CPU College: Software Upgrade Project Human Resource Plan Report

This report presents the Human Resource (HR) Management Plan for a Software Upgrade Project. It outlines the project's organizational structure, including the roles and responsibilities of the Project Manager, Design Engineers, Implementation Manager, Training Lead, and Functional Managers. The plan details staff acquisition, resource calendars, and training considerations. It also covers performance review processes and a recognition and rewards system to motivate team members. The project, spanning five weeks, utilizes internal resources. The report includes a RACI chart for task assignments and a staffing plan highlighting resource allocation across the project timeline. It emphasizes the importance of clear communication, performance evaluation, and team recognition for project success.

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CPU BUSINESS AND INFORMATION TECHNOLOGY
COLLEGE MASTER OF PROJECT MANAGEMENT (PM)
HR Groupassignment
GroupMembers ID
1. TibebuAmide.........................EMPM133/14
2. TsedeyAssefa........................EMPM673/14
3. TewodrosHailu........................EMPM561/14
4. YonasBezu.............................EMPM126/14
5. WorkuDemsis.........................EMPM278/14
6. MamaruYihune.......................EMPM331/14
Submittedto:
December 2022
AddisAbaba,Ethiopia

Introduction
Human resources management is an important part of the Software Upgrade Project. The human
resources management plan is a tool which will aid in the management of this project’s human resource
activities throughout the project until closure. The human resources management plan includes:
 Roles and responsibilities of team members throughout the project
 Project organization charts
 Staffing management plan to include:
a. How resources will be acquired
b. Timeline for resources/skill sets
c. Training required to develop skills
d. How performance reviews will be conducted
e. Recognition and rewards system
The purpose of the human resources management plan is to achieve project success by ensuring the
appropriate human resources are acquired with the necessary skills, resources are trained if any gaps in
skills are identified, team building strategies are clearly defines, and team activities are effectively
managed.
Roles and Responsibilities
The roles and responsibilities for the Software Upgrade Project are essential to project success. All team
members must clearly understand their roles and responsibilities in order to successfully perform their
portion of the project. For the Software Upgrade Project the following project team roles and
responsibilities have been established:
Project Manager (PM), (1 position): responsible for the overall success of the Software Upgrade
Project. The PM must authorize and approve all project expenditures. The PM is also responsible for
approving that work activities meet established acceptability criteria and fall within acceptable variances.
The PM will be responsible for reporting project status in accordance with the communications
management plan. The PM will evaluate the performance of all project team members and communicate
their performance to functional managers. The PM is also responsible for acquiring human resources for
the project through coordination with functional managers. The PM must possess the following skills:
leadership/management, budgeting, scheduling, and effective communication.
Design Engineer (DE), (2 positions): responsible for gathering coding requirements for the Software
Upgrade Project. The DEs are responsible for all upgrade design, coding, and testing of the upgraded
software. The DEs will assist the implementation lead in the distribution and monitoring of the software
upgrades throughout the network infrastructure. The DEs will be responsible for timely status reporting
to the PM as required by the communications management plan. The DEs may not authorize any project
expenditures nor allocate any resources without PM approval. DE’s performance will be managed by the
PM and communicated to the Design Technology Group Manager (DE’s Functional Manager). DEs must
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be proficient in programming html, C++, and Java programming languages.
Implementation Manager (IM), (1 position): The IM is responsible for the distribution,
implementation, and monitoring of the new software upgrade. The IM is responsible for working with
the DEs to ensure all coding on new software conforms with organizational security regulations. The IM
is responsible for coordination outage windows with each department to facilitate the rollout of the
software upgrades with minimal/no disturbance to operations. The IM will report status to the PM in
accordance with the project’s communications management plan. The IM’s performance will be
evaluated by the PM and communicated to the IM’s functional manager (Network Manager). The IM
must be proficient in managing network architecture.
Training Lead (TL), (1 position): The TL is responsible for training all network users on the features
provided by the upgrades to the existing software. The TL will coordinate training times/locations with
each department’s training advocate. The TL will provide training status to the PM in accordance with
the project communications management plan.
Functional Managers (FM), (2 positions): While not part of the project team, functional managers are
responsible for providing resources for the project in accordance with the project staffing plan.
Functional managers are responsible for working with the PM to determine skill sets required and
approving resource assignments. Functional managers are also responsible for conducting performance
appraisals of assigned resources based, in part, on the PM’s feedback regarding project performance.
Project Organizational Charts
The following RACI chart shows the relationship between project tasks and team members. Any
proposed changes to project responsibilities must be reviewed and approved by the project manager.
Changes will be proposed in accordance with the project’s change control process. As changes are made
all project documents will be updated and redistributed accordingly.
Project
Manager
Design
Engineers
Implementation
Manager
Training
Leads
Functional
Managers
Department
Managers
Requirements
Gathering
A R R C C I
Coding Design A R C C I
Coding Input A R
Software Testing A R C I I
Network Preparation A C R I I
Implementation A C R C C C
Conduct Training A R C C
Key:
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R – Responsible for completing the work
A – Accountable for ensuring task completion/sign off
C – Consulted before any decisions are made
I – Informed of when an action/decision has been made
Staff Acquisition:
For the Software Upgrade Project the project staff will consist entirely of internal resources. There will
be no outsourcing/contracting performed within the scope of this project. The Project Manager will
negotiate with functional and department managers in order to identify and assign resources in
accordance with the project organizational structure. All resources must be approved by the appropriate
functional/department manager before the resource may begin any project work. The project team will
not be co-located for this project and all resources will remain in their current workspace.
Resource Calendars:
The Software Upgrade Project will last for five weeks. All resources are required before the project can
begin. The resource histogram below illustrates that design engineers are required to perform 40 hours
per week per engineer for the first three weeks of the project. Their requirements are then scaled back to
5 hours per engineer in the fourth week. After the fourth week the design engineers will be released from
the project. The implementation manager will also be released from the project after week 4. The
training lead will be required to perform 15 hours of work in the first week and a full 40 hours of training
during week 5.
Software Project Upgrade Resource Histogram
0
10
20
30
40
50
60
70
80
90
Week 1 Week 2 Week 3 Week 4 Week 5
Timeline
Work Hours per Week
Design Engineers (2 employees)
Implementation Manager (1 employee)
Training Lead (1 employee)
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Training:
There is currently no training scheduled with regards to the Software Upgrade Project since the
organization has adequate staff with required skill sets. However, if training requirements are identified,
funding will be provided from the project reserve.
Performance Reviews:
The project manager will review each team member’s assigned work activities at the onset of the project
and communicate all expectations of work to be performed. The project manager will then evaluate each
team member throughout the project to evaluate their performance and how effectively they are
completing their assigned work. Prior to releasing project resources, the project manager will meet with
the appropriate functional manager and provide feedback on employee project performance. The
functional managers will then perform a formal performance review on each team member.
Recognition and Rewards:
Although the scope of this project does not allow for ample time to provide cross-training or potential for
monetary rewards there are several planned recognition and reward items for project team members.
 Upon successful completion of the Software Upgrade Project, a party will be held to celebrate the
success of each team member with the team members’ families present.
 Upon successful completion of the project, any team member who satisfactorily completed all
assigned work packages on time will receive a certificate of thanks from the CEO.
 Team members who successfully complete all of their assigned tasks will have their photo taken
for inclusion in the company newsletter.
 The company will provide free family movie tickets for the top two performers on each project.
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