Human Resourse Planning

Human Resource Planning:

Human Resource Planning defines project roles, responsibilities, and reporting relationships. One key result of Human Resource Planning is the Staffing management plan which depicts how and when team members are added to the team, and how the team members are released from the project, the training needs of the team, and several other key components.
The inputs to Human Resource Planning are:

Enterprise Environmental Factors:

– The Enterprise Environmental Factors that comprise of individuals of an organization interact and relate with one another are an input into Human Resource Planning. Items to considers about enterprise environmental factors involving organizational culture and structure are:
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Organization:

l – Which organizations or departments are going to be engaged in the project? Are there existing working arrangements between them? What are the formal and informal relationships between the departments?

Technical:

– What are the areas of expertise needed to successfully complete this project? Do these skills need to be transitioned to the supporting organization?

Interpersonal:

– What types of formal and informal reporting relationships exist among the team members? What are team members current job descriptions? What are their supervisor-subordinate relationships? What levels of trust and respect currently exist?

Logistical:

– Are people in different locations or time zones? What are other type of distances between team members?




Political:

– What are the individual goals and agendas of the stakeholders? Where is the informal power base and how can that influence the project? What informal alliances exist?

In addition to these factors, there are also constraints. Examples of inflexibility in Human Resource Planning are:

Organizational Structure:

– An organization with a weak matrix structure is commonly a constraint.


Collective Bargaining Agreements:

– Contractual agreements with service organizations can require interesting nuances to certain roles and reporting arrangements.


Economic Conditions:

– Hiring freezes, little to no training funds, and a lack of traveling budget can place restrictions of staffing options.


Organizational Process Assets:

- As an organization's project management methods evolve, experience gained from past projects are available as organizational process assets. Templates and checklists reduce the planning time required and the likelihood of overlooking key responsibilities.

Project Management Plan:

- The Project Management Plan contains activity resource requirements and project management activity descriptions which assist in identifying the types and quantities of resources required for each schedule activity in a work package.

With the proper inputs, the results are going to have a good foundation. Project teams use different tools and techniques to guide the Human Resource Planning process. These three tools and techniques are:

Organization Charts and Position Descriptions:

- Organization charts and position descriptions are used to communicate and clarify team member roles and responsibilities and to ensure that each work package is assigned. Organization charts can have three formats: Hierarchical-type Organization chart, Matrix-Based Responsibility Chart, and the Text-oriented format.
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Networking:

– Informal interactions among co-workers in the organization is a constructive way to comprehend the political and interpersonal factors which will affect organizational relations.
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Organizational Theory:

– Organizational theory portrays how people, teams, and organizational units behave.

The three outputs from Human Resource Planning are found below:


Roles and Responsibilities:

- Clarification of roles and responsibilities gives project team members an understanding of their own rles and the roles of others in the project. Clarity is always a key component of project success.
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Project Organization Charts:

- A project organization chart is a diagram of the reporting relationships of project team members. Project organization charts should be tailored for their audience, they can give a generalize overview or highly granular.






Staffing Management Plan:

- The Staffing Management Plan is an important output of the Human Resource Planning process which establishes the timing and methods for meeting project human resource requirements. The components of the staffing management plan are:


Staff Acquisition:

– Staff Acquisition details how the project will be staffed, where the team will work, and the level of expertise needed with the staff.



Timetable:

– The timetable illustrates the necessary time frames for project team to be available. One tool commonly used is a resource histogram.


Release Criteria:

– Release criteria lists the method and timing of releasing team member.

Training Needs:

– Training needs is a plan on how to train the project resources.

Recognition and rewards:

– Recognition and rewards are the criteria for rewarding and promoting desired team behaviors
Compliance:
– Compliance details the strategies for complying with regulations, contracts, and other established human resource policies.


Safety: – Safety procedures are listed to protect the team members.