Slide Presentation

Project Communications andHuman Resource

Management

Unit #3Project Human Resource Planning

Doreen Myers

Agenda

Overview Human Resource Management Processes Human Resource Planning Process Roles & Responsibilities Responsibility Assignment Matrix Staff Management Plan Project Org Chart Reading for next unit & quiz prep

Human Resource Planning Overview

Performed early in the project Reviewed and modified as required throughout

the project Tightly linked with communications planning Involves identifying, documenting and assigning

project roles, responsibility and reporting relationships

Human Resource Management

Source: PMBOK, 2004

Human Resource Planning

Acquire Project Team

Develop Project Team

Develop Project Team

Human Resource Planning Process

Source: PMBOK, 2004

Inputs

1. Enterprise environmental factors

2. Organizational process assets

3. Project management plan – Activity Resource Requirements

Tools and Techniques

1. Organizational charts and position descriptions

2. Networking 3. Organizational theory

Outputs

1. Roles and responsibilities

2. Project organization chart

3. Staffing management plan

Human Resource Planning Inputs Enterprise Environmental Factors.

Organizational: which units will be involved, current working arrangements, formal and informal.

Technical: which disciplines and specialties, types of technologies, software, platforms.

Interpersonal: formal and informal among potential project team. Cultural and language differences will affect relationships, what level of trust exists?

Logistical: Distance that separates people and units, different building, time zones, countries?

Political: Individual agendas of stakeholders. Who has informal power in areas important to the project? Informal alliances?

Constraints: Organizational Structure. Collective bargaining agreements. Economic conditions.

Source: PMBOK, 2004

Human Resource Planning Inputs Organizational Process Assets

Templates: Organization charts, position descriptions, performance appraisals

Checklists: common project roles/responsibilities, typical competencies, training programs, team ground rules, safety considerations, reward ideas

Project Management Plan Activity resource requirements: preliminary

requirements of people and competencies

Source: PMBOK, 2004

Human Resource Planning Tools and Techniques

Organization Charts / Position Descriptions Hierarchical charts Matrix based responsibility charts Text-oriented position descriptions (typical for roles and

responsibilities)

Networking: informal interaction to understand political and interpersonal factors

Organizational Theory: regarding the behaviour of people, teams and organizational units

Source: PMBOK, 2004

Human Resource Planning Outputs Roles and Responsibilities

Role: label describing the position in the project Authority: right to make decisions Responsibilities: work/output that a project team

member is expected to perform to complete project activities

Competency: skills and capacity required to complete project activities

Project Organization Charts Staffing Management Plan: staff acquisition,

timetable, release, training, recognition and rewards

Source: PMBOK, 2004

Staffing Management Plan

Describes when and how human resource requirements will be met

Often includes histograms Describes the timetable for resources Also the skills and knowledge Attention should be given to releasing resources

when no longer needed Should be confirmed by resource owners to

define planning assumptions/constraints


Using a sample project

ID Task Name Duration

1 Sample Project 95 days

2 Project Life Cycle 75 days

3 Document Requirements 4 wks

4 Build Solution 7 wks

5 Test Solution 3 wks

6 Move to Solution to Production 1 wk

7 Project Management Life Cycle 95 days

8 Initiate Project 1 wk

9 Plan Project 3 wks

10 Execution and Contol 13 wks

11 Close Project 2 wks

2 9 16 23 30 6 13 20 27 6 13 20 27 3 10 17 24 1 8January February March April


Resource Timetable

ID Resource Name Work1 Project Manager 760 hrs2 Business Consultant 420 hrs3 Developer 480 hrs4 Tester 160 hrs5 Production Support 60 hrs

Details

WorkWorkWorkWorkWork

Jan Feb Mar Apr May1st Quarter 2nd Quarter

168h 160h 184h 168h 80h158h 116h 92h 34h 20h80h 88h 184h 108h 20h

140h 20h40h 20h

Staff Management Plan

The Business Consultant is overallocated

20%

40%

60%

80%

100%

120%

140%

160%

Peak Units:

Business Consultant Overallocated: Allocated:

1/2 1/9 1/16 1/23 1/30 2/6 2/13 2/20 2/27 3/6 3/13 3/20 3/27 4/3anuary February March April

50% 50% 150% 150% 100% 100% 50% 50% 50% 50% 50% 50% 50% 100%


The overallocation is resolved through resource leveling (frontloading in this case)

ID Resource Name Work2 Business Consultant 410 hrs

Document Requirements 160 hrsBuild Solution 140 hrsTest Solution 30 hrsInitiate Project 20 hrsPlan Project 60 hrs

Details

WorkWorkWorkWorkWorkWork

1/2 1/9 1/16 1/23 1/30 2/6anuary February

20h 20h 60h 60h 40h 40h40h 40h 40h 40h

20h20h 20h 20h

ID Resource Name Work2 Business Consultant 400 hrs

Document Requirements 160 hrsBuild Solution 140 hrsTest Solution 30 hrsInitiate Project 20 hrsPlan Project 50 hrs

Details

WorkWorkWorkWorkWorkWork

1/2 1/9 1/16 1/23 1/30 2/6anuary February

20h 40h 45h 45h 40h 40h40h 40h 40h 40h

20h40h 5h 5h

Resource Leveling Resolving over/ under allocations through modification of

the project schedule Purpose is to have each resource with an even

dedication throughout the project Normally required when there are limited resources Could allow for sharing resources with other projects Solution is to modify the timing of activities to reduce

resources (level) during peak time periods by: Changing the pattern of the resource Introducing leveling delays Changing a dependency or lag


Staff Plan should also include the skills and knowledge required. Using the same example:

Role Skills & Knowledge From MM/YY

To MM/YY

% Req.

Comments

Project Manager

Experienced PM 5 yrs+ 01/05 05/05 100% IT Background preferred

Business Consultant

Requirements, modeling, logistics.

01/05 05/05 Declines 100% to 25%

Internal Resource preferred (no contract resource)

Developer Java, Oracle 01/05 05/05 50% to 100%

Tester Test Management Tools 04/05 05/05 100% to 50%

Production Support

Java, Oracle, Production Environment

04/05 05/05 100% to 25%

Roles & Responsibilities

1. Define For each Project Team Member Role on Team Responsibilities/expectations including

Authority level: right to make decisions Accountability: acceptance of success or failure

2. Multiple individuals could have the same role

Purpose:• Ensure each team member has a clear understanding of their role• Reduce potential for ambiguity regarding “who does what”

Role Who ResponsibilitiesProject Sponsor John Smith Provides the overall sponsorship role

including monitoring of the project progress, resolution of escalated issues and support for resource needs.

Functional Mgr Adele Johnson Provides final sign-off on the project deliverables, and resolves any major business issues arising during the project.

Bus. Contact Tammy Jones Resolves business issues arising during the project.

Tech Analyst Gilles Randerson Provides input from a technical perspective.

Proj Mgr/ Bus Anal Karen Jackson Provides project management for the project, and business analysis support.

Designer/developers Sam Hope Provides analysis, design and development Tom Merry of programs to re-format the files to

match target system requirements, does unit testing, supports user acceptance testing

Quality Assurance Joan Planter Provides quality assurance support for the Tom Dyce project.

Responsibility Assignment Matrix

Key tool for documenting the role and responsibility assignments

Serves as a communication tool so all participants understand “who does what”on the project

May be developed for various levels or groups within a project: project phases WBS

Responsibility Assignment Matrix (example)

Project

Mgr

Bus.

Lead

Tech

Lead

Funct.

Mgr

Sponsor

Create Project Plan R C C C I

Acquire resources R A

Develop requirements C R R C A

Construction C/I C R C

Quality Control C/I R C C I

Close Project R C C C A

R–Responsible A–Approve C-Consult I–Informed

Responsibility Assignment Matrix (class exercise)

Instructor Students Cont. Ed.

Supervisor

Office Staff

Create course lessons

Provide printing services to instructor

Provide weekly lecture/tests

Write tests

Mark tests

Complete weekly readings

Complete Course Evaluation

R–Responsible A–Approve C-Consult I–Informed

Responsibility Assignment Matrix

Many variations: RACI (Responsible, Approve, Consult, Inform) RACI (Responsible, Accountable, Consult, Inform) ROCI (Responsible, Owns, Consult, Inform) etc.

Approach may depend either on the PM’s discretion or the norms of the company

Project Org Chart Graphic display of the project reporting

relationships within the project

Project Manager

Systems Analyst

BusinessAnalyst

QAManager

AdminSupport

Programmer1

Programmer2

Tester2

Tester1

Program Manager

and with other organizational units

Business Area (Internal Customer)

Finance

Class Exercise

Divide into groups of 3 or 4 people Page 183 of Kerzner Review assigned question(s)

Consensus on correct answer Discuss rationale

Next Unit

Team Acquisition, Team Development and Team Management

Reading: Required: Textbook: Chapter 4.0-4.7, 4. 9, 5.5-5.7 Optional: PMBOK: Chapter 9.2, 9.3, 9.4

First Quiz: Units 1, 2 and 3 Multiple choice From handouts, class discussion, Kerzner PMI quiz p29/30; 128-9; 183-4