawson
11/23/2015
Marketing the system
Melissa Grant
03/12/2016Organizational Impacts
Organization
Impact to and Participation in Organization
Project Manager
He leads the team. He plans, coordinates, motivate and controls
the project development.
Builders
They come up with the system. They code and draws the
representation model.
Marketers
They introduce the system to the users. They persuade, educate
and respond to questions from users.Project Deliverables
Milestone
Deliverable
System requirement
WIFI receiver
GPS receiver
GPRS transceiver
motion detectors
sensors
ZigBee transceiver
MCU
Gen2 RFID
battery and power management
User requirements
System Specifications documents
Project Timeline
Project budget
Test and operational review
Unit testing

16. Component testing
System testing
Implementation of the systemDeliverables Out of Scope
(i) Server to run the application
(ii) Five reports which allow for five unspecified reports.
(iii) Company Summary screenProject Estimated Costs and
Duration
Project Milestone
Date Estimate
Deliverable(s) Included
Confidence Level
System Requirements
07/01/2015 to 01/31/2016
WIFI receiver
GPS receiver
GPRS transceiver
motion detectors
sensors
ZigBee transceiver
MCU
Gen2 RFID
battery and power management
High
User requirement
06/01/2015 to 06/30/2015
System specifications documents
Project Timeline
Project budget
Medium
Test and operational review
02/01/2016 to 29/02/2016
Unit testing
Component testing
System testing
Implementation of the system

17. High
PROJECT CONDITIONS3.1 Project Assumptions
(i) It will be complete within the set timeline.
(ii) It will meet the planned budget.
(iii) It meets the user expectations
0. Project Issues
Priority Criteria
#
Date
Priority
Owner
Description
Status and Resolution
1
10/12/2015
High
System Analyst
The system requirements did not integrate with the user
requirements.
System failure. Review, the user, needs and make necessary
changes
2
02/21/2016
High
Testing Officer
The system was not working as per expected.
System error and human error. Make changes in the code0.
Project Risks
#
Risk Area
Likelihood
Risk Owner
Project Impact-Mitigation Plan
1
System failure
High

18. Programmer and Designer
Review the code and make changes relating to where the
problem is.
2
Vulnerability to threats
High
System security officer and Programmer
Come up with proper encryption techniques
1. Project Structure Approach
The system will be built based on the modular design approach.
This involve developing small components then integrates them
to form the overall system.
The project dependencies are:
(i) Development team depends on user expectations
(ii) User requirements depend on nature of the user’s problem
(iii) Designers depend on system specifications
I would plan the project using schedule such as chart, graphs
and also through various methods defined in the project scope. I
will assign the team, according to their specialization.Project
Team Organization Plans
Project Team Role
Project Team Member(s)
Responsibilities
Project Manager
John W. Casto
To coordinate, organize, plan, motivate and control the overall
project development.
System analysts
Melissa Grant
To analyze user specifications and system requirement to come
up with a software requirement specification document.
Architects
Jerry Lawson
Use software requirement specification to come up with the best
architecture of the system by developing a design document

19. specification.
Developers/Builders
Jerry Lawson
They develop the system by programming code as it is
generated in the design document specification.
Testing officers
Jerry Lawson
They test the system to see whether it is detected and fix the
errors if they are detected until quality standards defined in
software requirement specification is reached
Project Milestones
Milestone
Deliverable
Project management docs
project-documents/milestone-list.html
SWOT Analysis
Strengths
Weaknesses
· Executives respect other members.
· People to focus on willingness and ability to work
· Focus on the system to avoid blame
· Confusion among the current working group.
· There is no comprehensive supervision or performance
evaluation.
· Misuse of office by the working group.

20. · Executives are threatening other members.
Opportunities
Threats
· Standardized guidelines
· Proposal evaluation criteria
· Work breakdown structure templets
· Risk tablets
· Project schedule network diagram templates
· Organizational standard processes
· Project files
· Financial control procedures
· Products standards (most project manager should be aware of
this)
· Organizational communication channels
· Project management information systems(PMIS)
· Organizational culture, process, and infra-structure
· Quality products
· Government standards
· Market rules and conditions
· Code of Conducts
References
Sameroff, Arnold, and Robert Emde (2013). Organization and
stability of newborn behavior: a commentary on the Brazelton
Neonatal Behavior Assessment scale. [Chicago]: Published by
the University of Chicago Press for the Society for Research in
Child Development.
Thompson, Charles Woody (2010). An analysis of
environmental and managerial factors in the success or failure
of small manufacturing enterprise.

21. 1
Page 1
Running head: ORGANIZATIONAL ASSESSMENT REPORT
1
ORGANIZATIONAL ASSESSMENT REPORT 2
PM600-1502B-03
Managing Organizational Development and Change
Phase 2 Discussion Board
Environmental Factors and Organizational Processes
By John W. Casto
Instructor
Professor Sadu Shetty
To: All pertinent team members of TopGear GPS Project
From: John W. Casto, TopGear Project Manager
Subject: Assessing the organizational system, Environmental
factors in the company, and a list of organizational process
assets
Date: 5/26/2015.

22. After many assessments of the current organization system, I
came away with a better understanding about the systematic
issue with the current organization. Taking into consideration
the issues raised in the last meeting concerning the current
organizational system, I was able to come up with various areas
where the current organization seems to have downfalls. I think
consideration of this could contribute to significant
improvement in our new or current organizational future
(Sameroff, Arnold & Robert, 2013).
The first question of the meeting was “who’s to blame as far as
the current organization is concerned”. In such situations, it is
common to seek out the individuals who are the cause of
failures and if possible should they be replaced. When these
individuals focus on themselves rather than the system itself, it
brings about the disagreement in the organization, and as a
result, people will start bumping into each other. This leads to
frustration, anger, disengagement, and resignation, which as a
result the quality performance of the organizational system
fails. I think it is good to focus on the complex organizational
system rather than keep on blaming the individuals who may or
not be the cause of the issues that were identified as concerns.
The effort to identify whom to blame is a significant problem in
the current organizational culture. According to my assessment,
I recommend that no one and everyone is to blame. What
matters most is peoples’ willingness and ability to work and
listen to each other (Sameroff, Arnold & Robert, 2013).
Confusion among the current organizational working group
is also a burning issue. Confusion about the roles of managers,
the relative role of the board, and departments. When the issue
arises in the organization it is addressed in addressed as”
general discussion” and not given the weight it deserves. In
addition, there is no comprehensive supervision or performance
evaluation. All this concerns if they are addressed they can turn
to be a good organizational practice and can eliminate confusion
in the current pattern. Moreover, since it is not practical to

23. address them simultaneously, it is good to prioritize them
address one at a time in sequence. In addition the organization
should draft a written policy that defines the role and
responsibility of each department (Sameroff, Arnold & Robert,
2013).
Misuse of offices has been a great threat to the working
group, the executive have been respecting the other members,
and they have been threatening them. It is always
recommendable to respect each other even when the
disagreement arises. Again everyone opinion crucial to the
organization and should be acknowledged. All this will create
and contribute to collaborative and respectful system and this is
a key factor to achieve high performance (Sameroff, Arnold &
Robert, 2013).
Enterprise environmental factors mostly refer to those
factors, variables, and conditions or policies that exist inside or
outside the company or industry and which can affect the
working or progress of the project. These crucial factors should
be considered in project planning since they have a great impact
in any organization or company (Thompson & Woody, 2010).
These are some examples of enterprise environmental factors:
· Organizational culture, process, and infra-structure
· Quality products
· Government standards
· Market standards and conditions
· Code of Conducts
· Products standards (most project manager should be aware of
this)
· Organizational communication channels
· Project management information systems(PMIS)
Many companies and organizations have acquired knowledge
from different sources, which can assist them in project
management, which they refer to as “Organizational Process
Assets”. For that case, Organizational process assets include
anything that the organization acquires in order to use them in
the management of the project (Thompson & Woody, 2010).

24. They include formal and informal plans, policies, guidelines,
and procedures. They assist in the planning stage of the project
and cannot be assumed, despite the nature of the project. This is
an example list of organizational process assets and includes:
· Standardized guidelines
· Proposal evaluation criteria
· Work breakdown structure templets
· Risk tablets
· Project schedule network diagram templates
· Organizational standard processes
· Project files
· Financial control procedures
Organizational process assets enhance management and improve
the project and give the ability to manage the project within the
guidelines and constrains outlined by the enterprise
environmental factors (Thompson & Woody, 2010).
References
Sameroff, Arnold , and Robert Emde (2013). Organization and
stability of newborn behavior: a commentary on the Brazelton
neonatal behavior assessment scale. [Chicago]: Published by the

25. University of Chicago Press for the Society for Research in
Child Development.
Thompson, Charles Woody (2010). An analysis of
environmental and managerial factors in the success or failure
of small manufacturing enterprise.