The key component of all projects is the human resources on the project. Be sure to plan properly for human resources to ensure success. The Human Resource Plan is a tool which aids in the management of all projects. At the very least it defines things such as roles and responsibilities, organizational charts, how resources will be acquired, time when each resource will be needed and any specialized training requirements. Download our Human Resource Plan Template to get a jump start on your plan.
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|Human Resource Plan|
This section of the Human Resource Plan explains the purpose and importance of having a human resources management plan. It should provide a general description of what the plan includes and explain how the project manager and project team can use the plan to help them manage the project effectively.
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:
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
Roles and responsibilities of team members and stakeholders must be clearly defined in any project. Depending on the organizational structure, project team members may represent many different groups/departments and act in the interest of different functional managers. Additionally, team members may have varying degrees of authority and responsibility. When listing roles and responsibilities the following should be included:
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 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
In this section the Human Resource Plan provides a graphic display of the project tasks and team members. The purpose of this is to illustrate the responsibilities of team members as they relate to the project tasks. Tools such as responsible, accountable, consult, inform (RACI) or responsibility assignment matrix (RAM) may be used to aid in communicating roles and responsibilities for the project team. Additionally, organizational or resource breakdown structures may be used to show how responsibilities are assigned by department or by type of resource respectively. It should be noted that the level of detail may vary depending on project complexity.
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.
This part of the Human Resource Plan contains information on several areas including: when and how human resource requirements will be acquired, the timeline for when resources are needed and may be released, training for any resources with identified gaps in skills required, how performance reviews will be performed, and the rewards and recognition system to be used. It is important to note that depending on the scope of the project there may be other items included in staffing management (government and/or regulatory compliance, organizational health and safety, etc).
Recognition and Rewards:
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