Running head: Organizing HR Projects 1 Organizing HR Projects 2 Leading and Managing the HR Project Strategic planning for this project will require the team to create a long-term vision for the organization to have a centralized model of delivering HR services. The five steps of strategic planning for the current project include project charter, identify and meet stakeholders, identify risks, performing qualitative risk analysis, and planning risk response. The project charter is the first step that defines the roles and duties of the project team. It also gets used to highlight the vision and goals of the project and how the group intends to achieve the goals. The second step involves identifying and meeting the stakeholders, and these are the people who have an interest in the project, including the sponsors, project team members, employees, customers, and project managers. The current stakeholders for the project include project team members, project manager, the leadership of the organization, and employees. Identification of risks is the third step where the project manager will try and identify possible project risks and document sources of the dangers, the category of the risk, and responses. Risks may include a lack of support from the management, stakeholders having a negative attitude towards the project, and changes in management. The fourth step will require the project team to perform a qualitative risk analysis, which is the procedure of ranking risks for additional analysis or assessing their impact on the project. Planning risk response involves initiating a plan that will mitigate the risks to the project objective. Also, this means identifying the ranked risks and allocating resources and activities to minimize the risks. A project vision gets used to giving the project team a reason for contributing to the project. It gets used to explain the aim of the project, unite the team members, erase confusion, and act as an inspiration to the team. A vision and vision statement are isolated but linked concepts. The vision statement is more of a linguistic presentation of the vision. The vision statement for this project is “To establish a centralized model of delivering HR services that will improve service delivery." The mission statement for the project should be "To implement a cost-effective centralized model of delivering HR services that will be able to improve employer-employee relations and best delivery of HR services." The project charter is a declaration of scope, objectives, and the people who will be partaking the project. The project charter defines the roles and duties of the project team and also outlines the project goals and objectives. The purpose of the project manager is also limited, and the various stakeholders involved get identified. The charter document will be used as a reference document throughout the project and should summarize points like; the goals and objectiv.

1. Running head: Organizing HR Projects
1
Organizing HR Projects
2
Leading and Managing the HR Project
Strategic planning for this project will require the team to
create a long-term vision for the organization to have a
centralized model of delivering HR services. The five steps of
strategic planning for the current project include project
charter, identify and meet stakeholders, identify risks,
performing qualitative risk analysis, and planning risk response.
The project charter is the first step that defines the roles and
duties of the project team. It also gets used to highlight the
vision and goals of the project and how the group intends to
achieve the goals.
The second step involves identifying and meeting the
stakeholders, and these are the people who have an interest in
the project, including the sponsors, project team members,

2. employees, customers, and project managers. The current
stakeholders for the project include project team members,
project manager, the leadership of the organization, and
employees. Identification of risks is the third step where the
project manager will try and identify possible project risks and
document sources of the dangers, the category of the risk, and
responses. Risks may include a lack of support from the
management, stakeholders having a negative attitude towards
the project, and changes in management.
The fourth step will require the project team to perform a
qualitative risk analysis, which is the procedure of ranking risks
for additional analysis or assessing their impact on the project.
Planning risk response involves initiating a plan that will
mitigate the risks to the project objective. Also, this means
identifying the ranked risks and allocating resources and
activities to minimize the risks.
A project vision gets used to giving the project team a reason
for contributing to the project. It gets used to explain the aim of
the project, unite the team members, erase confusion, and act as
an inspiration to the team. A vision and vision statement are
isolated but linked concepts. The vision statement is more of a
linguistic presentation of the vision. The vision statement for
this project is “To establish a centralized model of delivering
HR services that will improve service delivery." The mission
statement for the project should be "To implement a cost-
effective centralized model of delivering HR services that will
be able to improve employer-employee relations and best
delivery of HR services."
The project charter is a declaration of scope, objectives, and the
people who will be partaking the project. The project charter
defines the roles and duties of the project team and also outlines
the project goals and objectives. The purpose of the project
manager is also limited, and the various stakeholders involved
get identified. The charter document will be used as a reference
document throughout the project and should summarize points
like; the goals and objectives of the project, the roles of each

3. stakeholder in the project, and it also acts as a contract between
the project sponsor, the project team and key stakeholders. The
project charter document gets used as a selling point to the
various stakeholders; it is a reference point throughout the
entire period of the project, and stakeholders can see the return
on their investment.
A statement of emphasis for the current project should cover the
costs and deadlines and the process for the project. Also, it
covers resources needed, which will include any facilities that
will get used during the project, assignment of tasks, and the
purpose of the project, which is to evaluate a centralized model
of delivering HR services.
Types of Project Manager Power
Legitimate power
Legitimate power stems from the conviction that an individual
has an official right to make mandates. For example, a CFO has
lawful authority over an intern since they are at higher levels
(Anantatmula, 2010).
Reward power
The power to repayment comes from the ability to repay
someone. Besides, this can happen, for instance, if an individual
has the necessary resources by a project team. Therefore
(Anantatmula, 2010), in the past, a person usually had no
questions to ask about money, but when "thank you" is said by
the project team, the person would answer with a word, "no
problem."
Expert power
Expert power gets based on the supreme competence or

4. expertise of an individual in a particular field of knowledge.
Therefore (Anantatmula, 2010), should a person know about the
areas in which he or she is an expert? If a person can't
recognize this, he or she should think about what people are
most often asking for assistance. Perhaps it can aid in drafting a
deal or carrying out a risk assessment.
Referent power
Referent power is concerned with addressing the likability
factor of an individual. For instance, if an individual thinks it's
a waste of time to go out with his colleagues for lunch and
attend company-sponsored events, he should reflect. Real power
can result in the relationships and links that an individual builds
with employees (Anantatmula, 2010).
Coercive power
Coercive power comes from the belief that you can punish
others for complying with them. Usually, this gets connected
with legitimate authority. A boss has, for example, the right to
reprove an employee for not fulfilling an application.
Outcomes resulting from Managing Projects and how to resolve
them
Lack of Visibility of all Projects
Visibility is a common reason why projects fail. The right level
of information needs to get accessed in time for all the three
phases of the project team (Anantatmula, 2010), the
management, the project managers, and the team members. The
best options are methods, procedures, and improvements based
on people. The easiest way to exchange project plans is by
having project files placed in a networking folder, and folder
permissions get determined by the Windows folder and group
access permissions.

5. Unclear Project Objectives
More than they ever would expect, most companies have more
opportunities and programs. Many firms undertake more efforts
than they should likely, leading to working and often
unsatisfied participants of their team. The management's task is
to define the long-term goals and approaches to accomplish
specific priorities of the company. When these objectives get
established, project initiatives can get measured against these
objectives.
No Visibility into Resource Workload
Besides, resources are overwhelmed with the lack of urgency
for the project. Also, this becomes a circular problem. Because
managers have no visibility on all the projects and tasks the
team carries out (Anantatmula, 2010), they often believe that
the organization's workload can do more than it is capable of.
For example, if a worker has an eight-hour working day, then no
more than six hours should be allotted for the job. It helps the
employee to work for two hours on his or her legal issues.
Gaps in Communication
When a project is fully developed (Kerzner, 2017),
communication is a common problem. There is no clear view of
the project context when a new resource joins the project. The
connection should get shown at a central location, at the very
least. The organization network appears to be the lowest
common denominator.
Increased challenges a Project Manager may face when leading
virtual or global project teams
Communication
In any workplace, communication is a key (Kerzner, 2017),

6. especially where most interactions happen via email, chat, or
phone calls. The hiring process is an excellent way to learn how
well people interact. Communication skills of project manager's
employees' are a significant factor in virtual teams ' progress.
Trust
In any relationship, belief is a crucial issue. When workers
believe in their executives (Kerzner, 2017), they naturally
collaborate and engage in a shared vision. A project manager
should, in a few sentences, document why the company does
what it does. Ideally, the greater good of humanity should be
stipulated y this, but connected somehow with business.
Productivity
When workers work outside of a traditional office (Kerzner,
2017), low productivity becomes an obvious risk. Several team
members may not use their time wisely in an atmosphere
without daily monitoring. The best way to ensure that everyone
does their job without intruding in privacy is to set precise
desires for every function and to check for advancement
regularly.
Plan for Communication Management during the Project
The preparation of the communications includes defining
partners' needs for information and communication.
Communication planning involves identifying which technique
and how often to communicate to whom (Kerzner, 2017), whom,
and when. Therefore, this strategy is very constructive, as there
is no exception to correspondence. The project manager must
consider the climate of the organization, values, and
expectations to do it correctly. The procedures and strategies of
the organization for functioning and collaborating (Kerzner,
2017), historical records of past projects, lessons learned, and

7. information stored also have to get taken into account.
References
Kelsey John., Winch Graham., Penn A. (2001). Understanding
the Project Planning Process: Requirements Capture for the
Virtual Construction Site.
Kelsey, J. and Winch, G.M. and Penn, A. (2001) Understanding
the project planning process: requirements capture for the
virtual construction site. Research report. Bartlett Research
Papers (15). The Bartlett School of Graduate Studies,
University College London, London, UK.
Anantatmula, V. S. (2010). Project manager leadership role in
improving project performance. Engineering Management
Journal, 22(1), 13-22.
Kerzner, H. (2017). Project management: a systems approach to
planning, scheduling, and controlling. John Wiley & Sons.
Running head: Organizing HR Projects
1
Organizing HR Projects

8. 4
Organizing HR Projects
Strategic planning for this project will require the team to
create a long term vision for the organization to have a
centralized model of delivering HR services. The five steps of
strategic planning for the current project include; project
charter, identify and meet stakeholders, identify risks,
performing qualitative risk analysis and planning risk response.
Project charter is the first step that defines the roles and the
duties of the project team. It is also used to highlight the vision
and goals of the project and how the team intends to achieve the
goals. The second step involves identifying and meeting the
stakeholders and these are the people who have an interest in
the project including the sponsors, project team members,
employees, customers and project managers. The current
stakeholders for the project include project team members,
project manager, the leadership of the organization and
employees. Identification of risks is the third step where project
manager will try and identify possible project risks and
document sources of the risks, the category of the risk and
responses. Risks may include lack of support from the
management, stakeholders having a negative attitude towards
the project and changes in management. The fourth step will
require the project team to perform qualitative risk analysis
which is the procedure of ranking risks for additional analysis
or assessing their impact on the project. Planning risk response
involves initiating a plan that will mitigate the risks to the
project objective. This involves identifying the ranked risks and
allocating resources and activities to mitigate the risks.
A project vision is used to give the project team a reason for
contributing towards the project. It is used to explain the aim of
the project, unite the team members, erase confusion and act as
an inspiration to the team. A vision and vision statement are
isolated but linked concepts. The vision statement is more of a
linguistic presentation of the vision. The vision statement for
this project is “To establish a centralized model of delivering

9. HR services that will improve service delivery.” The mission
statement for the project should be “To implement a cost
effective centralized model of delivering HR services that will
be able to improve employer- employee relations and best
delivery of HR services.”
The project charter is a declaration of scope, objectives and the
people who will be partaking the project. The project charter
defines the roles and the duties of the project team and also
outlines the project goals and objectives. The role of the project
manager is also defined and the various stakeholders involved
are identified. The charter document will be used as a reference
document throughout the project and should summarize points
like; the goals and objectives of the project, the roles of each
stakeholder in the project and it also acts as a contract between
the project sponsor, the project team and key stakeholders. The
project charter document is used a selling point to the various
stakeholders, it is a reference point throughout the entire period
of the project and stakeholders are able to see the return on
their investment.
A statement of emphasis for the current project should cover the
costs and deadlines, the process for the project, resources
needed which will include any facilities that will be used during
the project, assignment of tasks and the purpose of the project
which is to evaluate a centralized model of delivering HR
services.
References
Kelsey John., Winch Graham., Penn A. (2001). Understanding
the Project Planning Process: Requirements Capture for the
Virtual Construction Site. Kelsey, J. and Winch, G.M. and Penn,
A. (2001) Understanding the project planning process:
requirements capture for the virtual construction site. Research
report. Bartlett Research Papers (15). The Bartlett School of
Graduate Studies, University College London, London, UK.

10. Running head: PLANNING FOR HR PROJECT
1
PLANNING FOR HR PROJECT
5
Planning Considerations for the HR Project
Introduction
A centralized Human Resources model of delivering HR
services will be efficient in functions like hiring and firing
employees, training, pay and benefits and other functions that
may arise. The HR function is changing from the traditional
hiring and firing to a more advanced role that ensures business
continuity. These roles also include being involved in the
organization’s strategic planning as it aligns its talent hiring
and firing strategy to the overall vision and direction of the
organization. Centralized HR function is able to align its HR
plan and strategies and align them with that of the vision and
goals of the organization.
Project implementation of the HR project will ensure and cost
efficient and consistent model of delivering HR services in the
organization through the centralized model of delivering HR
services. The project manager will have to define the statement
of importance to the project team and define the scope of work
for each team member in the project team. The project budget is
important as it outlines the resources allocated including
monetary allocation for the success of the project. The budget
provides estimates approved towards achieving the goals of the
project and team members need to understand all the budgetary
estimates. The breakdown of the budget by the project manager
to the team is important in order to maintain he costs within the
approved estimates.
Body

11. Statement of Importance
The statement of importance is an important document that
outlines everything relevant in the project. It is the most
important document in the project that outlines and defines the
scope of the whole project including timelines and budgetary
estimates. The current project will have the following elements
in its statement of importance; the purpose which is
implementation of a centralized HR model for the organization,
the scope, the due dates, the due dates of the project, list of
what is due and when it is due, the expected outcomes, all the
resources that are needed for the project and the costs including
the payments and their deadlines.
The relevance of each task in the statement of importance
should be well explained to the team in order to keep everyone
involved in the project on the same page. The document is
relevant shows all the tasks which the project manager should
use in allocating tasks and the milestones that are used to see if
the project is going according to plan. The scope shows what is
to be done in the project including the process that will be used
in completion of the work. It also shows what will be used to
complete the tasks including software and any equipment. The
schedule in the document is a list of when deliverables should
be done including vendors that will be used in completing the
project. The phases in the project including development,
testing and implementation are well stated including their
timelines.
Behavioral Skills
During the project there are a set of behavioral skills and
technical skills that are considered relevant. These behavioral
skills and technical skills are related with the success of the
project especially when the project manager portrays some that
may be relevant with the project. The current project requires
behavioral skills like leadership skills, accountability, decision
making and problem solving skills. The project requires a leader
who is able to make the tough decisions that are required and be

12. able to delegate duties. The leader should able to inspire the
team into following the vision of the project. A project needs
accountability in order for the relevant resources to be provided
when needed for the success of the project. The decisions made
during the project process should be relevant for the success of
the project. The decisions made during the project process
affect all the relevant stakeholders and the project team.
Problem solving skills require one to be a good communicator,
team builder, dependable and creative which are some of the
relevant traits required for the current project.
Project Budget
The project budget is an estimate of all the relevant costs
estimates of activities towards the success of the project. The
project manager should be able to explain to the management
and project team the relevant costs that are associated with the
project. An analogous method of estimating will be used in
determining the relevant costs due to limited information on the
upcoming project. This requires similar projects to be used in
estimating the relevant costs and updating the old budget for
additional costs. The costs are aggregated through summing the
cost of individual work package in order to control the financial
account up to the project level. The cost control accounts are
used to calculate the cost aggregation
The project cash flow shows the net cash flow of the current
project. It is derived from the sources of cash for the project
less the uses of the cash. The cash flow is able to show the cash
from operating activities and keep track of actual cash at hand.
All the activities in the project that will require actual cash will
be reflected in the cash flow including separate activities.
Project Risks
Project risks are unplanned events that will occur and have a
negative effect on the project. The current project manager will
able to determine project risks in the current project as;
budgetary risk, resource risk and resistance to change. The
project budget is based on estimates which involve certain

13. uncertainties and chances of cost overrun may occur. This
creates budgetary risk due to the overrun costs. The
management may not provide the relevant requirements for the
success of the project like monetary resources and skill needed
for the success of the project leading to resource risk. The
current staff and management may be resistant to the
organization implementing a central HR model. This affects the
activities of the project team in delivering a successful project.
Conclusion
The statement of importance is the most important document in
the project process as it will outline everything relevant to the
project. The document will outline the scope of the project
including financial estimates for the various vendors and show
the timelines. The project manager should be able to present the
management with a comprehensive budget and explain the
various cost estimates. The project manager should also be able
to determine the risks to his project and offer solutions.
References
Murdick, R. G. (1976). Managing human resources in project
management. Project Management Quarterly, 7(2), 21–25.
Kevin Callahan., Gary Stetz & Lynne Brooks. (2007). Project
Management Accounting. Budgeting, Tracking and Reporting
Costs and Profitability. Published by John Wiley & Sons, Inc.
Veraart, S. (2009). Merging project and corporate accounting: is
it impossible? Maybe. Paper presented at PMI® Global
Congress 2009—North America, Orlando, FL. Newtown Square,
PA: Project Management Institute.
Running Head: PROJECT MANAGEMENT

14. 1
: PROJECT MANAGEMENT
6
Progress, Results, and Finalizing the HR Project
Project management is the use of knowledge, skills, and tools to
perform all project activities. To successfully manage and direct
a project, all project activities must be completed according to
standard project implementation guidelines. The project plan
should be followed to the latter and the budget should guide the
project manager. Project objectives are used to evaluate the
success of a project. In a successfully directed and managed
project, all objectives should be achieved (Meredith et al.,
2018).
Strategies to Manage and Sustain Progress in The HR Project
A key strategy for managing and sustaining the HR project is
the involvement of stakeholders. Stakeholders in this project are
the management, maintenance personnel, HR staff, and other
employees. Each of these stakeholders plays a crucial role in
project management and sustainability. The system is meant for
the human resource department and therefore involving the key
stakeholders will lead to better management of the process. HR
personnel and other employees will provide important
information to enhance the quality of the HR software. The
management will be consulted whenever the development team
encounters development hurdles that require executive
directives. During development, a sensitive issue like the
privacy of employee data will be presented to the management.
Another strategy is proper scheduling and budgeting.
Scheduling and budgeting are key project planning activities
that require adequate data. Unrealistic deadlines are common
problems associated with project schedules. In this system, we
will capture all project activities in the schedule and address
uncertainties for each deadline. This way, challenges associated

15. with the project schedule will be eliminated. As far as
budgeting is concerned, budgets will be developed using the
available information. During budgeting, a contingency plan
will be developed to ensure project sustainability in case of
changes that may lead to the insufficiency of funds.
Also, the development of a sound communication plan is a good
strategy for the management and sustainability of the HR
system. In project management, a communication plan is needed
for conveying messages to the development team and other
project stakeholders. Through communication, the project
manager collects feedback that is used for decision making.
Different communication methods will be used in the project.
Strategies to Address Risks
There are many risks associated with the development of
software projects. Risks that can affect our HR project include
poor scheduling, under budgeting, low productivity, loss of
project staff and changes in system requirements. Different
strategies can be used to address and resolve any risk within the
control of this project.
The development of a data back plan can help in resolving
issues such as data losses in case of errors or natural calamities.
Natural disasters such as fires, floods, and earthquakes may lead
to data losses. Loss of source codes, data, and implementation
plans have a negative impact on the progress of a project. With
a data back-up plan, disasters will have a smaller impact on the
progress of the project. Notably, a back-up data center should
be located in a different location.
Staff training before the start of the system development
process is a crucial activity in a project. Some development
risks are caused by human error and have adverse effects on the
progress of a project. During staff training, employees should
be taught how to reduce risks by following the recommended

16. system development guidelines. Currently, there are many
technologies for mitigating risks during software development.
The personnel will be trained on how to use the technologies
before the development process begins.
Another strategy that could be used to address and resolve risks
is the continuous evaluation of the project. During development,
developers may perform actions that increase the probability of
risk occurrence. Continuous project evaluation can help in
identifying these actions. The actions can then be corrected to
resolve the risks.
Actions to take during closeout
Project closeout is the final stage of the project development
process. As the closeout phase begins, many actions can be
taken by the project manager (Pratt, 2018). One of the actions is
the development of a training plan for the target users. Some
aspects of software projects are complex and thus, staff training
is a necessary activity. The training should be conducted before
the system is deployed to ensure that users are conversant with
all project functionalities. Some of the training methods that
can be used include instructor-led training, video training,
simulation training, and e-learning training methods (Crimando
& Riggar, 2017).
Another action that can be performed at this phase is risk
assessment. In addition to a risk assessment conducted at each
phase of the development cycle, an overall risk assessment is
conducted at the closeout phase. The assessment is done to
identify any risks in various parts of the system. This
assessment is the final one, hence it should be thorough. All the
risks identified must be analyzed and mitigated.
Analysis of the project development process can be done at this
phase by the project manager. The activity involves the
evaluation of project activities to determine whether or not the
objectives were achieved. Furthermore, the manager can review
the performance of the development personnel.
References

17. Meredith, J. R., Mantel Jr, S. J., & Shafer, S. M. (2017). Project
management: a managerial approach. John Wiley & Sons.
Pratt, M. (2018). Project Closure Document.
Crimando, W., & Riggar, T. F. (2017). Staff training: An
annotated review of the literature. Routledge.