PROJECT HUMAN RESOURCE MANAGEMENT

PREPARED BY SHWETANG PANCHAL

HUMAN RESOURCE PROCESS

ORGANIZATIONAL PLANNING• IDENTIFYING, • DOCUMENTING, AND • ASSIGNING PROJECT ROLES, • RESPONSIBILITIES AND • REPORTING RELATIONSHIPS.

STAFF ACQUISITION• GETTING THE HUMAN RESOURCE NEEDED ASSIGNED TO AND

WORKING ON THE PROJECT

TEAM DEVELOPMENT• DEVELOPING INDIVIDUAL AND GROUP SKILLS TO ENHANCE

PROJECT PERFORMANCE

HUMAN RESOURCE MANAGEMENT REQUIREMENT

LEADERSHIP, COMMUNICATION, NEGOTIATION .

DELEGATION, MOTIVATION,COACHING, MENTORING

TEAM BUILDING, DEAL ONSREGULATFETING WITH CONFLICT

PERFORMANCE APPRAISAL, RECRUITMENT, RETENTION, LEBOR RELATIONS, HEALTH AND

SAFETY REGULATIONS

ORGANIZATION PLANNING

• INPUTS• Project Interface• Staffing Requirements• Constraints• TOOLS AND TECHNIQUE• Templates• Human Resource Practice• Stakeholder Analysis• OUTPUT• Role & Responsibility assignment• Staffing Management Plan• Organization Chart

STAFF ACQUISITIO

N

• INPUTS• Staffing management plan• Staffing pool description• Recruitment Practice• TOOLS AND NEGOTIATIONS• Negotiations• Pre-Assignment• Procurement• OUTPUT• Project Staff Assigned• Project Team Directory

TEAM DEVELOPMEMNT

•INPUTS•Project Staff•Project Plan’•Staffing management plan•Performance Reports•External Feedback•TOOLS & TECHNIQUE•Team Building Activities•General Management skills•Reward & Recognition System•Collocation•Training•OUTPUTS•Performance Improvement•Input to performance appraisal

PROJECT HUMAN

RESOURCEMANAGEMENT

INPUTS TO ORGANIZATIONAL PLANNING

INPUTS TO ORGANIZATIONAL PLANNING• ORGANIZATIONAL INTERFACE

• FORMAL/INFORMAL REPORTING RELATIONSHIPS• FOR EX; COORDINATION BETWEEN COMPLEX

TELECOMMUNICATION SYSTEM AS COMPARED TO IN SINGLE UNIT SITE

• TECHNICAL INTERFACE• FORMAL/INFORMAL REPORTING RELATIONSHIPS WITH

DIFFERENT TECHNICAL DISCIPLINE• FOR EX; THE SITE DESIGN DEVELOPED BY THE CIVIL

ENGINEERS MUST BE COMPATIBLE WITH THE SUPER STRUCTURE DEVELOPED BY THE STRUCTURAL ENGINEERS

• INTERPERSONAL INTERFACE• FORMAL/INFORMAL RELATIONSHIP AMONG DIFFERENT

INDIVIDUALS

INPUTS TO ORGANIZATIONAL PLANNING

STAFFING REQUIREMENTS• WHAT KIND OF SKILLS ARE REQUIRED FOR DIFFERENT

TYPES OF INDIVIDUAL GROUPS AND IN WHAT TIME FRAMES

• STAFFING REQUIREMENTS ARE SUBSETS OF OVERALL RESOURCE REQUIREMENT IDENTIFIED DURING RESOURCEPLANNING

CONSTRAINTS• ORGANIZATIONAL STRUCTURE• COLLECTIVE BARGAINING AGREEMENTS• PREFERENCE OF THE PROJECT MANAGEMENT TEAM• INFLUENCE OF SKILL & CAPABILTIES OF INDIVIDUALS

RESPONSIBILITY ASSIGNMENT MATRIX

P- PARTICIPATINGA- ACCOUNTABLER- REVIEW REQUIREDI- INPUT REQUIREDS- SIGN OF REQUIRED

TOOLS & TECHNIQUE FOR ORGANIZATIONAL PLANNING

TEMPLATES• Using the roles & responsibilities definitions or reporting

relationships of a similar projects can help expedite the process of organization planning.

HUMAN RESOURCE PRACTICE• Policies, guidelines, and procedures that can help the PM team with

various aspects of organization planning.

ORGANIZATIONAL THEORY• The project management team should be generally familiar with the

subject of organizational theory so as to be better able to respond to project requirements.

STAKEHOLDER ANALYSIS• The needs of various stakeholders should be analyzed to ensure that

their needs will be met.

OUTPUTS FROM ORGANIZATION PLANNING

ROLES & RESPONSIBILTIES• Project roles & responsibilities must be assigned to appropriate project

stakeholders

STAFFING MANAGEMENT PLAN• The staffing management plan describes when and how human resources

will be brought and taken off the project team. It might be formal/informal, highly detailed or broadly framed based on the needs of the project

ORGANIZATION CHART• An organization chart is any graphical display of project reporting and

relationships. • An Organizational Breakdown Structure (OBS) is a specific type of

organization chart that shows which organizational units are responsible for which items.

STAFFING ACQUISITION

INVOLVES GETTING THE HUMAN RESOURCE NEEDED ASSIGNED TO AND WORKING ON THE PROJECT

INPUTS TO STAFF ACQUISITION

• Staffing management plan• Staffing pool description

• Previous experience• Personal Interest• Personal characteristics• Availability

RECRUITMENT PRACTICES

• Organizational policies, guidelines, or procedures governing staff assignments acts as constraints on the staff acquisition process

TOOLS & TECHNIQUES FOR STAFF ACQUISITION

NEGOTIATION

PRE- ASSIGNMENT

PROCUREMENT• Project procurement management can be

used to obtain the services of specific individuals or groups of individuals to perform project activities.

OUTPUTS FROM STAFFING ACQUISITION

PROJECT STAFF ASSIGNED• The project is staffed when appropriate

people have been reliably assigned to work on it.

PROJECT TEAM DIRECTORY• A project team directory lists all project

team members and other key stake holders.

TEAM DEVELOPMENT

Includes both enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as team.

INPUTS TO TEAM DEVELOPMENT

• Project Staffing• Project Plan• Staffing management plan• Performance reports• External feedback

TOOLS & TECHNIQUES FOR TEAM DEVELOPMENT

TEAM BUILDING ACTIVITIES

GENERAL MANAGEMENT SKILLS

REWARDS AND MANAGEMENT SKILLS

COLLOCATION• Placing all, or almost all, of the most active project members

in the same physical location to enhance their ability to perform as a tem

TRAINING

OUTPUTS FROM TEAM DEVELOPMENT

PERFORMANCE IMPROVEMENTS• Improvements in individuals skills• Improvements in team behavior

INPUTS TO PERFORMANCE APPRAISALS• Project staff should generally provide inputs to the

performance appraisals of any project staff members that they interact with in a significant way.

Thank you