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BSBPMG405A Apply Human Resource Management Approaches
Apply Human ResourceManagement Approaches
Human Resource Management Processes – Part 1
Certificate IV in Project Management 17871Qualification Code BSB41507
Unit Code BSBPMG405A
BSBPMG405A Apply Human Resource Management Approaches
Project HR Management Processes – Part 1
PMBOK Project HR Management Processes -9.1 Develop Human Resource Plan
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
Related processes from Project Integration Management –
4.2 Develop Project Management Plan
PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
Learning Objectives – Part 1
1. Understand the processes required to manage Human Resources on a project
2. Explain the project human resource planning process and describe the contents of a Human Resource Plan
3. Understand how to assist with Human Resource management of a project.
4. Understand different methods of acquiring human resources for a project
BSBPMG405A Apply Human Resource Management Approaches
Reading – Human Resources Processes Part 1
Please take some time to review the PMBOK Chapters 4.2, 9.1 and 9.2
This could take 30 to 45 minutes
BSBPMG405A Apply Human Resource Management Approaches
Project Manager’s Interpersonal Skills
• In addition to the ability to apply the 9 key knowledge areas, Project Managers require important interpersonal skills to assist in the effective management of projects, specifically in the achievement of project objectives and success criteria –
1. Leadership
2. Team Building
3. Motivation
4. Communication
5. Influencing
6. Decision Making
7. Political and Cultural Awareness
8. NegotiationSource – PMBOK, 4th Edition, Appendix G Interpersonal Skills
BSBPMG405A Apply Human Resource Management Approaches
4.2 Develop Project Management Plan
• This is the process of defining and documenting the actions necessary to prepare and integrate all subsidiary plans for each of the 8 key knowledge areas of project management.
• The planning processes for all project management key knowledge areas are normally performed at the same time this process, or expanded upon shortly afterwards
• The Human Resource Management Plan (9.1) for a project is developed concurrently with the development of the Project Management Plan (4.2)
Adapted from PMBOK 4th Edition
Initiation Planning Execution Close
Monitor
Control
BSBPMG405A Apply Human Resource Management Approaches
4.2 Develop Project Management Plan
• The Project Management Plan –can be composed of subsidiary plans for each of the 8 key
knowledge areas or these planning elements can be included into one integrated end product
can be either high level or detailed depending on the characteristics of the project and the project management methodology that is being applied
Can only be changed via a Change Request once it has been baselined
defines how all aspects of the project are to be undertaken through the Execution Phase
establishes the mechanisms and processes to Monitor and Control the project
defines how the project is to be Closed
Adapted from PMBOK 4th Edition
Initiation Planning Execution Close
Monitor
Control
BSBPMG405A Apply Human Resource Management Approaches
4.2 Develop Project Management Plan
• Inputs into the Project Management Plan –Project Charter
Subsidiary plans developed in other planning processes
Industry standards and regulations
Organisational policies and procedures
Project management methodology
Project management tools
Planning templates
Knowledge from past projects
Expert judgement and advice
Adapted from PMBOK 4th Edition
Initiation Planning Execution Close
Monitor
Control
BSBPMG405A Apply Human Resource Management Approaches
4.2 Develop Project Management Plan
• Common inclusions in the Project Management Plan –Project lifecycle and project management processes
Selected tools and techniques
Project objectives and how these will be achieved
Change Management Plan
Baselines for Scope, Time and Cost
Performance measurement and status reporting processes
Governance structure
Team structure
Subsidiary plans if required
Adapted from PMBOK 4th Edition
Initiation Planning Execution Close
Monitor
Control
BSBPMG405A Apply Human Resource Management Approaches
9.1 Develop Human Resource Plan
• The process of identifying and documenting project roles, responsibilities, required skills and reporting relationships.
• The output is a Staffing Management Plan or a Human Resource Plan.
• HR planning determines and identifies the people and skills required for project success.
• Factors that influence HR planning include – competition for resources, scarce skills sets, project prioritisation
• Occurs during PlanningInitiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.1 Develop Human Resource Plan
• Inputs to Develop Human Resource Plan -
Work Breakdown Structure
Project Schedule including resources
Activity resource requirements (from Time 6.3)– Required people and competencies
Enterprise Environmental Factors– Organisation culture and structure– Existing human resources– Labour market conditions– Industrial Relations frameworks– HR legislation and regulations– Competency frameworks
Organisational Process Assets– HR policies and procedures– Templates for organisation charts and position descriptions– Competency frameworks– Lessons learned from previous projects
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.1 Develop Human Resource Plan
• Tools and techniques to Develop Human Resource Plan
Adapted from PMBOK 4th Edition
OrganisationalCharts Workforce
PlanningPositionDescriptions
SubjectMatter
Experts
ResponsibilityAssignment
Matrix
Networking
BSBPMG405A Apply Human Resource Management Approaches
9.1 Develop Human Resource Plan
Organisational Charts –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
Project organisational charts are also known as Resource Breakdown Structures
Responsibility Assignment Matrix (RAM) -A matrix based organisational chart which is used to illustrate
responsibilities for deliverables and activities
It assigns project team members to deliverables and activities and also indicates their role for each deliverable
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
• 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 how 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
Project Organisational Charts
BSBPMG405A Apply Human Resource Management Approaches
Example Project Organisational Chart
BSBPMG405A Apply Human Resource Management Approaches
Project Org Chart – Samples
ProjectManager
TeamLeader 1
TeamLeader 2
TeamLeader 3
TeamMember 1
TeamMember 2
ProjectDirector
ProjectManager 1
ProjectManager 2
ProjectManager 3
TeamLeader 1
TeamLeader 2
TeamMember 2
TeamMember 2
BSBPMG405A Apply Human Resource Management Approaches
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, 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
Different Types of RAMs
A
R
S
IC
A
P
R
IS
A
R
C
I
esponsible
ccountable
nformed
onsulted
nformed
esponsible
nformed
ign off onsulted
ccountable ccountable
ign off
esponsible
articipates
BSBPMG405A Apply Human Resource Management Approaches
Example RACI Format
RACI Chart Team Members
Deliverable/
Activity
Project
Sponsor
Project
Manager
Team
Member 1
Team
Member 2
Team
Member 3
Project Charter R A I C I
Communication
PlanC R, A I I I
Human Resource
PlanI 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
BSBPMG405A Apply Human Resource Management Approaches
Example RASIC Format
RACI Chart Team Members
Deliverable/
Activity
Project
Sponsor
Project
Manager
Team
Member 1
Team
Member 2
Team
Member 3
Project Charter R,S A I C I
Communication
PlanS R A C C
Human Resource
PlanI 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
BSBPMG405A Apply Human Resource Management Approaches
9.1 Develop Human Resource Plan
Position Descriptions –
Text document that details the roles and responsibilities of each team member or position
Project roles often have a base or standard position description with a specific roles and responsibilities statement being tailored and produced for each project
Adapted from PMBOK 4th Edition
Position Description
Role – Project ManagerDuties …..Preferred Experience….Mandatory Skills….Desirable Skills…..Qualifications….
Project 1
Role – Project Manager
Detailed deliverables
Detailed roles & responsibilities
Project 2
Role – Project Manager
Detailed deliverables
Detailed roles & responsibilities
Project 3
Role – Project Manager
Detailed deliverables
Detailed roles & responsibilities
BSBPMG405A Apply Human Resource Management Approaches
9.1 Develop Human Resource Plan
Workforce Planning -Occurs prior to recruitment or resource acquisition
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
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
People may be unsuitable in terms of skills and experience, in this case they can be retrained or retrenched and new people recruited
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 Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.1 Develop Human Resource Plan
Subject Matter Experts –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
There may be policies and procedures that make it necessary to involve the internal HR department in the process
Networking -Formal and informal interaction with the organisation and
project management community
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 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.1 Develop Human Resource Plan
• Outputs of this process include – Human Resource Plan
– Roles and responsibilities– Authority levels– Competencies– Position Descriptions
Project organisation charts
Staffing Management Plan– Staff acquisition approaches– Resource calendars– Staff on boarding and release plan– Training needs– Performance management– Recognition and reward framework– Compliance with regulations and policies– Occupational Health and Safety
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
Human Resource or Staffing Management Plan
• The Human Resource Plan and/or Staffing Management Plan are the critical outputs of this process, they are often combined into the one deliverable
• Common inclusions in the Human Resource Plan –– Roles and responsibilities– Authority levels– Competencies– Position Descriptions– Staff acquisition approaches– Resource calendars– Staff on boarding and release plan– Training needs– Performance management– Recognition and reward framework– Compliance with regulations and policies– Occupational Health and Safety
Adapted from PMBOK 4th Edition
Initiation Planning Execution Close
Monitor
Control
BSBPMG405A Apply Human Resource Management Approaches
9.2 Acquire Project Team
• The process of confirming human resource availability and selecting the team members necessary to complete the project activities
• The Project Manager may not have direct control over resource selection due to industrial agreements, Project Sponsor preferences and internal HR policies
• Project Managers need to negotiate and influence in order to obtain the best team possible for the project
• Inappropriate team members will decrease the ability to meet project objectives and success measures
• Failure to find the optimal human resources may result in re-planning and change requests
• Undertaken during Execution Initiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.2 Acquire Project Team
• The inputs into Acquire Project Team are – Project Management Plan
Human Resource Management Plan
Resource Calendars and Availability
Work Breakdown Structure
Position Descriptions
Skills and competencies
Enterprise Environmental Factors– HR legislation and regulations
– Industry HR agreements
– Labour market conditions
Organisational Process Assets– Internal HR policies and procedures
Initiation Planning Execution Close
Monitor
Control
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.2 Acquire Project Team
• Tools and techniques to Acquire Project Team include -
Adapted from PMBOK 4th Edition
Pre-assignment ExternalRecruitmentNegotiation
InternalAcquisition
Resource Pools
VirtualTeams
Contractors &Consultants
BSBPMG405A Apply Human Resource Management Approaches
9.2 Acquire Project Team
Pre-assignment –Occurs when project team members are selected in advance
due to specialist skills and reserved for the project
Can create issues if there are dependencies on these staff completing previously assigned projects before moving to the new project
Resource Pools -Mature project management organisations will often have a
list of all project based resources that can be assigned to projects
These are normally centrally managed by the PMO or HR department and keep track of availability, competencies, costs and personal preferences
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.2 Acquire Project Team
Negotiation –The Project Manager may need to negotiate for specific,
critical resources with other lower priority projects or with their functional/line manager
May also be required as part of External Recruitment activities and governed by organisational policies
Internal Acqusition -Project team members are obtained from within the
organisation
Can be undertaken in an informal manner, where staff are simply approached to assess interest
Can require a more formal internal recruitment approach depending on internal policies
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.2 Acquire Project Team
External Recruitment –Sometimes undertaken simultaneously with internal
recruitment acquisition activitiesLooking at the external market for project resources using
direct recruitment or via recruitment agenciesOften governed by internal policies and preferred supplier
agreements
Contractors and Consultants -Can be faster than going to the broad external marketApproach specialist providers and preferred suppliers for
contract resourcesMay also require specialist consultants with niche skills for
short engagementsAdapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.2 Acquire Project Team
Virtual Teams and Flexible Arrangements –There are many possibilities available for resource
acquisition and also alternative working arrangements
Can form virtual project teams from widespread geographic locations via electronic communication and collaboration tools
Specialist expertise may not always be available locally or full time
Considers team members who –– Work from home
– Work part time
– Have disabilities
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.2 Acquire Project Team
• Outputs of this process include – Project staff assignments
– Project directory
– Letters confirming engagement
Project Organisation Chart updates
Resource Calendars
Project Management Plan updates
Human Resource Management Plan updates
Staffing Management Plan updates
Project Schedule updates
Project Budget updates
Change RequestsAdapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
People Selection Techniques
1. Take some time to reflect on the job interviews that you have attended and conducted.
2. Have you ever experienced inappropriate selection techniques, such as unacceptable questions or possibly discrimination.
3. Then go to the Forum on People Selection Techniques and provide comment on the experiences that you have had and pose alternates that would have been more ethical.
Research Practice Comment
BSBPMG405A Apply Human Resource Management Approaches
Next Steps
Please proceed to Human Resource Processes Part 2
in the Learning Program.
Best of Luck!