Project Management Report: Planning, Staffing, and Assessment

This report provides a comprehensive overview of project management principles, encompassing essential elements for successful project execution. It begins with the creation of a project team organizational chart, emphasizing the importance of defining roles and responsibilities. A detailed staffing and recruitment plan is outlined, focusing on job descriptions, advertising, and candidate selection. The report then delves into team-building strategies, highlighting the characteristics of effective team members and the importance of collaborative task execution. A staff management plan is presented, including staff acquisition, training, performance reviews, and reward systems to ensure project success. The report further explores communication planning, emphasizing the need for clear communication goals, tools, and techniques to keep stakeholders informed. An assessment plan is introduced, with a focus on evaluating employee performance and identifying areas for improvement. Finally, an improvement plan is proposed, based on the assessment findings, to address any identified gaps and enhance project outcomes. The report draws upon various research papers and publications to support the concepts and strategies presented.

Running head: PROJECT MANAGEMENT
Project Management
Name of the Student
Name of the University
Author Note

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Table of Content
Part A-..............................................................................................................................................3
A draft organizational chart for the project team.............................................................................3
A staffing/ recruitment plan-...........................................................................................................4
A team-building plan.......................................................................................................................5
Plan B...............................................................................................................................................6
Staff management plan....................................................................................................................6
Communication plan........................................................................................................................7
Assessment plan...............................................................................................................................8
An improvement plan......................................................................................................................8
References and Bibliography...........................................................................................................9

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Part A-
A draft organizational chart for the project team
It has been identified that building a project team remains as the distinctive task of a
project head. The appropriate and appropriate execution of such task needs the leader or the
manager to derive, enhance as well as supervise a group of people who would work on the
project (Bosch-Rekveldt et al. 2011). A team could be responsible for a variety of
responsibilities and duties on the basis of the project they are engaged to. As put forward by
Hartmann et al. (2012), an effective project must entail appropriate setting of team
responsibilities as well as duties while focusing on the goals and objectives.
Organizational chart- Vaccaro et al. (2012), mentioned that a project team
organizational chart is a detailed as well as documented-based graphical presentation, which is
required to outline the particular roles, responsibilities and duties of the team members and other
individuals taking part in the project. This graphical presentation signifies to constitute how
exactly, they are supposed to collaborate with each other during the course of the project
implementation technique. It is also considered as the technique of managing team the
development process with the help of training programs on the basis of the group formulation.

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Figure 1: Project Team organizational chart
(Source: Self-Made)
A staffing/ recruitment plan-
The first and the team planning is referred to the defining as well as managing the roles
that are required for the project. Hence, the managers need to focus on designing a job
description document that specifies the major roles of the project- such as the title and the
purpose, duties and responsibilities, skills, qualification and experience required, team
performance criteria and other compensation details (Pournader, Tabassi and Baloh 2015). The

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project managers could implement this plan by advertising the roles both internally as well as
externally. The following steps can be implemented to implement the recruitment plan.
 Presenting the job description to write content for the advertisement as particular as
possible
 All components associated with the roles and responsibilities should be included in the
advertisement message
 Description of the challenges of each specific role, which could help to contract the
compatible individuals
A team-building plan
As put forward by Stahl et al. (2012), a project team is referred to the organized group of
people who are engaged in performing shared and the individual tasks achieving the shared
goals. In the project team plan, the team must consist of full-time as well as part-time human
resource who will work together to construct the deliverables and shifting of project towards the
effective accomplishment. In order to implement a team-building plan, a group of people should
be included in the team who should be capable of fulfilling the following conditions:
 Figuring out the task to be performed with the endeavor
 Making proper plans for accomplishing the assigned tasks
 Conducting the tasks considering the given budget and expectation
 Recording the issues, changes and quality concern
Thus, while selecting candidates for the team building, the manager ensure that the candidates
are ready to meet the requirements mentioned above.

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Plan B
Staff management plan
In the initial stage, the plan must include general description of what and how the project
manager and the project team could use the plan to help them members to manage the project
effectively. The staff management plan must include the roles and responsibilities of project
human resource activities during the implementation of the project. Each staff of the team should
know about the project organization chart, which would give them the idea of implementing the
roles and responsibilities of the team member (Mir and Pinnington 2014). Likewise, the timeline
should also be shared with the team members. Appropriate and training development programs
should be developed for the team members.
While managing the team, it is essential for the management to manage the team such as
measuring the performance of the staff members. The individual member should be provided
with appropriate recognition as well as reward system. The major purpose of staff management
plan is to achieve the success of the project by ensuring the appropriate staffs required with the
necessary skills. Hence, if any gap is identified, the team building activities can be clearly
defined as well as the team activities can appropriately be managed (Stahl et al. 2012). For
example, in a software development project, the staff involved in the project need to consider the
internal resource and they ensure that no outsourcing has been done during the completion of the
project. Hence, the project manager should negotiate with the functional as well as departmental
managers to identify as well as assign the resources in the scope of the project. The following are
the steps for staff management:
1) Staff Acquisition

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2) Resource Calendars
3) Training
4) Performance Review
5) Recognition and Rewards
Communication plan
As put forward by Daim et al. (2012) the communication management is about keeping
all individuals in the loop. It is observed that communication planning technique helps to define
the type of information that would supposed to be delivered. In the communication plan, it is
necessary for the project manager to identify the type of communication that stakeholders require
from the project; thereby, they could make good and effective decisions. In addition to this,
during the planning stage of the project, the firm should create a high-level communication
management plan that should describe the communication requirements in general for the project
(Patanakul and Shenhar 2012). The communication project must include the communication
goals and objectives, communication tools and techniques and the major project communication
message. Furthermore, the communication plan for the team building should not be generated in
a vacuum. Despite the presence of some standard items such as Project Kick Off, Team meeting
and review status, it is necessary to spend time input from all stakeholders groups. The goals of
the communication plan should include the following:
 Enhancement of knowledge regarding the project and maintenance of the importance
 Create a dialogue among the workers and the key stakeholders to acquire acceptance of
the project

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 Deliver opportunities for the feedback from the stakeholder groups
Assessment plan
In the assessment plan, the project manager and senior human resource executive should
create a documentation plan where they need include certain elements such as the questions- “I
communicate what requires to be done by the given deadline and expect others to whom I assign
the tasks to be responsible for breaking down the work”. Hence, based on the questions, the
managers should rate the performance of the employees on the basis of “rarely” or “very often”.
Any gap found in the assessment plan should be fulfilled by modifying or adding the activities
during the course of the project.
An improvement plan
The improvement plan should be based on the assessment plan, which means if any gap
found in the assessment plan that should be covered in the improvement plan. For example, in
the assessment plan, if it is found that some group members are not aware of the goals and
objective of the project and the importance of team performance, those members should be
communicated properly. The project manager should communicate with those members to
identify their issues and provide them with appropriate solutions. Those members should be
provided with appropriate training and development programs.

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References and Bibliography
Bosch-Rekveldt, M., Jongkind, Y., Mooi, H., Bakker, H. and Verbraeck, A., 2011. Grasping
project complexity in large engineering projects: The TOE (Technical, Organizational and
Environmental) framework. International Journal of Project Management, 29(6), pp.728-739.
Bryde, D., Broquetas, M. and Volm, J.M., 2013. The project benefits of building information
modelling (BIM). International journal of project management, 31(7), pp.971-980.
Daim, T.U., Ha, A., Reutiman, S., Hughes, B., Pathak, U., Bynum, W. and Bhatla, A., 2012.
Exploring the communication breakdown in global virtual teams. International Journal of
Project Management, 30(2), pp.199-212.
Hartmann, T., Van Meerveld, H., Vossebeld, N. and Adriaanse, A., 2012. Aligning building
information model tools and construction management methods. Automation in construction, 22,
pp.605-613.
Hwang, B.G. and Tan, J.S., 2012. Green building project management: obstacles and solutions
for sustainable development. Sustainable development, 20(5), pp.335-349.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking
project management performance and project success. International journal of project
management, 32(2), pp.202-217.
Patanakul, P. and Shenhar, A.J., 2012. What project strategy really is: The fundamental building
block in strategic project management. Project Management Journal, 43(1), pp.4-20.

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Pournader, M., Tabassi, A.A. and Baloh, P., 2015. A three-step design science approach to
develop a novel human resource-planning framework in projects: the cases of construction
projects in USA, Europe, and Iran. International journal of project management, 33(2), pp.419-
434.
Stahl, G., Björkman, I., Farndale, E., Morris, S.S., Paauwe, J., Stiles, P., Trevor, J. and Wright,
P., 2012. Six principles of effective global talent management. Sloan Management
Review, 53(2), pp.25-42.
Vaccaro, I.G., Jansen, J.J., Van Den Bosch, F.A. and Volberda, H.W., 2012. Management
innovation and leadership: The moderating role of organizational size. Journal of Management
Studies, 49(1), pp.28-51.