bsbpmg405a apply human resource management approaches apply human resource management approaches...

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


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


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


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


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



• 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



• 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



Monitor

Control



• 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



Monitor

Control



• 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



Monitor

Control


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




• 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




• Tools and techniques to Develop Human Resource Plan


OrganisationalCharts Workforce

PlanningPositionDescriptions

SubjectMatter

Experts

ResponsibilityAssignment

Matrix

Networking



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



• 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


Example Project Organisational Chart


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


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


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


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


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



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


Position Description

Role – Project ManagerDuties …..Preferred Experience….Mandatory Skills….Desirable Skills…..Qualifications….

Project 1

Role – Project Manager

Detailed deliverables

Detailed roles & responsibilities

Project 2




Project 3






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



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




• 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



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



Monitor

Control



• 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




• 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


Monitor

Control




• Tools and techniques to Acquire Project Team include -


Pre-assignment ExternalRecruitmentNegotiation

InternalAcquisition

Resource Pools

VirtualTeams

Contractors &Consultants



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




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




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



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




• 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


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


Next Steps

Please proceed to Human Resource Processes Part 2

in the Learning Program.

Best of Luck!

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