Human resources slide 1

PROJECT HUMAN
RESOURCE & COMMUNICATION
MANAGEMENT
SEMESTER 1 – WEEK 4

“Tell me and I will forget; Show me and I may remember; Involve me and
I will understand.” - Chinese Proverb
TODAY’S SESSION INCLUDES

Human
resources slide
2 Recap (Last Week)

Plan Resource Management

Plan Resource Management
Plan Resource Management is the process of defining
how to estimate, acquire, manage, and use team and
physical resources.

• Benefit: It establishes the approach and level of

management effort needed for managing project
resources.

So why are we planning?

To determine and identify an approach that ensures
that sufficient resources are available for the successful
completion of the project.
So what are we planning about?
1. What resources are required?
2. What quantity of each type of resource is
needed to complete the project work?
3. When and for how long will each resource be
needed?
4. How will the resources be acquired?
5. Are the resources available internally or will
we have to procure them?
6. What will be the cost of resources?
7. Will the resources be available for a certain
time?
8. How will the resources be managed during the
project?
Plan Resource Management
Plan Resource Management: Inputs
1. Project Charter
Project charter is a statement of scope, objectives, and participants in a project.
Provides a preliminary delineation of roles and responsibilities.
Outlines the project objectives.
Identifies the key stakeholders.
Defines the authority of the project manager.
Serves as a reference of authority for project’s future.
What is needed for project charter?
 Project statement of work (brief scope)
 Business case/Need
 Agreements/MoUs
 Industry standards
 Organizational process and assets
Plan Resource Management: Inputs
2. Project Management Plan
•It is a document that describes how the project will be
executed, monitored and controlled, and closed.
•Integrates and consolidates all of the subsidiary
management plans and baselines, and other information
necessary to manage the project.

What components of PMP are required for plan resource

management?
1. Quality Management Plan
2. Scope Baseline
Quality Management Plan
• Describes how applicable policies,
procedures, and guidelines will be
implemented to achieve the quality
objectives.
• Describes the activities and resources
necessary for the project
management team to achieve the
quality objectives set for the project.
 Why Do We Need Its Input Here?
The quality management plan helps
define the level of resources that will
be required to achieve and maintain the
defined level of quality.
Scope Baseline
• Approved version of a scope
statement, WBS, and its associated
WBS dictionary, which can be
changed only through formal change
control procedures.
 Four Components of the Scope
Baseline:
1. Project Scope Statement
2. Work Breakdown Structure
3. Work packages
4. WBS Dictionary
Plan Resource Management: Inputs
3. Project Documents
A. Project Schedule
• The project schedule is an output of a schedule model that
presents linked activities with planned dates, durations,
milestones, and resources.
• At a minimum, the project schedule includes a planned start
date and planned finish date for each activity.

Why Do We Need Its Input Here?

The project schedule shows the timeline for needed resources.
Plan Resource Management: Inputs
3. Project Documents
B. Requirements Documentation
• Requirements documentation describes how individual requirements
meet the business need for the project.
Business Requirements
Stakeholder Requirements
Project Requirements
Quality Requirements.

Why Do We Need Its Input Here?

Requirements will dictate the type and amount of resources needed for
the project and may influence how they are managed.
Plan Resource Management: Inputs
3. Project Documents
C. Risk Register
• The risk register captures details of identified individual
project risks.
• May contain limited or extensive risk information depending
on project size and complexity.

Why Do We Need Its Input Here?

Provides information on threats and opportunities that may
impact resource planning.
Components of a risk register
A. List of Identified Risks: Each
individual project risk is given a
unique identifier in the risk register.
Identified risks are described in as
much detail as required to ensure
clear understanding.
A structured risk statement may be
used to distinguish risks from their
cause(s) and their effect(s).
B. Potential Risk Owners: Where a
potential risk owner has been identified
during the Identify Risks process, the
risk owner is recorded in the risk
register.
C. List of Potential Risk Responses:
Where a potential risk response has
been identified during the Identify Risks
process, it is recorded in the risk
register.
Plan Resource Management: Inputs
3. Project Documents
D. Stakeholder Register
This document contains information about identified stakeholders that
includes:
1. Identification Information: Name, organizational position, location and
contact details, and role on the project.
2. Stakeholder Classification: Internal/ external.
3. Assessment Information: Major requirements, expectations, potential
for influencing project outcomes, and the phase of the project life cycle
where the stakeholder has the most influence or impact.
Why Do We Need Its Input Here?
4. The stakeholder register aids in identifying those stakeholders who have
a particular interest in or an impact on resources needed for the project.
5. Also helps to identify stakeholders who can influence the use of one kind
of resource over another.
Plan Resource Management: Inputs
4. Enterprise Environmental Factors (EEFs)

• Enterprise Environmental Factors (EEFs) refer to conditions, not

under the control of the project team, that influence, constrain, or
direct the project.

• These conditions can be internal and/or external to the organization.

• These factors may enhance or constrain project management

options.

• May have a positive or negative influence on the outcome.

Enterprise Environmental Factors (EEFs):
Internal
I. Organizational Culture, Structure, and
Governance:
Vision, mission, values, beliefs, cultural norms,
leadership style, hierarchy and authority
relationships, organizational style, ethics, and code
of conduct.
II. Geographic Distribution of Facilities and
Resources:
Factory locations, virtual teams, shared systems,
and cloud computing.
III. Infrastructure:
Existing facilities, equipment, organizational
telecommunications channels, information
technology hardware, availability, and capacity.
IV. Information Technology Software:
Scheduling software tools, configuration
management systems, web interfaces to other
online automated systems, and work
authorization systems.
V. Resource Availability:
Contracting and purchasing constraints,
approved providers and subcontractors, and
collaboration agreements.
VI. Employee Capability:
Existing human resources expertise, skills,
competencies, and specialized knowledge.
Enterprise Environmental Factors (EEFs):
External
1. Marketplace Conditions:
Competitors, market share brand recognition,
and trademarks.
2. Social and Cultural Influences and Issues:
Political climate, codes of conduct, ethics, and
perceptions.
3. Legal Restrictions:
Country or local laws and regulations related to
security, data protection, business conduct,
employment, and procurement.
4. Government or Industry Standards:
Regulatory agency regulations and standards
related to products, production, environment,
quality and workmanship.
5. Financial Considerations:
Currency exchange rates, interest rates, inflation
rates, tariffs, and geographic locations.
6. Physical Environment Elements:
Working conditions, weather, and constraints.
Plan Resource Management: Inputs
5. Organization Process Assets (OPAs)

• Plans, processes, policies, procedures, and knowledge

specific to and used by the performing organization.

• May include any artifact, practice, or knowledge from any

or all of the performing organizations involved in the
project that can be used to execute or govern the project.

• The OPAs also include the organization’s lessons learned

from previous projects and historical information.
Plan Resource Management
Plan Resource Management: Tools &
Techniques
1. Expert Judgment
It is a judgement provided, based upon expertise in an application area, knowledge area,
discipline, industry, etc. as appropriate for the activity being performed.
In the process of planning project resource management, expertise should be considered from
individuals or groups with specialized knowledge or training in the following areas:
1. Negotiation for best resources within organization.
2. Talent management and personnel development.
3. Estimating lead times required for acquisition, based
On lessons learned and market conditions.
4. Determining reporting requirements based on the
organizational culture.
5. Identifying risks associated with resource acquisition,
Retention, and release plans.
 Plan Resource Management: Tools &
Techniques
2. Data Representation
It is a technique that can be used for the process of plan
resource management; includes various forms of charts.
These charts are there to document and communicate team
members role and responsibilities.

Hierarchical Charts Responsibility Assignment Matrix

o Work Breakdown Structure
o Organizational Breakdown
Structure
o Resource Breakdown Structure
o RACI
Text-Oriented Formats
o Role-Responsibility-Authority Forms
o Task Description
o Task Specification
 Hierarchical Charts
o Work Breakdown Structure
The WBS is designed to show how project deliverables
are broken down into work packages and provide a way of
showing high-level areas of responsibility.
o Organizational Breakdown Structure
The OBS is a layout of organization’s existing departments,
units, or teams, with the project activities or work packages
listed under each department.
o Resource Breakdown Structure
The resource breakdown structure is a hierarchical list of
team and physical resources related to a particular project.
Each descending (lower) level represents an increasingly
detailed description of the resource until the information is
small enough to be used in conjunction with the work
breakdown structure (WBS) to allow the work to be
planned, monitored, and controlled.
Responsibility Assignment Matrix
A RAM shows the project resources A high level RAM define the
assigned to each work package. responsibilities of a project
It is used to show the connections
between work packages, or team, group or unit within
activities, and project team
members. each component of the WBS.
On larger projects, RAMs can be Rationale:
developed at various levels A lower-level RAM
o High Level RAM The matrix format shows all is used
activities
o Low Level RAM within the
associated group
with one personto anddesignate
all people
A work package is a group of associated with one activity.
related tasks within a project. roles, responsibilities, and
This ensures that there is only one person
These are the smallest unit if work level of for
accountable authority
any one taskfor specific
to avoid confusion
that a project can be broken down
to when creating your WBS. activities.
about who is ultimately in charge or has
authority for the work.
RACI chart (Responsible-Accountable-Consult-Inform)
Text-Oriented Formats
Team member responsibilities that require detailed
descriptions can be specified in text- oriented formats.
Usually in outline form, these documents provide information
such as responsibilities, authority, competencies, and
qualifications.
The documents are known by various names including position
descriptions and role-responsibility-authority forms.
These documents can be used as templates for future projects,
especially when the information is updated throughout the
current project by applying lessons learned.
Plan Resource Management: Tools &
Techniques
3. Organizational Theory
Organizational theory provides information regarding the way in
which people, teams, and organizational units behave.
Effective use of common techniques identified in organizational
theory can shorten the amount of time, cost, and effort needed to
create the Plan Resource Management process outputs and
improve planning efficiency.
It is important to recognize that the organization’s structure and
culture impacts the project organizational structure.
4. Meetings
As discussed in the previous lectures, during the process the project
team may also hold meetings to plan resource management for the
project.
Plan Resource Management
Plan Resource Management: Outputs
1. Resource Management Plan Typical structure of RM plan includes:
The resource management plan is the
component of the PMP that provides 1. Identification of Resources
guidance on how project resources 2. Acquiring of Resources
should be categorized, allocated, 3. Roles & Responsibilities
4. Project Organizational Chart
managed, and released. 5. Project Team RM
6. Training
May be divided between the team 7. Team Development
management plan and physical RM plan 8. Resource Control
according to the specifics of the project. 9. Recognition Plan
Resource Management Plan
Identification of Resources: Methods for
identifying and quantifying team and physical
resources needed.
Acquiring Resources: Guidance on how to
acquire team and physical resources for the
project.
Roles and Responsibilities: (Authority) – the
rights to apply project resources, make
decisions, and influence others to carry out the
work of the project.
Recognition Plan: which recognition and
rewards will be given to team members, and
when they will be given.
Project Team Resource Management: Guidance on
how project team resources should be defined,
staffed, managed, and eventually released.
Training: Training strategies for team members.
Team Development: Methods for developing the
project team.
Resource Control: Methods for ensuring adequate
physical resources are available as needed and that
the acquisition of physical resources is optimized for
project needs.
Includes information on managing inventory,
equipment, and supplies during throughout the
project life cycle.
Plan Resource Management: Outputs
2. Team Charter
The team charter is a document that
establishes the team values, agreements, and
operating guidelines for the team.
The team charter may include but is not
limited to:
o Team values
o Communication guidelines
o Decision-making criteria and process
o Conflict resolution process
o etc. The assumption log is used to record all
Meeting guidelines
o Team agreements
3. Project Documents Updates
Project documents that may be updated as a result of
carrying out this process include:
A. Assumption Log:
High-level strategic and operational assumptions and
constraints are normally identified in the business
case before the project is initiated and will flow into
the project charter.
Lower-level activity and task assumptions are
generated throughout the project such as defining
technical specifications, estimates, the schedule, risks,
assumptions and constraints throughout the project
life cycle.
Project Documents Updates
B. Risk Register:
The risk register captures details of identified
individual project risks.
When you will study the course of Project Risk
Management, you will go through its processes
named as Perform Qualitative Risk Analysis, Plan
Risk Responses, Implement Risk Responses, and
Monitor Risks.
The results of these processes will be recorded in
the Risk Register.
The risk register may contain limited or
extensive risk information depending on size
and complexity of the project
1. The assumption log is updated with
assumptions regarding the availability,
logistics requirements, and location of
physical resources as well as the skill sets
and availability of team resources.
2. The risk register is updated with risks
associated with team and physical resource
availability or other known resource-related
risks.