Manage Project Human Resources

Learn about the methods and strategies to manage project human resources. Explore topics like BYOD technique, cross-training, Delphi technique, and Talent LMS. Understand the project scope, organizational structure, and work breakdown structure. Discover the strategy to manage human resources and the factors in performance measurement. Get insights into job roles, position description, and root cause analysis. Find out about factors that influence team morale and conflicts in project teams.

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Manage Project Human Resources
Report
2/12/2019

Manage Project Human Resources
Table of Contents
Four Human Resource Management (HRM) Methods..........................................................................2
Bring Your Own Devices (BYOD) Technique..................................................................................2
Cross-Training...................................................................................................................................2
Delphi Technique..............................................................................................................................2
Talent LMS.......................................................................................................................................2
High Level Project Scope & Project Scope Requirements....................................................................2
Project Organizational Structure........................................................................................................3
Work Breakdown Structure (WBS)...................................................................................................3
Gantt chart.........................................................................................................................................4
Strategy to Manage Human Resources..................................................................................................7
Job Role.................................................................................................................................................8
Position Description..........................................................................................................................8
Company Information........................................................................................................................8
Minimum Requirements....................................................................................................................8
Soft-skills Requirements....................................................................................................................8
Candidate Duties and Responsibilities...............................................................................................8
Posting-end........................................................................................................................................9
Salary Range......................................................................................................................................9
Root Cause Analysis..............................................................................................................................9
Factors in Performance Measurement...................................................................................................9
Performance Review...........................................................................................................................10
Techniques for Managing & Improving Individual’s Performance.....................................................10
Resource Trainings..........................................................................................................................10
One-on-One Discussions.................................................................................................................10
Disband Project Team & Post-Implementation Performance Review.................................................11
Project Report......................................................................................................................................11
Factors that Influenced Team Morale..............................................................................................11
Conflicts – Cause & Remedial Action.............................................................................................11
Motivation & Encouraging Methods...............................................................................................12
Need for Human Resources.............................................................................................................12
Inter-project & Intra-project Conflicts.................................................................................................12
Identification of Low Morale in a Project Team..................................................................................12
References...........................................................................................................................................13
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Manage Project Human Resources
Four Human Resource Management (HRM) Methods
Bring Your Own Devices (BYOD) Technique
The technique allows the employees to bring their own devices and gadgets at the workplace
to carry out the professional tasks and activities. The technique makes sure that the
employees are provided with enhanced flexibility and the option of remote working. It may
help the organizations to improve the work-life balance of the resources and can be used to
increase the productivity of the resources as an outcome (Davies, 2012).
Cross-Training
It is a method for human resource management and development as it leads to the
enhancement of the skill-set of the employees. The organization may use this method to train
their employees on various different tools and skills. The internal employees can then be
distributed in different projects for resource optimization, utilization, and cost-effectiveness.
Delphi Technique
It is a technique that may be used for HRM and forecasting. The technique can be used for
enhanced communication among the resources to increase resource interaction and team
collaboration. The responses received for the questionnaires can then be used analyse the
required skills, performance, or requirements.
Talent LMS
There are cloud-based tools that can be used for building trainings and sessions. The
automated learning management systems can be used to enhance the skill sets of the
resources. The cloud-based systems can be effectively utilised for storage and handling of the
information associated with resource training and management.
High Level Project Scope & Project Scope Requirements
The project scope includes the planning and analysis activities that will cover project
planning, project estimations, and requirements analysis. The scope will include procurement
of the tools and equipment required for the construction of five classrooms on the level 3 of
the manning building. The construction of the classrooms is covered in the project scope. The
development of the course content for Advanced Diploma in ERP along with registration and
marketing of the course will be included in the scope (Javernick Will, La Ratta and Corvello,
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Manage Project Human Resources
2017). The selection, finalization, and confirmation of the trainers, marketing & advertising
activities along with control activities will be covered in the project scope.
In order to cover the scope items, it will be necessary to have the construction material, site
requirements, software & hardware, networking peripherals, and communication framework.
Project Organizational Structure
Work Breakdown Structure (WBS)
3
The Level 3
Project
Planning &
Analysis
Kick-start &
Project
Initiation
Data
Gathering &
Analaysis
Identificatio
n of the
Requiremen
ts
Project
Scope
Definition
Project
Estimations
Procuremen
t
Manageme
nt &
Contracting
Milestone
1: Project
Plan,
Project
Procuremen
t
Constructio
n of the
Classrooms
Site
Preparation
Legal
Formalities
Environmen
tal Checks &
Preparation
WHS
Requiremen
ts &
Inclusion
Foundation
Activities
Cleaning
Constructio
n of the
Classrooms
Electrical
Fixtures
Painting
Interiors
Finishing
Milestone
2:
Constructio
n of the
Classrooms
Course
Developme
nt &
Marketing
Developme
nt of Course
Content
Selection of
Trainers
Marketing
&
Advertising
Registration
of the
Students
Milestone
3: Course
Content
Control &
Closure
Review &
Monitoring
Feedback &
Performanc
e
Measureme
ntDocumenta
tion &
Closure
Report
Milestone
4: Closure
Report

Manage Project Human Resources
Gantt chart
Task Name Duration Start Finish Predecessors
The Level 3 Project 242 days Tue 12-02-19 Wed 15-01-
20
Planning & Analysis 29 days Tue 12-02-19 Fri 22-03-19
Kick-start & Project
Initiation 2 days Tue 12-02-19 Wed 13-02-
19
Data Gathering &
Analysis 7 days Thu 14-02-19 Fri 22-02-19 3
Identification of the
Requirements 7 days Mon 25-02-
19 Tue 05-03-19 4
Project Scope
Definition 7 days Wed 06-03-
19 Thu 14-03-19 5
Project Estimations 3 days Fri 15-03-19 Tue 19-03-19 6
Procurement
Management &
Contracting
3 days Wed 20-03-
19 Fri 22-03-19 7
Milestone 1: Project
Plan, Project Procurement 0 days Fri 22-03-19 Fri 22-03-19 8
Construction of the
Classrooms 148 days Mon 25-03-
19
Wed 16-10-
19
Site Preparation 10 days Mon 25-03-
19 Fri 05-04-19 9
Legal Formalities 7 days Mon 08-04-
19 Tue 16-04-19 11
Environmental
Checks & Preparation 10 days Wed 17-04-
19 Tue 30-04-19 12
WHS Requirements &
Inclusion 10 days Wed 01-05-
19 Tue 14-05-19 13
Foundation Activities 10 days Wed 15-05-
19 Tue 28-05-19 14
Cleaning 15 days Wed 29-05- Tue 18-06-19 15
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Manage Project Human Resources
19
Construction of the
Classrooms 45 days Wed 19-06-
19 Tue 20-08-19 16
Electrical Fixtures 7 days Wed 21-08-
19 Thu 29-08-19 17
Painting 15 days Fri 30-08-19 Thu 19-09-19 18
Interiors 12 days Fri 20-09-19 Mon 07-10-
19 19
Finishing 7 days Tue 08-10-19 Wed 16-10-
19 20
Milestone 2:
Construction of the
Classrooms
0 days Wed 16-10-
19
Wed 16-10-
19 21
Course Development
& Marketing 50 days Thu 17-10-19 Wed 25-12-
19
Development of
Course Content 20 days Thu 17-10-19 Wed 13-11-
19 22
Selection of Trainers 10 days Thu 14-11-19 Wed 27-11-
19 24
Marketing &
Advertising 10 days Thu 28-11-19 Wed 11-12-
19 25
Registration of the
Students 10 days Thu 12-12-19 Wed 25-12-
19 26
Milestone 3: Course
Content 0 days Wed 25-12-
19
Wed 25-12-
19 27
Control & Closure 15 days Thu 26-12-19 Wed 15-01-
20
Review & Monitoring 7 days Thu 26-12-19 Fri 03-01-20 28
Feedback &
Performance
Measurement
5 days Mon 06-01-
20 Fri 10-01-20 30
Documentation & 3 days Mon 13-01- Wed 15-01- 31
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Manage Project Human Resources
Closure Report 20 20
Milestone 4: Closure
Report 0 days Wed 15-01-
20
Wed 15-01-
20 32
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Manage Project Human Resources
Strategy to Manage Human Resources
There may be various strategies that may be followed to handle and manage the human
resources in a project across different project situations and scenarios. The table below
describes some of these situations and the strategies that may be applied to handle the same.
Situation Strategy to Manage Human Resources
Determining resource requirements Skills identification and analysis of the
business case
Assigning responsibilities Mapping of the skills with the resources
Addressing a skills gap through learning and
development
Automated learning management systems,
development of training plans and sessions
Overcoming shortfalls in performance Performance review, development, and
measurement (Stone-Romero, 2008)
Motivating the team Discussions with the resources, resource
rewards & benefits
Conflict resolution Collaboration technique for problem-solving
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Manage Project Human Resources
and resolution of conflicts among the
resources
Job Role
Position Description
Chief Architect is the position that will be one of the most significant resources for the
project. The resource will be the primary entity responsible for the construction of the five
classrooms and will be provided with a team to carry out the job.
Company Information
UTS is an education institute that is going to expand the college’s premises. The college is
going to expand the premises and is ready to construct five classrooms for VET course
delivery.
Minimum Requirements
 Post-graduate degree in architecture with a minimum of 80% aggregate
 At least 8 years of relevant experience in the same/similar field
Soft-skills Requirements
 Communication and negotiation skills
 Creative analysis skills
 Creative thinking skills
 Leadership and managerial skills
 Collaboration skills
Candidate Duties and Responsibilities
 Development of detailed design and drawings
 Discussion and negotiation with the clients
 Coordinating with the contractors
 Site preparation and site visits
 Development of the 3D models
 Communication with the stakeholders
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Manage Project Human Resources
Posting-end
Permanent association with the organization for the construction of the classrooms and
further projects
Salary Range
USD 100,000 to USD 120,000
Root Cause Analysis
Root Cause Analysis is the systematic process to find out the root cause of a specific problem
or risk associated with the project. The possible factors and causes behind the problem are
identified in the analysis procedure.
The root cause analysis for inability to find the trainers is done below.
 Problem Definition: Inability to find the trainers for the course.
 Data Collection: Use of interviews and domain analysis techniques for collecting the
data sets
 Possible Causal Factors: Budget constraints, inadequate definition of the
requirements, communication issues, contractual errors (Miller, 2004)
 Root causes: Organizational policies, project constraints
 Recommended Solutions: Effective planning and analysis, detailed communication
plan
Factors in Performance Measurement
The three factors that shall be considered while measuring the individual’s performance
against specific criteria are listed and explained below.
 Project Requirements & Specifications: The project scenarios, requirements, and
specifications shall be considered while assessing employee performance. The
performance may vary from one project to the other on the basis of the project
demands.
 Project Environment: It is the responsibility of an organization to provide the
resources with the environment to carry out project tasks. The availability of the
environment shall be considered during performance measurement.
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Manage Project Human Resources
 Availability of the resources: The human resources need several non-human resources
and facilities to perform project tasks. The availability and accessibility to such
resources must also be considered (Berman, 2002).
Performance Review
Resource Role Technical Associate
Complaints from Stakeholders One Complaint Received
External stakeholder pointed that the resource
does not remain available for communication
and meetings
Feedback from the Manager Good. Rated 4 on a scale of 5
Feedback from peers Good. Rated 4.3 on a scale of 5
Potential conflicts Conflict during selection of the technical
tools to be used in the project
Further training & development Technical training to the resource on the use
of Big Data tools and Business Intelligence
concepts in the project
Techniques for Managing & Improving Individual’s Performance
Resource Trainings
It is required that the individuals are provided with the trainings and development sessions on
a regular basis. The assessment of the resources in terms of the training and learning gaps
shall be done and the specific areas shall be identified for providing the resources with the
training. The training plan and schedule shall be in accordance for the specific requirements
of the resources. This will lead to the overall professional development of the employee
(Armstrong and Landers, 2018).
One-on-One Discussions
The management shall also carry out one-on-one discussion with the employees to
understand the employee concerns, woes, and ideas. The employees feel connected with the
project and the organization through such practices and it also leads to the enhancement of
their productivity and efficiency levels.
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Manage Project Human Resources
Disband Project Team & Post-Implementation Performance Review
It is necessary to disband a project team to allow the resources to interact with the members
in other teams and projects. The employee skills and performance improve through such
processes and the project billing cycle also gets streamlined through such an activity.
The post implementation performance review for the project is done below.
Project The Level 3 Project
Complaints from Stakeholders One Complaint Received
External stakeholder pointed that the
resources were not available for
communication and meetings
Feedback from the Manager Good. Rated 4 on a scale of 5
Feedback from client Good. Rated 4.3 on a scale of 5
Potential conflicts Conflict during selection of the project
approach and methodology
Further training & development Training and development of the resources in
the areas as creative thinking, analytics, and
communication
Project Report
Factors that Influenced Team Morale
 Management and leadership styles and techniques followed by the Project Manager
and team leaders
 Project conflicts
 Stakeholder support and cooperation
 Project risks and issues
Conflicts – Cause & Remedial Action
There were a few conflicts that emerged in the project in the areas as selection of project
methodology and technical tools.
There were planning and analysis issues in the initiation phase that led to such issues. They
were resolved by using discussion and collaboration techniques.
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Manage Project Human Resources
Motivation & Encouraging Methods
The use of one-on-one discussions with the resources and the enhanced team collaboration &
cohesion led to the improvement of resource productivity. The monetary and non-monetary
rewards also motivated the resources to perform better.
Need for Human Resources
The resources needed for the project were available as there was use of skill mapping and
automated tools for resource identification and allocation that was carried out.
Inter-project & Intra-project Conflicts
Inter-project conflicts are the ones that appear in a project between two groups while intra-
project conflicts are the ones that occur among the same group.
The three examples of intra-project conflicts in the construction team of the project include
inability to select the construction approach, difficult in making the decisions regarding
selection of a specific tool, and issues in schedule determination for carrying out the
construction activities (Nan, 2011).
Some of the conflicts that may come up as intra-project conflicts include inability to develop
a common communication schedule, problems in selection of a specific project methodology,
and issues in risk assessment for the project.
Identification of Low Morale in a Project Team
The review of the individual employee performance during the project is a process that can
be followed for identifying low morale in a project team. The low productivity and efficiency
levels are the indicators of the low morale in a project team.
Another method that can be used to identify the low morale in a project team is the
assessment of conflict rate in the project. The higher conflicts in the project have a direct
influence on the morale of the project team which may come down drastically and vice versa.
The lower conflict rate is considered as a sign of positive and healthy work environment and
work culture in the project.
These two methods may be followed to understand the low morale in the project team.
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Manage Project Human Resources
References
Armstrong, M. and Landers, R. (2018). Gamification of employee training and development.
International Journal of Training and Development, 22(2), pp.162-169.
Berman, E. (2002). How Useful Is Performance Measurement. Public Performance &
Management Review, 25(4), pp.348-351.
Davies, G. (2012). More BYOD ideas. SecEd, 2012(9).
Javernick Will, A., La Ratta, A. and Corvello, V. (2017). Routine project scope management
in small construction enterprises. International Journal of Project Organisation and
Management, 9(1), p.18.
Miller, J. (2004). Root Cause Analysis - A Mock Case Study. Radiographer, 51(1), pp.19-22.
Nan, S. (2011). Consciousness in culture-based conflict and conflict resolution. Conflict
Resolution Quarterly, 28(3), pp.239-262.
Stone-Romero, E. (2008). Strategies for improving the validity and utility of research in
human resource management and allied disciplines. Human Resource Management Review,
18(4), pp.205-209.
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