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HUMAN RESOURCE MANAGEMENT STATEMENT

KEADUE WWTP UPGRADE WORKS

KMCF ENGINEERING DUBLIN ROAD ATHLONE

2014

Table of Contents
1.0 INTRODUCTION .............................................................................................................................. 1 2.0 ROLES AND RESPONSIBILITIES ............................................................................................................ 1
2.1 Project Manager (PM), (1 position): ....................................................................................................................1 2.2 Design Engineer (DE), (2 positions): .....................................................................................................................2 2.3 Implementation Manager (1 position): ...............................................................................................................2 2.4 Research and Development Manager (RDM), (1 position): .................................................................................2 3.0 PROJECT ORGANIZATIONAL CHARTS ................................................................................................... 3 4.0 STAFFING MANAGEMENT ................................................................................................................ 5 4.2 Training: ...............................................................................................................................................................5 4.3 Performance Reviews: .........................................................................................................................................5 4.4 Recognition and Rewards: ...................................................................................................................................6

1.0 INTRODUCTION
Human Resource Management plays an important part in the project. The human resource management plan is a means which will aid in the management of this projects human resource activities throughout the project until closure. The human resource management plan includes the following: Roles and responsibilities of team members throughout the project. Project organization charts. Staffing management plan, which will include: a) How resources will be acquired. b) Timeline for resources/skill sets. c) Training required in developing skills. d) How performance reviews will be conducted. e) Recognition and rewards system. The purpose of the human resource management plan is to achieve project success by ensuring the appropriate human resources are acquired with the necessary skills, team building strategies, and team activities are effectively managed.

2.0 ROLES AND RESPONSIBILITIES


The roles and responsibilities for Keadue (WWTP) upgrade works are essential for this project success. All team members must clearly understand their roles and responsibilities in order to successfully perform their portion of the project. For the (WWTP) upgrade works the following project team roles and responsibilities have been established: 2.1 Project Manager (PM), (1 position): PM is responsible for the overall success of the Project. The PM must authorise and approve all project expenditures. The PM is also responsible for making sure work activities meet the established acceptability criteria and that they fall within the acceptable variances. The PM is also responsible for reporting project status in accordance with the Communications Management Plan. The PM evaluates the performance of all project team members and

communicates their performance to functional managers. The PM is also responsible for acquiring human resources for the project through coordination with Functional Managers. The PM must possess the following skills: leadership/management, budgeting, scheduling, and effective communication. 2.2 Design Engineer (DE), (2 positions): The design engineer is responsible for gathering requirements for the Project. The DE is responsible for all design elements of the project. The DE will be responsible for reporting to the PM as required by the Communications Management Plan. The DE may not authorize any project expenditures nor allocate any resources without PM approval. The DEs performance will be managed by the PM. 2.3 Implementation Manager (1 position): The IM is responsible for monitoring and controlling the outcome of the project, through the development of a software package which will cater for any delays or issues with the construction of the overall project. The IM will report status to the PM in accordance with the projects communications management plan. The IMs performance will be evaluated by the PM and The IM must be proficient in managing network architecture. 2.4 Research and Development Manager (RDM), (1 position): While not part of the project team, functional managers are responsible for providing resources for the project in accordance with the project staffing plan. Functional managers are

responsible for working with the PM to determine skill sets required and approving resource assignments. Functional managers are also responsible for conducting performance appraisals of assigned resources based, in part, on the PMs feedback regarding project performance.

3.0 PROJECT ORGANIZATIONAL CHARTS


Lead Project Personnel Cathal Kenneth Farah DE DE RSD R R

Deliverable

Task

Project Manager

Mark PM

Mouhanad IM

Meeting Agenda Meeting Minutes Project Management Project Scope Documentation Statement Activity List Activities Attributes Work Breakdown Structure Statement of Work Lesson Learned Milestone List Feasibility Study Report Human Resource Management Plan Stakeholder Management Plan Project Status Report Post Project Review Initial Design of Traditional WWTP Feasibility System Study Initial Design of Package WWTP System Comparison of Units Cost Benefit Analysis Identification of Most Attractive Option Design Work Pipe Design Pump Design Development of Site Layout Overall Design of Chosen WWTP

R R R S A R N A S S N R R R A N R R R R S A S R R S N R R R R R A A R R N N R S

Design of Upgrade/Reinstatement of Reed Beds

Bill of Quantities Risk Register Construction Schedule Works Schedule Automated Delay and Extension of Time Monitoring and Programme Controlling Earned Value Management System Pert Analysis System Automated Report Generator Combination of all Spreadsheets Finalised Creation of InterProgramme Programme Links (MS Word - Project etc.) Scheduling Work Development of User Manual Generation of Final Report Final Handover of Programme Health and Safety Preliminary Health & Safety Plan Method Statements Risk Assessment

N A

S N R R

R S

R A A S S R R N N R R

A A A

R R R

4.0 STAFFING MANAGEMENT


4.1 Staff Acquisition: The project staff will consist entirely of internal resources. The Project Manager will negotiate with Functional Managers in order to identify and assign resources in accordance with the project organizational structure. All resources must be approved by the appropriate Functional Manager before the resource may begin any project work. 4.2 Training: Because of the complex instrumentation and computer-controlled equipment now in use, educational requirements are increasing as treatment plants become more complex to meet new water quality standards and pollution control regulations. Water and wastewater treatment plant operators in some large cities and towns may have to pass civil service tests on general knowledge and mechanical aptitude. Trainees are trained by skilled, experienced operators. Trainees first do routine tasks such as writing down meter readings, taking samples of water or wastewater and sludge, and do simple upkeep and repair work on pumps, motors, and valves. Large water and wastewater treatment plants have a more formal training program with classroom or self-paced study programs. 4.3 Performance Reviews: The project manager will review each team members assigned work activities at the onset of the project and communicate all expectations of work to be performed. The project manager will then evaluate each team member throughout the project to evaluate their performance and how effectively they are completing their assigned work. Prior to releasing project

resources, the project manager will meet with the appropriate functional manager and provide feedback on employee project performance. The functional managers will then perform a formal performance review on each team member.

4.4 Recognition and Rewards: Although the scope of this project does not allow for ample time to provide cross-training or potential for monetary rewards there are several planned recognition and reward items for project team members. Upon successful completion of Keadue (WWTP) upgrade works, a party will be held to celebrate the success of each team member with the team members families present. Upon successful completion of the project, any team member who satisfactorily completed all assigned work packages on time will receive a certificate of thanks from the CEO. Team members who successfully complete all of their assigned tasks will have their photo taken for inclusion in the company newsletter.

SPONSOR ACCEPTANCE

Approved by the Project Sponsor:

__________________________________________ <Project Sponsor> <Project Sponsor Title>

Date: ___________________