Project Management Chapter 8 Project Resource Management Resource

Project Management Chapter 8 Project Resource Management Resource Planning Dr. Jana Jagodick Polytechnic of Namibia, 2012

Project resource management • What is resource planning • The nature of human resources planning • Organisational resource planning and inputs • Tools and techniques Dr. Jana Jagodick Polytechnic of Namibia, 2012

Project resources You need 7 resources in a project…. . What are they? People Money Equipment Facilities Materials & Supplies Information Technology You need to estimate your project resources before you can complete the project plan Dr. Jana Jagodick Polytechnic of Namibia, 2012

Project resource management Projects are carried out by people Often regarded as the most important resource in a project……. Project human resource management includes the processes required to make the most effective use of people involved with the project. Dr. Jana Jagodick Polytechnic of Namibia, 2012

Project HR management. . includes all stakeholders such as sponsors, customers, contributors (staff) and others It consists of the following major processes: • organisational planning • staff acquisition • team development Dr. Jana Jagodick Polytechnic of Namibia, 2012

The Nature of Planning is future orientated - it is concerned with what is to be achieved and how it is to be achieved Plans can be strategic, tactical and operational and are contained in a written document 4 major components: • • objectives actions resources implementation Dr. Jana Jagodick Polytechnic of Namibia, 2012

Human Resources Planning “the systematic and continuing process of analysing an organisation’s human resources needs under changing conditions, and developing personnel policies appropriate to the longer term effectiveness of the organisation. ” Dr. Jana Jagodick Polytechnic of Namibia, 2012

Organisational Resource Planning Takes place during the early project phases and is closely linked to communications planning for structures and channels of authority/ communications Dr. Jana Jagodick Polytechnic of Namibia, 2012

Organisational Resource Planning Inputs 1. Project interfaces 2. Staffing requirements 3. Constraints Tools & techniques 1. Templates 2. Human resources practices 3. Organisational theory 4. Stakeholder analysis Dr. Jana Jagodick Polytechnic of Namibia, 2012 Outputs 1. Role & responsibility assignment 2. Staffing management 3. Organisation chart 4. Supporting detail

Organisational Planning - Inputs 1. Project interfaces 2. Staffing requirements 3. Constraints Tools & techniques 1. Templates 2. Human resources practices 3. Organisational theory 4. Stakeholder analysis Dr. Jana Jagodick Polytechnic of Namibia, 2012 Outputs 1. Role & responsibility assignment 2. Staffing management 3. Organisation chart 4. Supporting detail

Project Interfaces Inputs 1. Project interfaces 2. Staffing requirements 3. Constraints Project interfaces are where diverse, independent groups interact These interfaces can be of an organisational, technical and/or interpersonal nature e. g. a technical interface in computer science is the point of communication between a computer and a human being – keyboard, mouse etc Dr. Jana Jagodick Polytechnic of Namibia, 2012

Staffing Requirements Inputs 1. Project interfaces 2. Staffing requirements 3. Constraints This is concerned with deciding what types of skills are required for the project (job descriptions), from what types of people and in what time frame Dr. Jana Jagodick Polytechnic of Namibia, 2012

Constraints Inputs 1. Project interfaces 2. Staffing requirements 3. Constraints which might be encountered are the organisational structure of the performing organisation, trade union agreements, preferences by the management team and skills and competencies of staff members Dr. Jana Jagodick Polytechnic of Namibia, 2012

Tools & Techniques Many projects have areas of commonality and using a template can help make sure you don’t miss anything Tools & techniques 1. Templates From books, internet, journals etc 2. Human resources practices 3. Organisational theory 4. Stakeholder analysis HR practices – policies, guidelines and procedures Dr. Jana Jagodick Polytechnic of Namibia, 2012 to understand stakeholder needs

Outputs Most important outputs are: • role and responsibility assignments by using WBS and RAM (responsibility assignment matrix) • a staffing management plan • an organisation chart • supporting detail such as an evaluation of the impact on the organisation, job descriptions and training needs Dr. Jana Jagodick Polytechnic of Namibia, 2012 Outputs 1. Role & responsibility assignment 2. Staffing management 3. Organisation chart 4. Supporting detail

R&R Responsibility Assignment • Often conducted using RASIC, RASCI or RASI matrix esponsible • Tool to establish roles and responsibilities on a project informed Dr. Jana Jagodick Polytechnic of Namibia, 2012 pproving upporting onsulted

RASIC R - Responsible: solely and directly accountable for creating a work package or task A - Approving: and needs to review and assure the quality of the deliverables from that work package or task S - Supporting: any and all individuals or groups who help create the deliverables from the work package I - Informed: any and all people who need updated during the creation of the deliverables C - Consulted: any and all who help define the deliverables or quality review criteria Every ‘deliverable’ in the project must have a 'Responsible' person and an 'Approving' person Dr. Jana Jagodick Polytechnic of Namibia, 2012

RASIC exercise Create a RASIC chart for the ‘Project Management course’ you are doing Stakeholders to be listed Activities /deliverables to be defined Allocate RASIC responsibilities Dr. Jana Jagodick Polytechnic of Namibia, 2012

RASIC exercise – stakeholders Come up with a list of stakeholders Dr. Jana Jagodick Polytechnic of Namibia, 2012

RASIC exercise – deliverables Initiation – objectives/outline of the course Planning – lesson plan, lesson preparation, assignment, test and exam setting Execution and control – delivery of lessons, conducting and marking assignment, test and exam Closure – completion of semester marks, exam marks, lessons learned Dr. Jana Jagodick Polytechnic of Namibia, 2012 Now that you have the deliverables and the stakeholders, you can complete the RASIC chart

RASIC exercise – deliverables Deliverable Course outline/objectives Lesson plan & prep Assignment, test and exam plan Carry out lessons Carry out assign, test & exam & record results Complete final marks Lessons learned Dr. Jana Jagodick Polytechnic of Namibia, 2012 AC class school Poly

Staff Acquisition Acquiring the right people is vital to the success of a project The main objective of staff acquisition is to obtain the best people to fill project posts Before the acquisition a post analysis has to be done to evaluate what the post entails that needs to be filled Once the analysis has been done, a post description (title, duties, resources, working conditions etc) and post specification (qualifications, experience and skills required) must be drawn up Dr. Jana Jagodick Polytechnic of Namibia, 2012

Project Staff Acquisition Getting the human resources needed assigned to and working on the project Not always possible to attract the desired level of skills, where functional and project managers compete for staff members Dr. Jana Jagodick Polytechnic of Namibia, 2012

Project Staff Acquisition Inputs 1. Staffing management plan 2. Staffing pool description 3. Recruitment Practices & policies Tools & techniques 1. Negotiation with functional managers 2. Pre-assignment or Project specification Dr. Jana Jagodick Polytechnic of Namibia, 2012 Outputs 1. Project staff Assigned 2. A project staff directory or database

Resource planning summary Each person to come up with 3 important things you remember from this session that will help your understanding of “project resource planning” Dr. Jana Jagodick Polytechnic of Namibia, 2012