The project is based on demonstration of the baseline scheduling in MS project. A sample project is taken and then baselined schedule was made. Then risk management and cashflows were recalculated to make the project more feasible. The alterations made in the project discussed in the presentation and further enhancement was made in the project schedule to make it more interesting for the learners who want to develop tracking Gantt chart and also workout on variety of project management problem.

1. DEVELOPMENT OF A TALENT MANAGEMENT SYSTEM
Presentation

2. SUMMARY REPORT
• A company's HR staff has the most talent management concerns. A high staff
turnover rate might hurt a company. Offering training and development to staff
will help the firm retain top personnel. Implementing the "TMS" in a firm may
improve employee engagement and performance, assuring organizational
success. However, declining the proposal might harm the company's performance
and longevity. Talent management initiatives may solve HR managers' problems
during and after the epidemic.
The presentation is focused to provide the feasibility analysis of project while
working on the project schedule and indicating the difference between baseline
and modified schedule.

3. APPENDICES (CHANGES IN RISK RAID)
RAID
Risk
Type
Desc
ripto
r
Text
Cause Effects
Impact
Score
Probability
Score
Risk Score Risk Owner MitigationAction Contingency
R1
Failure
in
Comm
unicati
on
Poor
comm
unicati
on
Bad
managemen
t
Bad impact
on
performanc
e
4 3 12
Project
Manager
Effective communication
Alternate communication
plan
R2
Failure
in
Traini
ng
Lack
of
trainin
g
plans
Poor
planning
Total loss of
project
4 5 20
Project
Planner
Effective training plans Alternate training process
R3
Poor
Result
s
Lack
of
positiv
e
outco
mes
Poor
assessments
Total loss of
project
3 4 12
Project
Supervisor
Effective assessment process
Alternate assessment
method
Realigned
schedule
with
minimal
risk scores.

4. APPENDICES (CASHFLOW) (CONT.)
Item Description 2 Months 3 Month 2 Months 5 Months 6 Months 3 Months 2 Months 10 Months 2 Months 1 Month
1 Conduct a needs analysis £65,000 £0 £0 £0 £0 £0 £0 £0 £0 £0
Actual £70,000
2 Define KPIs £0 £15,000 £0 £0 £0 £0 £0 £0 £0 £0
Actual £19,000
3 Develop a strategy £0 £0 £70,000 £0 £0 £0 £0 £0 £0 £0
Actual £100,000
4 Design the system £0 £0 £0 £78,000 £0 £0 £0 £0 £0 £0
Actual £80,000
5 Identify roles and responsibilities £0 £0 £0 £0 £23,000 £0 £0 £0 £0 £0
Actual £25,000
6 Establish performance metrics £0 £0 £0 £0 £0 £200,000 £0 £0 £0 £0
Actual £100,000
7 Define development opportunities £0 £0 £0 £0 £0 £0 £140,000 £0 £0 £0
Actual £23,000
8 Create a communication plan £0 £0 £0 £0 £0 £0 £0 £180,000 £0 £0
Actual £71,000
9 Train managers and employees £0 £0 £0 £0 £0 £0 £0 £0 £90,000 £0
Actual £45,000
10 Launch and monitor the system £0 £0 £0 £0 £0 £0 £0 £0 £0 £35,000
Actual £10,000
Planned balance £65,000 £80,000 £150,000 £228,000 £251,000 £851,000 £991,000 £1,171,000 £1,261,000 £896,000
Difference in project
Cashflow

5. APPENDICES (CONT.) (GANTT CHART)
Schedule is
readjusted and
no resource
over allocation
was observed.

6. STAKEHOLDERS
Stakeholder Interests
Human
Resources
Management
Team
Effective talent management to improve retention and reduce turnover rates, boost engagement and productivity levels,
and ensure organizational success
Employees
Opportunities for personal and professional development, fair compensation, job security, and a positive work
environment
Top
Management
Talent management strategies that align with the organization's goals and objectives, effective workforce planning, and
talent retention
Customers High-quality products and services delivered by skilled and engaged employees
Shareholders Return on investment, sustained organizational growth and success, and effective talent management strategies
Labor Unions Fair treatment of employees, job security, and a positive working environment
Regulatory
Bodies
Compliance with labor laws and regulations regarding employment practices
Competitors Talent management strategies that provide a competitive edge and attract top talent in the industry
Society Ethical and socially responsible employment practices, job creation, and positive contribution to the community

7. LIST OF IDEAS
Project goals should be SMART—specific, measurable, attainable, relevant, and time-bound. This will
help the project team grasp goals and success metrics.
Engage workers, supervisors, HR staff, and senior leaders in the initiative. This will guarantee that the
project meets stakeholder requirements and expectations and develop project support.
Create a communication strategy to report project status, milestones, and successes regularly. This
keeps stakeholders informed and involved throughout the process.
Use a TMS or other technology to help the project. Performance management, learning and
development, talent acquisition, and succession planning are examples. Technology may boost
efficiency and project success.
Check the project's progress and outcomes periodically. This may entail gathering and evaluating KPI
data to make project modifications. Regular monitoring and assessment may help the project succeed.

8. REFLECTIVE LEARNING NOTES
I learnt from his talent management effort that important stakeholders—employees, managers, and
senior leaders—must be involved.
Their involvement and support may assist generate momentum and ensure the project meets the
organization's goals and expectations.
A thorough project plan with goals, objectives, and dates is essential. This ensures that the project team is
working toward the same goals and can detect any barriers or problems.
Technology was useful for talent management. The project team used a TMS and other technologies to
simplify operations, boost productivity, and monitor and manage performance and development
objectives.
I learnt that project monitoring and assessment are critical to keep on track and provide outcomes. Key
performance indicator data is collected and analyzed to make project modifications.
I also learned that a detailed communication strategy is necessary to keep stakeholders informed and
involved throughout the project. Regular updates on project progress, milestones, and successes may
boost support and ensure everyone is working toward the same objectives.

9. REFERENCES
 Audenaert, M., Decramer, A., George, B., Verschuere, B. and Van Waeyenberg, T., 2019. When employee performance management affects individual
innovation in public organizations:The role of consistency and LMX. The International Journal of Human Resource Management, 30(5), pp.815-834.
 Claus, L., 2019. HR disruption—Time already to reinvent talent management. BRQ Business Research Quarterly, 22(3), pp.207-215.
 Collings, D.G., Mellahi, K. and Cascio, W.F., 2019. Global talent management and performance in multinational enterprises: A multilevel perspective.
Journal of management, 45(2), pp.540-566.
 Gallardo-Gallardo, E., Thunnissen, M. and Scullion, H., 2020. Talent management: context matters. The International Journal of Human Resource
Management, 31(4), pp.457-473.
 Harsch, K. and Festing, M., 2020. Dynamic talent management capabilities and organizational agility—A qualitative exploration. Human Resource
Management, 59(1), pp.43-61.
 Hooi, L.W., 2021. SME performance: does organizational learning capability really matter?. International Journal of Organizational Analysis, 29(5),
pp.1093-1116.
 Ikram, M., Zhou, P., Shah, S.A.A. and Liu, G.Q., 2019. Do environmental management systems help improve corporate sustainable development?
Evidence from manufacturing companies in Pakistan. Journal of Cleaner Production, 226, pp.628-641.
 Mousa, S.K. and Othman, M., 2020. The impact of green human resource management practices on sustainable performance in healthcare
organisations: A conceptual framework. Journal of Cleaner Production, 243, p.118595.
 Roscoe, S., Subramanian, N., Jabbour, C.J. and Chong, T., 2019. Green human resource management and the enablers of green organisational culture:
Enhancing a firm's environmental performance for sustainable development. BusinessStrategy and the Environment, 28(5), pp.737-749.
 Whysall, Z., Owtram, M. and Brittain, S., 2019.The new talent management challenges of Industry 4.0. Journal of management development.