9 1 Plan Human Resource Management The process

9. 1 Plan Human Resource Management The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships and creating a staffing management plan. The output is a Human Resource Management Plan which includes a staffing management plan. HR planning determines and identifies the people and skills required for project success. Including time frames for staff training, acquisition and release. Factors that influence HR planning include – competition for resources, scarce skillsets, project prioritisation Occurs during Planning Monitor Initiation Planning Execution Close Control Adapted from PMBOK 5 th Edition

9. 1 Plan Human Resource Management Inputs to Develop Human Resource Management Plan ü Project Management Plan ü Activity resource requirements (from Time 6. 4) – Required people and competencies ü Enterprise Environmental Factors – – – Organisation culture and structure Existing human resources Geographical dispersion of team members Personnel administration policies Marketplace conditions ü Organisational Process Assets – – HR policies and procedures Templates for organisation charts and position descriptions Competency frameworks Lessons learned from previous projects Adapted from PMBOK 5 th Edition

9. 1 Plan Human Resource Management Tools and techniques to Plan Human Resource Management Organisational Charts Responsibility Assignment Matrix Position Descriptions Expert Judgement Networking Workforce Planning Meetings Organisational Theory Adapted from PMBOK 5 th Edition

9. 1 Plan Human Resource Management Organisational Charts – ü traditional hierarchical organisational charts can be very effective to show team members where the project fits within the overall organisational structure AND to depict the structure and reporting lines for the project ü Project organisational charts are also known as Resource General Breakdown Structures Manager Responsibility Assignment Matrix (RAM) - Project Manager Finance Manager HR Manager ü A matrix based organisational chart which is used to illustrate responsibilities for deliverables and activities ü It assigns project team members to deliverables and activities and also indicates their role for each deliverable Adapted from PMBOK 5 th Edition

Project Organisational Charts • Project Organisational Charts are designed to show project positions in relation to each other in the hierarchy • Functional Organisational Charts can also be useful to show the project team resources fit into other structures within the organisation • It is common for a project team member to have a “project” reporting line and a “functional” reporting line or Line Manager

Example Project Organisational Chart

Project Organisation Chart – Samples Project Manager Team Leader 1 Team Member 1 Team Leader 2 Team Leader 3 Team Member 2 Project Director Project Manager 1 Team Leader 1 Team Member 2 Project Manager 2 Team Leader 2 Team Member 2 Project Manager 3

Responsibility Assignment Matrix Definition of a Responsibility Assignment Matrix (RAM) – – A structured table that relates the project organisation chart/structure to the work breakdown structure to help ensure that all components of the project scope have been assigned to a project team or team member – It relates the activities and deliverables in the work break down structure to project team members and other people who have delivery responsibilities on the project. – It helps to ensure project execution by assigning all components of the project’s scope to someone who is responsible for getting it done. Source – Adapted from PMBOK, 5 th Edition

Different Types of RAMs R esponsible Accountable A ccountable C onsulted S ign off I nformed Consulted Participates A ccountable R esponsible I nformed S ign off

Example RACI Format RACI Chart Deliverable/ Activity Team Members Project Sponsor Project Manager Team Member 1 Team Member 2 Team Member 3 Project Charter R A I Communication Plan C R, A I I I Human Resource Plan I R A C C Deliverable 1 I R I C A Deliverable 2 C R C A I Deliverable 3 I C R, A C C R = Responsible, A = Accountable, C = Consult, I = Inform

Example RASIC Format RACI Chart Deliverable/ Activity Team Members Project Sponsor Project Manager Team Member 1 Team Member 2 Team Member 3 Project Charter R, S A I Communication Plan S R A C C Human Resource Plan I S R A C Deliverable 1 I R I C A Deliverable 2 C R C A I Deliverable 3 I R, S A C C R = Review, A = Accountable, S = Sign Off, I = Inform, C = Consult/Contribute

Example RASIC Format This is an example of using the RASIC approach for a kitchen renovation. It links to the WBS and don't forget to include an explanation of the abbreviations! PM Electrician Plumber A Kitchen installer Sponsor Gas Fitter A R, A R C, S A A R R C R, A I I I R R, A C, S I I I A R, A I R I R Activities Choose Colour Scheme Design Kitchen Lodge Strata Approval Application Research Appliances Research portable stove for borrowing Research Kitchen Fitout Pick up portable stove Purchase kitchen fitout Purchase Appliances Sign Up Contractors Strip Out Old Kitchen Paint Walls & Windows Install Cupboards & Bench Tops Install Sink Install Splashback Fit out Flooring Connect Appliances & Sink R = Review, A = Accountable, S = Sign Off, I = Inform, C = Consult/Contribute R, S

9. 1 Plan Human Resource Management Position Descriptions – ü Text document that details the roles and responsibilities of each team member or position ü Project roles often have a base or standard position description with a specific roles and responsibilities statement being tailored and produced for each project Position Description Role – Project Manager Duties …. . Preferred Experience…. Mandatory Skills…. Desirable Skills…. . Qualifications…. Project 1 Project 2 Role – Project Manager Project 3 Role – Project Manager Detailed deliverables Detailed roles & responsibilities Adapted from PMBOK 5 th Edition

9. 1 Plan Human Resource Management Workforce Planning ü Occurs prior to recruitment or resource acquisition ü Typically associated with broad based planning of human resources in order to achieve an organisation’s strategic and business goals, can also be applied to projects ü Aligns the human resource requirements in order to meet the objectives of the project based on the definition of the resources required for each activity in the schedule ü People may be unsuitable in terms of skills and experience, in this case they can be retrained or retrenched and new people recruited ü Project Managers do not always get to specify and select all of their people which can leave major capability gaps and increase risk on the project

9. 1 Plan Human Resource Management Subject Matter Experts – ü Assistance in planning and selecting the people for a project can be sought from the internal HR department, the Project Management Office and also external recruitment providers ü There may be policies and procedures that make it necessary to involve the internal HR department in the process Networking ü Formal and informal interaction with the organisation and project management community ü Can be very useful at the beginning of a project in order to understand what resources are coming available and also for professional development of team members during the project Adapted from PMBOK 5 Edition th

9. 1 Plan Human Resource Management The output of this process is the Human Resource Management Plan ü Roles and Responsibilities Project Manager – Role – Authority Plumber Electrician Tiler – Responsibility – Competency ü Project organisation charts ü Staffing Management Plan – – – – Staff acquisition approaches Resource calendars Staff on boarding and release plan Training needs Recognition and reward framework Compliance with regulations and policies Work Health and Safety Adapted from PMBOK 5 th Edition