Project Management

1. Project Management Chapter 8 Project Resource Management Resource Planning

2. Project resource management • What is resource planning • The nature of human resources planning • Organisational resource planning and inputs • Tools and techniques

3. Project resources You need 7 resources in a project….. What are they? 7 People Money Equipment Facilities Materials & Supplies Information Technology 7 7 7 You need to estimate your project resources before you can complete the project plan

4. Project resource management Projects are carried out by people Often regarded as the most important resource in a project……. Project human resource management includes the processes required to make the most effective use of people involved with the project.

5. Project HR management • ..includes all stakeholders such as sponsors, customers, contributors (staff) and others • It consists of the following major processes: • organisational planning • staff acquisition • team development

6. The Nature of Planning • Planning is future orientated - it is concerned with what is to be achieved and how it is to be achieved • Plans can be strategic, tactical and operational and are contained in a written document • 4 major components: • objectives • actions • resources • implementation

7. Human Resources Planning “the systematic and continuing process of analysing an organisation’s human resources needs under changing conditions, and developing personnel policies appropriate to the longer term effectiveness of the organisation.”

8. Organisational Resource Planning Takes place during the early project phases and is closely linked to communications planning for structures and channels of authority/ communications

9. Organisational Resource Planning • Tools & techniques • Templates • 2. Human resources • practices • 3. Organisational theory • 4. Stakeholder analysis • Outputs • Role & • responsibility • assignment • 2. Staffing • management • 3. Organisation • chart • 4. Supporting detail • Inputs • Project • interfaces • 2. Staffing • requirements • 3. Constraints

10. Organisational Planning - Inputs • Tools & techniques • Templates • 2. Human resources • practices • 3. Organisational theory • 4. Stakeholder analysis • Outputs • Role & • responsibility • assignment • 2. Staffing • management • 3. Organisation • chart • 4. Supporting detail • Inputs • Project • interfaces • 2. Staffing • requirements • 3. Constraints

11. Project Interfaces Project interfaces are where diverse, independent groups interact These interfaces can be of an organisational, technical and/or interpersonal nature • Inputs • Project • interfaces • 2. Staffing • requirements • 3. Constraints e.g. a technical interface in computer science is the point of communication between a computer and a human being – keyboard, mouse etc

12. Staffing Requirements This is concerned with deciding what types of skills are required for the project (job descriptions), from what types of people and in what time frame • Inputs • Project • interfaces • 2. Staffing • requirements • 3. Constraints

13. Constraints Constraints which might be encountered are the organisational structure of the performing organisation, trade union agreements, preferences by the management team and skills and competencies of staff members • Inputs • Project • interfaces • 2. Staffing • requirements • 3. Constraints

14. Tools & Techniques Many projects have areas of commonality and using a template can help make sure you don’t miss anything From books, internet, journals etc • Tools & techniques • Templates • 2. Human resources • practices • 3. Organisational theory • 4. Stakeholder analysis HR practices – policies, guidelines and procedures to understand stakeholder needs

15. Outputs • Most important outputs are: • role and responsibility assignments by using WBS and RAM (responsibility assignment matrix) • a staffing management plan • an organisation chart • supporting detail such as an evaluation of the impact on the organisation, job descriptions and training needs • Outputs • Role & • responsibility • assignment • 2. Staffing • management • 3. Organisation • chart • 4. Supporting detail

16. R&R Responsibility Assignment esponsible • Often conducted using RASIC, RASCI or RASI matrix • Tool to establish roles and responsibilities on a project pproving RASIC upporting informed onsulted

17. RASIC R- Responsible: solely and directly accountable for creating a work package or task A - Approving: and needs to review and assure the quality of the deliverables from that work package or task S - Supporting: any and all individuals or groups who help create the deliverables from the work package I - Informed: any and all people who need updated during the creation of the deliverables C - Consulted: any and all who help define the deliverables or quality review criteria Every ‘deliverable’ in the project must have a 'Responsible' person and an 'Approving' person

18. RASIC exercise Create a RASIC chart for the ‘Project Management course’ you are doing Stakeholders to be listed Activities /deliverables to be defined Allocate RASIC responsibilities

19. RASIC exercise – stakeholders Come up with a list of stakeholders

20. RASIC exercise – deliverables Initiation – objectives/outline of the course Planning – lesson plan, lesson preparation, assignment, test and exam setting Execution and control – delivery of lessons, conducting and marking assignment, test and exam Closure – completion of semester marks, exam marks, lessons learned Now that you have the deliverables and the stakeholders, you can complete the RASIC chart

21. RASIC exercise – deliverables

22. Staff Acquisition Acquiring the right people is vital to the success of a project The main objective of staff acquisition is to obtain the best people to fill project posts Before the acquisition a post analysis has to be done to evaluate what the post entails that needs to be filled Once the analysis has been done, a post description (title, duties, resources, working conditions etc) and post specification (qualifications, experience and skills required) must be drawn up

23. Project Staff Acquisition Getting the human resources needed assigned to and working on the project Not always possible to attract the desired level of skills, where functional and project managers compete for staff members

24. Inputs • Staffing • management • plan • 2. Staffing pool • description • 3. Recruitment • Practices & policies • Tools • & techniques • Negotiation with • functional managers • 2. Pre-assignment or • Project specification • Outputs • Project staff • Assigned • 2. A project • staff directory • or database Project Staff Acquisition

25. Resource planning summary Each person to come up with 3 important things you remember from this session that will help your understanding of “project resource planning”