Project Human Resource Management

 Developing Human Resource Plan

 Acquiring the Project Team

Developing Human Resource Plan

• Human resource planning in projects involves identifying and documenting project roles,
responsibilities, and reporting relationships.

• Human resource planning produces an organizational chart for the project, roles and
responsibility assignments, often shown in a matrix form called responsibility assignment matrix
(RAM), and a staffing management plan.

• The project manager works with senior management and project team members to create an
organizational chart for the project.

• Deputy project managers fill in for project managers in their absence and assist them as
needed.

• Subproject managers are responsible for managing the subprojects into which a large project
might be divided.

• Organizational chart sample for large IT project

Project Manager

Deputy Project
Manager

Systems Independent Test Project Technical Configuration

Quality Assurance
Engineering Group Lead Management

S/W Subproject S/W Subproject S/W Subproject

Manager 1 Manager 2 Manager

Team Team Team Team Team Team Team

1 2 3 1 2 1 2
 • Defining and assigning work process:

• Finalizing the project requirements

• Defining how the work will be accomplished

• Breaking down the work into manageable elements

• Assigning work responsibilities

• Definition of work and assignment of process

RFP, Contract, Charter,

Scope Statement
STEPS KEY OUTPUTS

Finalized project scope baseline

Requirements Finalization Finalized technical baseline

Program/team approach
How work will be done Technical approaches

Work Breakdown Structure (WBS)

Activity definition
Break down the work

Organizational Breakdown Structure (OBS)

Assign the work OBS responsibilities

• An organizational breakdown structure (OBS) is a specific type of organizational chart that shows which
organizational units are responsible for which work items.

• OBS can be based on a general organizational chart and then broken down into more detail based on
specific units within departments in the company or units within departments in the company or units in
any subcontracted companies.

• Responsibility Assignment Matrix (RAM)

• maps the work of the project as described in the WBS to the people responsible for performing
the work as described in the OBS
 • The staffing management plan documents the processes that the project manager is expected to
complete to bring new project team members aboard based on the condition of the project.

• Staffing is generally represented by a resource histogram—a column chart showing the number of
resources assigned to a project over time.

• Example of resource histogram

Acquiring the Project Team

• Project team acquisition is getting the appropriate staff assigned to and working on the project.

• Companies should use innovative approaches to find and retain good information technology staff.
• The main outputs of the staff acquisition process are project staff assignments and a project team
directory.

• The important component of staffing plan is maintaining a complete and accurate inventory of
employees’ skills.

• It is also important to have good procedures in place for hiring subcontractors and recruiting new
employees.

• Resource loading

• shows the amount of individual resources an existing schedule requires during specific time
periods

• helps project managers to develop a general understanding of the demands a project will make
on the organization’s resources, as well as on individual schedules of the people

• histograms

• Resource leveling

• technique for resolving resource conflicts, such as over-allocated resources, by delaying tasks

• form of network analysis in which resource management concerns drive scheduling decisions
(start and finish dates)

• its main purpose is to create a smoother distribution of resource usage

• When resources are used on a more constant basis, they require less management.

• It may enable project managers to use a just-in-time inventory type of policy for using
subcontractors or other expensive resources.

• It results in fewer problems for project personnel and accounting departments.

• It often improves morale.