BSBPMG515 Manage Project Human Resources: Case Study & Solution

This document presents a comprehensive solution to a case study focused on project human resources management, specifically addressing the BSBPMG515 unit. It includes written responses covering functional vs. dysfunctional conflict, the importance of relationship building, and tools/te...Read More

TABLE OF CONTENT
Content Pages Marks Marks
Achieved
TASK 1 – Written Responses (Total 15 marks for TASK 1)
Q1: Functional and dysfunctional project conflict 5
Q2: Importance of building relationship 5
Q3 Tools and techniques for human resources requirements
and to build an effective team 5
TASK 2 – Portfolio of Evidence (Total 85 marks for TASK 2)
A. Plan Human Resources (45 marks Total)
1. Resource Matrix (7 marks) 7
2. Responsibility/Accountability Matrix 7
3. Responsibility Assignment Matrix 5
4. Manage Conflict Resolution 4
5. Stakeholder Grid/Power 4
6. Stakeholder Planning 12
7. Skills Analysis 5
B. Implement Personal Training and Development (15 marks Total)
1. Performance Indicators 5
2. Training Need Analysis and Training plan 10
C. Lead the Project Team (15 marks Total)
1. Tools and Techniques to develop the team 5
2. External and internal factors influencing project team 5
3. Actions to minimize human resources impact on project 5
D. Finalise human resources activities (10 marks Total)
1. Organisational Policies and Procedures to disband the
project team 5
2. List of human resources issues and recommendations 5
Total 100
The learner is required to update and adjust the page numbers and topics based on the amount of their content
and the responses made to each task.
Project Human Resources Management Assessment Task, v1 Page 1 of 22 Updated 23 March 2018

Task 1 – Written Responses
15 Marks
Question 1: Explain the difference between functional and dysfunctional conflict on a project
(BSBPMG515 –2.1,2.2,2.3, 3.1,3.4 ) 5 Marks
The functional strife should be promoting a useful exchange of ideas and clearing airs and helping
to create thinking. This must develop creative ideas and allow more efficient scopes through
decision exchange. The dysfunctional conflict in renovating the kitchen must include various hard
and soft costs. The different hard costs related to the dysfunctional strife, in this case, must consist
of wasted times, loss of workdays, reduction of productivity and poor quality and performance. This
can also cover stress or health care expenses, theft and sabotages, turnovers, packages of
terminations and legal fees 1. Besides, soft costs related to dysfunctional conflict considered a loss
of skilled employees, reputations. A decline in customers’ service quality and morale.
Question 2: Why is it important to build a relationship before you need it?(BSBPMG515- 1.1,1.2,1.3, 1.4,
2.1,3.1, 3.3) 5 Marks
Here, the team members must be made understanding at the responsibility level. Here solid skills
can be planned, controlling and monitoring must be done to the role of project managers.
Managers must work for some time to know team members and their stakeholders. Further,
relationship management must be done with balancing proper attainment. There should be mindful
communication as the conflict resolution goes on. This is a tricky area for navigating project
managers. They have possessed typical focus project aims that is needed to meet those aims they
try to solve those conflicts2. Further, there should be a clearance of project requirements to keep
that up front. Here, stakeholders should be tempted to assume that managers have an adequate
amount of latitude to get deviated from requirements.
Question 3: For a recent project, describe the tools and techniques you applied when determining
human resource requirements and allocated them to the project and how you built an effective
project team that contributed to achieving project outcomes.(BSBPMG511
1.1,1.2,1.3,1.4,2.1,2.2,2.3,3.1,3.4,4.2)
5 Marks
1 Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
2 Brewster, C. and Hegewisch, A. eds., 2017. Policy and practice in European human resource
management: The Price Waterhouse Cranfield survey. Taylor & Francis.
Project Human Resources Management Assessment Task, v1 Page 2 of 22 Updated 23 March 2018

Here the management of human resource should develop a SWOT analysis for renovating the
kitchen. This would determine the threats, opportunities, weaknesses and strengths of the kitchen.
This is helpful for HR departments to forecast different needs of labours and create proper plans for
maintaining and expanding as required. Besides, another vital tool for HR managers has been
utilised in business data 3. Further, data such as turnover rates, training costs, absenteeism rates,
employee hours, revenues, cost benefits and payrolls should allow HR managers to evaluate,
understand and analyse the business for efficiently.
3 Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Project Human Resources Management Assessment Task, v1 Page 3 of 22 Updated 23 March 2018

Task 2 – Portfolio of Evidence
A. Plan Human Resources 45 Marks
(BSBPMG515 1.1, 1.2, 1.3, 1.4)
Task Human Resource required Estimated time
Development of detailed Project
Plan
Project Manager
Project team members x 4
5 days
4 x 2 days
Developing a Scope Statement Project managers 1 day
Develop scope baseline Project managers 2 days
Developing time and cost
baselines.
Project managers 2 days
Considering business goals Team members 4 days
Recognizing potential and
readiness
Team members 4 days
A2. Responsibility/Accountability Matrix
Responsibility / Accountability Matrix
Person
Phase Mr. X Mr. B Mr. D Mr. K
Activities /Deliverables I A I S
Create Project Plan A S, I I I
Providing vision for goals A S I A
Defining acceptance criteria I A S S
Managing risks A,S I A A
P = participate A = Accountable R = Review I = Input required S = Sign off required
A3. Responsibility Assignment Matrix 6 Marks
Task Who is
responsible
Who is
accountable
Who should be Who should be
informed that it is
Project Human Resources Management Assessment Task, v1 Page 4 of 22 Updated 23 March 2018

for
completing
the task?
(whole or
part)
for ensuring
this task is
done? (With
what
individual
does the
buck stop?)
consulted about it? being/has been
done?
The
suggested
solution and
approach to
deliver task.
Business
Sponsor
Business
sponsors
should be
holding high
positions to
solve issues of
business and
undertake final
decisions. This
role is a vital
responsibility
to enable quick
progression for
the progress4.
Business
sponsors must
get committed.
Further, they
must be
always
available for
overall duration
of the complete
project. Thus
they must
supplying clear
paths of
escalations.
Owner of business
case of the project.
One who assures the
current viability on the
fact that the project
has been according to
business case of the
project.
Assuring the funds and
additional resources
are needed to be
available.
Assuring decision
making process is
been effectively
escalated. This must
determine that the
project is fast and
highly effective.
Reacting to the
escalated issues
quickly.
4 Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach. Routledge.
Project Human Resources Management Assessment Task, v1 Page 5 of 22 Updated 23 March 2018

Interpreting
necessities of
business
sponsors.
Business
Visionary
Visionary of
business has
been
remaining
across the
project
including team
and strategic
directions.
There should
be ensuring
that the
solution
delivered has
been enabling
advantages
that are been
elaborately
described in
business cases
that are
thought to get
achieved.
 Owner of
broader
implications of
business
changes from
perspective of
organizations
 Analyzing
business
visionary from
the project5.
 Owning wider
implications of
business
change from
organizational
perspective.
 Promoting and
then
communicating
business
visions. This
must be
towards every
interested
parties.
 Controlling of
progress that
has been
along the
vision of
business.
 Contributing
primary
requirements,
design and
reviewing
sessions.
 Approval of
changes to
high0levels
that is
prioritized
within the
requirement
lists.
 Assuring
various
collaborations
around
business
areas of
stakeholders.
 Assuring that
the business
resources that
are present
and to be
needed.
 Promoting
translation of
business
vision towards
the practices
of working.
 Acting as
ultimate arbiter
of different
disagreements
taking place
between team
members.
Delivery of
the solution. Project
Manager
They must be
provide high-
level managing
of directions to
project teams.
Project
managers has
been
coordinating
every aspects
of
management
of high levels.
Communication must
be made on the senior
management of the
governing project
authorities. There
should be business
sponsors. Steering
committee and project
boards.
There are high level of
project scheduling and
planning. Moreover,
there are the
controlling of progress
 Controlling of
entire
configuration
of project
managements.
 Motivating the
team to meet
objectives.
 Controlling
involvements
of business
under solution
5 Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Project Human Resources Management Assessment Task, v1 Page 6 of 22 Updated 23 March 2018

against baselines.
Besides, there are
controlling of risks and
issue that have been
arising to senior
business and technical
roles that are needed.
of developing
of teams.
 There are
been various
resourcing
specialists that
required.
 Developing of
teams while
handling
various
solutions.
Ensuring that
developing of
solution has
been
consistent as
per technical
coherence.
Further,
project is
coherent
technically
and meeting
intended
technical
specifications.
Technical
Co-
coordinator
Here the
responsibility
has been to
provide
connections
that should be
holding project
together. This
must be done
through
advising over
technical
decisions and
various
innovations.
Here technical
coordinator
should be
performing
similar
functions from
the technical
view point.
This should be
done as
business
visionaries has
been doing
from business
perspectives.
 Making
agreements on
controlling of
technical
architectures.
 Finding
technical
scenarios and
advising on
coordinating
every technical
scenarios of
the team6.
 Finding of
technical
scenarios and
advising on
coordinating
and every
activities of
team
members.
 Recognition
and then
owning of
architectural
and various
other risks that
are based
technically.
This escalates
projects to
appropriate
project
managers.
 Assuring non-
functional
requirements
that are met
subsequently
and is
achievable.
 Assuring
adherence to
proper
standards and
technical
practices.
 Managing
technical
configurations
of solutions.
 Controlling
various
technological
aspects of the
solution.
 Solving
technical
distinctions
between team
members.
6 Sharp, J.A., Peters, J. and Howard, K., 2017. The management of a student research project.
Routledge.
Project Human Resources Management Assessment Task, v1 Page 7 of 22 Updated 23 March 2018

Addressing
and providing
business
related data
from the view-
point of those
who have
been working
to use
solutions
directly.
Business
Ambassador
The person
should be
providing the
business view-
point from
every
decisions that
are related to
way the fitness
of solution for
business
purpose. This
must be
implemented
and defined7.
Further,
business
ambassadors
working closely
with the
residual
solution
development
group must
bring user
inputs and
concepts of the
projects as
needed.
Contribution of every
requirements that are
towards reviewing,
requirements and
designing to sessions.
Delivering business
view-points for regular
project decisions.
Supplying
Details of business
cases for defining and
testing solutions.
Communicating with
users who are included
and receiving
agreements 8.
 Delivering
regular
assurances to
the rising
solutions in
proper
manner.
 Controlling
and organizing
business
acceptance
testing to
solutions.
 Creating
business user
documentation
of the ultimate
problems.
 Assuring user
training to
sufficiently
carrying out
tasks.
Ultimately,
attending
regular team
meetings.

A4 Manage Conflict Resolution 4 Marks
(BSBPMG515 3.1, 3.2, 3.3, 3.4)
Provide your project conflict resolution process. Provide an example where you resolved
conflict in the table below:
7 Browne, W., Dreitlein, S., Ha, M., Manzoni, J. and Mere, A., 2016. Two Key Success Factors for
Global Project Team Leadership: Communications and Human Resource Management. Journal of
Information Technology & Economic Development, 7(2).
8 Brack, W., Altenburger, R., Schüürmann, G., Krauss, M., Herráez, D.L., van Gils, J., Slobodnik, J.,
Munthe, J., Gawlik, B.M., van Wezel, A. and Schriks, M., 2015. The SOLUTIONS project: challenges
and responses for present and future emerging pollutants in land and water resources management.
Science of the total environment, 503, pp.22-31.
Project Human Resources Management Assessment Task, v1 Page 8 of 22 Updated 23 March 2018

Consider your inter and intra project resources and list some positive and negative outcomes of
conflict
Positive (2 Marks ) Negative (2 Marks)
Opportunities to consider other perspectives Increased hostility among the team and/or
stakeholders
The first step is accommodating and smooth
conflict management: Emphasis must be
governed to areas instead of areas of
difference, conceding positions that require to
sustain relationships and harmony. In this
approach, the significance of professional
associations to project success must be
identified 9.
Here the solutions must be searched. This must
be bringing a degree of satisfaction to every
party for partially or temporarily solving conflicts.
It should be determining tools some disputes
that cannot be answered10. Here, for instance,
one can be an ambitious developer interested in
learning interface of sale-force. They should be
asking to move to week-long training sessions.
From an analysis of that schedule, kind of
training causing essential issues for the agenda
must be determined.
Over long-term projects, everything over few
weeks, strengthening and persevering project
teams are vital. Overall, the project team
members have been consistently emphasising
difference and doing progression such that
project turns out to be complicated.
Here, for instance, one can be an ambitious
developer interested in learning interface of
sale-force. They should be asking to move to
week-long training sessions 11. From an analysis
of that schedule, kind of training causing
essential issues for the agenda must be
determined.
A5. Stakeholder Grid/Power 4 Marks
(BSBPMG515 1.1, 1.2, 1.4)
Consider the stakeholders in your project/project that you have managed.
9 Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), pp.291-298.
10 Binder, J., 2016. Global project management: communication, collaboration and management
across borders. Routledge.
11 Brewster, C., Chung, C. and Sparrow, P., 2016. Globalizing human resource management.
Routledge.
Project Human Resources Management Assessment Task, v1 Page 9 of 22 Updated 23 March 2018

Using the Stakeholder Power/Interest Grid shown below, classify them by their power over your work
and by their interest in your work. Someone's position on the grid shows you the actions you are
required to undertake.
POWER
High
Low
Contractors Employees
Managers Functional managers
INTEREST High
Project Human Resources Management Assessment Task, v1 Page 10 of 22 Updated 23 March
2018

A6. Stakeholder Planning
Stake
holde
r
Name
( 1
Marks)
Power
&
Intere
st
(1
Marks)
Key
Intere
sts
and
Issue
s
( 2
Marks)
Cur
rent
Stat
us12
( 1
Mark
s)
Des
ired
Sup
por
t13
( 1
Mark
s)
Des
ired
Proj
ect
Rol
e14
( 1
Mark
s)
Acti
ons
Des
ire
d15
( 2
Mark
s)
Mess
ages
Need
ed
( 1
Marks)
Actions
&
Commu
nicatio
ns ( 2
Marks)
Contr
actors
In
providi
ng
invest
ments
Delive
ring
resour
ces
Not
active
Mana
gers
Contr
act
Mana
geme
nts
Mana
ging
resour
ces
Convi
nces
With
manage
rs
Emplo
yees
Condu
cting
project
Renov
ation
of
kitche
n
Active Mana
gers
Renov
ations
Active
throu
gh the
projec
t
Order
s from
mana
gers
With
manage
rs
Projec
t
mana
gers
Manag
ing
project
s
Compl
etion
of
projec
t
Active From
other
stake
holde
rs
Projec
t
mana
geme
nt
Mana
ging
projec
t
throu
ghout
the
projec
t
lifecyc
le
Feedb
ack
from
other
stake
holder
s
With
other
stakehol
ders
Functi
onal
mana
gers
Makin
g
comm
unicati
on
Compl
eting
projec
t
Not
active
Mana
gers
Mana
ging
projec
t
Meeti
ng
functi
onal
requir
emen
ts
Havin
g
updat
es of
the
projec
ts
With
manage
rs
12 Advocate, supporter, neutral, critic, blocker
13 High, medium or low
14 If any
15 If any
Project Human Resources Management Assessment Task, v1 Page 11 of 22 Updated 23 March 2018

A7. Skills Analysis of available team members 5 Marks
Name A Name B Name C Name D
Task A 4 2 3 3
Task B 2 4 2 2
Task C 3 2 3 2
Task D 2 4 2 2
Cost 2 3 2 4
Codes 4 = proficient 3 = good 2 = adequate 4 = poor
Project Human Resources Management Assessment Task, v1 Page 12 of 22 Updated 23 March 2018

B2. Training need Analysis and Training Plan 10 Marks
(BSBPMG515- 2.1, 2.2, 3.1, 3.2, 3.3, 3.4)
Training Needs Analysis Work Sheet:
Symptom
( 2 Marks)
Problems ( 2 Marks) Training ( 2 Marks) Possible
Costs
( 2
Marks)
Expected
Outcomes ( 2
Mark)
Cause ( 1
Mark)
Method ( 1
Mark)
Method( 1
Mark)
Objective( 1
Mark)
Need to
teach new
skills
Chances are
that the
equipment’s,
products and
processes
are new.
Introducing
new
equipment,
tools and
technologies.
Introducing
new
modifications
and processes
of present
ones.
To teach soft
skills.
During the
training
period, new
employees
can start
working at
jobs having
insufficient
skills and
knowledge. It
has been
risky for
business 16.
16 Crawford, J.K., 2014. Project management maturity model. Auerbach Publications.
Project Human Resources Management Assessment Task, v1 Page 13 of 22 Updated 23 March 2018

Here,
companies
can be
compelled to
various
training
sessions.
These are
costly and
results in
inconsistent
messages to
get delivered.
Employees
having lack
of basic
skills
Lack of basic
skills and
applications
Bridging
skilled-gaps
having
competency-
based
learning
Identifying
and closing
skill gaps
during works.
Proper
requirement
and putting
people to job.
Flawed
procedures
and polices
In sufficient
support
systems and
lack of
sufficient
infrastructures
Solving
underpinning
issues Investment
on current
training of
employee,
learning and
developing
great ways to
enclose those
skilled gaps.
This must
create skilled
gaps to
destroy
business
efficiencies.
This must be
boosting
motivation of
employees to
progress
more in that
Project Human Resources Management Assessment Task, v1 Page 14 of 22 Updated 23 March 2018

organization.
It should be
kept in mind
that those
training are
unable to
address
issues of
performances
of staffs as
the stem has
been moving
through
various
reasons.
Addressing
skilled
gaps under
current
workforces
Lack of
expertise in
external
applications
Addressing
skilled gaps
instead of
perfect
candidate for
showing up
and
spending
time and
efforts for
learn
workplace
culture.
Employees to
meet new
compliance
regulations.
Approach
towards
creating
compliances
New policies,
legislations
and improved
security
guides in
place to
demand
training
employees 17.
This complies
with
standards
and business
never risk
17 Reiche, B.S., Stahl, G.K., Mendenhall, M.E. and Oddou, G.R. eds., 2016. Readings and cases in international human resource management. Taylor &
Francis.
Project Human Resources Management Assessment Task, v1 Page 15 of 22 Updated 23 March 2018

lawsuits.
Project Human Resources Management Assessment Task, v1 Page 16 of 22 Updated 23 March 2018

B. Lead the project team 15 Marks
(BSBPMG515- 2.2, 2.3, 3.1, 3.2, 3.3, 3.4)
Question 1: Explain the tools and techniques would you use to develop your team. Why are these
suitable? (BSBPMG515 –2.2,2.3, 3.1,3.2,3.3,3.4) 5 Marks
Team management tools:
Delegation:
The managers should be aware that he understand everything and requires to trust members. He
is also needed to understand value of synergy and products that must be better than the overall
output of every member working distinctly from others 18.
Motivation: Realization that all skills must be there that is required to perform those jobs. It is
required to encourage, affirmation and reminder to make that the tasks are done well.
Development:
The project manager should be liable to create skills that is assigned through challenges and
provide scopes to harness skills.
Communication:
It is important to know how to run efficient meeting and possess facilitating and brainstorming skills.
One can become active listener as any necessity arises. Internet comprises of different tools of
team managements, particularly for various virtual teams. Here, project managers has been
checking to see what has suited the best from the team needs.
Discipline:
Controlling disciplines with team members of team members efficiencies that must never be taken
as granted. Here, time being, conflicts has been arising. This is because of every member has
been possessing their individual attitudes and beliefs. This has never been compatible with others.
Question 2: Give an example where individual or project team performance or morale was
influenced by external or internal factors. (BSBPMG515- 3.2, 3.3, 3.4)
5 marks
 How was this identified?
 What remedial action did you take?
Motivation for renovating the kitchen is needed to inspire people to undertake actions. Here, in this
current project it has been playing a vital role towards creating team success and organizational
behavior. This has been the core to influence. This this has been an inspirational leadership and
18 Muller, R., 2017. Project governance. Routledge.
Project Human Resources Management Assessment Task, v1 Page 17 of 22 Updated 23 March 2018

highly effective 19.
As far as remedial actions are considered, the abilities are to be recognized and there should be
sense of achievements. Moreover, there are growth and learning and work stimulations. Further,
there are empowerments and responsibilities, with promotions and feeling a part of anything.
Question 3: You have been told that one of your critical human resources is not available for the
time required – what action would you take to minimise impact to the project if this resource was:
(BSBPMG515- 3.2, 3.3, 3.4)
 Internal
 External 5
marks
Internal impacts has been involving problems with infrastructures like server availability, IT support
and software. This also includes elementary ingredients. The volatility of important infrastructures
has been depending on team location. Hence this has not been warranting considerations as risk
analysis process goes on20.
On the other hand, external effects has been outside project teams and host organization. The
reason is that the vendors has been going bankrupts with war, crimes that has been affecting
directly to effectiveness of projects. Here, risks has been complicated to foresee provided effective
elements for projects to be taken over by revolutionary governments. This types of events has been
directly threatening to projects 21. However, this has been commonly considering project managers
since there is any deficient analysis of various threats originating from external situations.
C. Finalise human resource activities 10 Marks
(BSBPMG515- 4.1, 4.2)
D1. Answer the following question
Question 1: Describe how the team is disbanded – how does this follow organisational policies
and procedures (BSBPMG515 –4.1 ) 5 Marks
Investments to kitchen facilities has been demonstrating wise stewardships to funds. Here, they
have been taking complete advantages of scopes to reduce costs around standardizations,
institutional collaboration and shared resources. Further, there should be providing and anticipating
19 Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A., 2016. Human resource management
at work. Kogan Page Publishers.
20 Schwalbe, K., 2015. Information technology project management. Cengage Learning.
21 Brewster, C., Houldsworth, E., Sparrow, P. and Vernon, G., 2016. International human resource
management. Kogan Page Publishers.
Project Human Resources Management Assessment Task, v1 Page 18 of 22 Updated 23 March 2018

of plans to address requirements of infrastructures of campus in most effective and minimum
intrusive manners possible 22.
D2. List all human resource issues you may have experienced on the project (in the table below)
including a recommendation for future projects. (BSBPMG515-4.2) 5 Marks
Date Description of
problem/opportunity
Recommended Action for next
time/project
Lesson Learnt
Raised By
26/8/2018
Developing or revising
employee handbook
The employee handbook should
be providing information of
benefits, policies and
procedures of renovating
kitchens 23. This outlines human
resources and managements
and providing employees tin
understand expectations of the
project.
All the employees
must be receiving a
copy of employee
handbooks and sign
acknowledgements to
receive and read that
handbook.
27/8/2017
Developing or updating
job descriptions
Here, job descriptions are to be
there for every position on the
company. The managers and
employees must possess and
description of their jobs, filled in
personal lives of employees.
Here, job descriptions
are obsolete as they
are not reviewed
annually. This reflects
duties performed by
employee currently.
Further, job description
must help employees
to know job duties and
this should be the
basis for performance
evaluations.
28/8/2017 Developing interviewing
and hiring process and
giving training for project
managers
This assures that the company
can select most qualifies
applicants for every kind of open
positions. This is vital to create
procedures and guidelines for
process and follow all decisions
Here, managers has
been hiring and
interviewing
employees who have
not received
appropriate kills and
22 Heldman, K., 2018. PMP: project management professional exam study guide. John Wiley & Sons.
23 Heagney, J., 2016. Fundamentals of project management. Amacom.
Project Human Resources Management Assessment Task, v1 Page 19 of 22 Updated 23 March 2018

Date Description of
problem/opportunity
Recommended Action for next
time/project
Lesson Learnt
Raised By
of hiring. training for
interviews24.
24 Marchewka, J.T., 2014. Information technology project management. John Wiley & Sons.
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Project Human Resources Management Assessment Task, v1 Page 22 of 22 Updated 23 March 2018