Apply Human Resource
Management Approaches
Human Resource Management
Processes – Part 1
Certificate IV in Project Management 17871
Qualification Code BSB41507
Unit Code BSBPMG405A
BSBPMG405A Apply Human Resource Management Approaches
Project HR Management Processes
PMBOK Project HR Management Processes 9.1 Develop Human Resource Plan
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
Related processes from Project Integration Management –
4.2 Develop Project Management Plan
PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
Project HR Management Processes – Part 1
PMBOK Project HR Management Processes 9.1 Develop Human Resource Plan
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
Related processes from Project Integration Management –
4.2 Develop Project Management Plan
PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
Learning Objectives – Part 1
1. Understand of the processes required to manage
Human Resources on a project
2. Explain the project human resource planning process
and describe the contents of a Human Resource Plan
3. Understand how to assist with Human Resource
management of a project.
4. Understand different methods of acquiring human
resources for a project
BSBPMG405A Apply Human Resource Management Approaches
Reading – Human Resources
Processes Part 1
Please take some time to review the PMBOK
Chapters 4.2, 9.1 and 9.2
This could take 30 to 45 minutes
BSBPMG405A Apply Human Resource Management Approaches
Project Manager’s Interpersonal Skills
•
In addition to the ability to apply the 9 key knowledge
areas, Project Managers require important interpersonal
skills to assist in the effective management of projects,
specifically in the achievement of project objectives and
success criteria –
1.
2.
3.
4.
5.
6.
7.
8.
Leadership
Team Building
Motivation
Communication
Influencing
Decision Making
Political and Cultural Awareness
Negotiation
Source – PMBOK, 4th Edition, Appendix G Interpersonal Skills
BSBPMG405A Apply Human Resource Management Approaches
4.2 Develop Project Management Plan
• This is the process of defining and documenting the
actions necessary to prepare and integrate all subsidiary
plans for each of the 8 key knowledge areas of project
management.
• The planning processes for all project management key
knowledge areas are normally performed at the same
time this process, or expanded upon shortly afterwards
• The Human Resource Management Plan (9.1) for a
project is developed concurrently with the development
of the Project Management Plan (4.2)
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
4.2 Develop Project Management Plan
• The Project Management Plan –
 can be composed of subsidiary plans for each of the 8 key
knowledge areas or these planning elements can be included
into one integrated end product
 can be either high level or detailed depending on the
characteristics of the project and the project management
methodology that is being applied
 Can only be changed via a Change Request once it has
been baselined
 defines how all aspects of the project are to be undertaken
through the Execution Phase
 establishes the mechanisms and processes to Monitor
and
Monitor
Control the project
Initiation Planning Execution
Close
 defines how the project is to be Closed
Control
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
4.2 Develop Project Management Plan
• Inputs into the Project Management Plan –
 Project Charter
 Subsidiary plans developed in other planning processes
 Industry standards and regulations
 Organisational policies and procedures
 Project management methodology
 Project management tools
 Planning templates
 Knowledge from past projects
 Expert judgement and advice
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
4.2 Develop Project Management Plan
• Common inclusions in the Project Management Plan –
 Project lifecycle and project management processes
 Selected tools and techniques
 Project objectives and how these will be achieved
 Change Management Plan
 Baselines for Scope, Time and Cost
 Performance measurement and status reporting processes
 Governance structure
 Team structure
 Subsidiary plans if required
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.1 Develop Human Resource Plan
• The process of identifying and documenting project
roles, responsibilities, required skills and reporting
relationships.
• The output is a Staffing Management Plan or a Human
Resource Plan.
• HR planning determines and identifies the people and
skills required for project success.
• Factors that influence HR planning include – competition
for resources, scarce skills sets, project prioritisation
• Occurs during Planning
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.1 Develop Human Resource Plan
• Inputs to Develop Human Resource Plan  Work Breakdown Structure
 Project Schedule including resources
 Activity resource requirements (from Time 6.3)
– Required people and competencies
 Enterprise Environmental Factors
–
–
–
–
–
–
Organisation culture and structure
Existing human resources
Labour market conditions
Industrial Relations frameworks
HR legislation and regulations
Competency frameworks
 Organisational Process Assets
–
–
–
–
HR policies and procedures
Templates for organisation charts and position descriptions
Competency frameworks
Lessons learned from previous projects
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.1 Develop Human Resource Plan
• Tools and techniques to Develop Human Resource Plan
Organisational
Charts
Workforce
Planning
Position
Descriptions
Networking
Responsibility
Assignment
Matrix
Subject
Matter
Experts
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.1 Develop Human Resource Plan
Organisational Charts –
 traditional hierarchical organisational charts can be very
effective to show team members where the project fits within
the overall organisational structure AND to depict the
structure and reporting lines for the project
 Project organisational charts are also known as Resource
Breakdown Structures
Responsibility Assignment Matrix (RAM)  A matrix based organisational chart which is used to illustrate
responsibilities for deliverables and activities
 It assigns project team members to deliverables and
activities and also indicates their role for each deliverable
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
Project Organisational Charts
• Project Organisational Charts are designed to show
project positions in relation to each other in the hierarchy
• Functional Organisational Charts can also be useful to
show how the project team resources fit into other
structures within the organisation
• It is common for a project team member to have a
“project” reporting line and a “functional” reporting line or
Line Manager
BSBPMG405A Apply Human Resource Management Approaches
Example Project Organisational Chart
BSBPMG405A Apply Human Resource Management Approaches
Project Org Chart – Samples
Project
Manager
Team
Leader 1
Team
Member 1
Team
Leader 2
Team
Leader 3
Team
Member 2
Project
Director
Project
Manager 1
Team
Leader 1
Team
Member 2
BSBPMG405A Apply Human Resource Management Approaches
Project
Manager 2
Team
Leader 2
Team
Member 2
Project
Manager 3
Responsibility Assignment Matrix
• Definition of a Responsibility Assignment Matrix (RAM) –
– A structured table that relates the project organisation
chart/structure to the work breakdown structure to help ensure that
all components of the project scope have been assigned to a
project team or team member
– It relates the activities and deliverables in the work break down
structure to project team members and other people who have
delivery responsibilities on the project.
– It helps to ensure project execution by assigning all components of
the project’s scope to someone who is responsible for getting it
done.
Source – Adapted from PMBOK, 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
Different Types of RAMs
R esponsible R esponsible
Accountable A ccountable
C onsulted
S ign off
I nformed
I nformed
Consulted
BSBPMG405A Apply Human Resource Management Approaches
Participates
A ccountable
R esponsible
I nformed
S ign off
Example RACI Format
RACI Chart
Deliverable/
Activity
Team Members
Project
Sponsor
Project
Manager
Team
Member 1
Team
Member 2
Team
Member 3
Project Charter
R
A
I
C
I
Communication
Plan
C
R, A
I
I
I
Human Resource
Plan
I
R
A
C
C
Deliverable 1
I
R
I
C
A
Deliverable 2
C
R
C
A
I
Deliverable 3
I
C
R, A
C
C
R = Responsible, A = Accountable, C = Consult, I = Inform
BSBPMG405A Apply Human Resource Management Approaches
Example RASIC Format
RACI Chart
Deliverable/
Activity
Team Members
Project
Sponsor
Project
Manager
Team
Member 1
Team
Member 2
Team
Member 3
Project Charter
R,S
A
I
C
I
Communication
Plan
S
R
A
C
C
Human Resource
Plan
I
S
R
A
C
Deliverable 1
I
R
I
C
A
Deliverable 2
C
R
C
A
I
Deliverable 3
I
R, S
A
C
C
R = Review, A = Accountable, S = Sign Off, I = Inform, C = Consult/Contribute
BSBPMG405A Apply Human Resource Management Approaches
9.1 Develop Human Resource Plan
Position Descriptions –
 Text document that details the roles and responsibilities of
each team member or position
 Project roles often have a base or standard position
description with a specific roles and responsibilities
statement being tailored and produced for each project
Project 1
Position Description
Role – Project Manager
Duties …..
Preferred Experience….
Mandatory Skills….
Desirable Skills…..
Qualifications….
Project 2
Role – Project Manager
Project 3
Role – Project Manager
Detailed deliverables
Role – Project Manager
Detailed deliverables
Detailed roles &
responsibilities
Detailed deliverables
Detailed roles &
responsibilities
Detailed roles &
responsibilities
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.1 Develop Human Resource Plan
Workforce Planning  Occurs prior to recruitment or resource acquisition
 Typically associated with broad based planning of human
resources in order to achieve an organisation’s strategic and
business goals, can also be applied to projects
 Aligns the human resource requirements in order to meet the
objectives of the project based on the definition of the
resources required for each activity in the schedule
 People may be unsuitable in terms of skills and experience,
in this case they can be retrained or retrenched and new
people recruited
 Project Managers do not always get to specify and select all
of their people which can leave major capability gaps and
increase risk on the project
Adapted from PMBOK 4 Edition
th
BSBPMG405A Apply Human Resource Management Approaches
9.1 Develop Human Resource Plan
Subject Matter Experts –
 Assistance in planning and selecting the people for a project
can be sought from the internal HR department, the Project
Management Office and also external recruitment providers
 There may be policies and procedures that make it
necessary to involve the internal HR department in the
process
Networking  Formal and informal interaction with the organisation and
project management community
 Can be very useful at the beginning of a project in order to
understand what resources are coming available and also for
professional development of team members during the
project
Adapted from PMBOK 4 Edition
th
BSBPMG405A Apply Human Resource Management Approaches
9.1 Develop Human Resource Plan
• Outputs of this process include –
 Human Resource Plan
–
–
–
–
Roles and responsibilities
Authority levels
Competencies
Position Descriptions
 Project organisation charts
 Staffing Management Plan
–
–
–
–
–
–
–
–
Staff acquisition approaches
Resource calendars
Staff on boarding and release plan
Training needs
Performance management
Recognition and reward framework
Compliance with regulations and policies
Occupational Health and Safety
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
Human Resource or Staffing Management Plan
• The Human Resource Plan and/or Staffing Management
Plan are the critical outputs of this process, they are
often combined into the one deliverable
• Common inclusions in the Human Resource Plan –
–
–
–
–
–
–
–
–
–
–
–
–
Roles and responsibilities
Authority levels
Competencies
Position Descriptions
Staff acquisition approaches
Resource calendars
Staff on boarding and release plan
Training needs
Performance management
Recognition and reward framework
Compliance with regulations and policies
Occupational Health and Safety
BSBPMG405A Apply Human Resource Management Approaches
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
9.2 Acquire Project Team
• The process of confirming human resource availability and selecting
the team members necessary to complete the project activities
• The Project Manager may not have direct control over resource
selection due to industrial agreements, Project Sponsor preferences
and internal HR policies
• Project Managers need to negotiate and influence in order to obtain
the best team possible for the project
• Inappropriate team members will decrease the ability to meet project
objectives and success measures
• Failure to find the optimal human resources may result in replanning and change requests
Monitor
• Undertaken during Execution
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.2 Acquire Project Team
• The inputs into Acquire Project Team are –
 Project Management Plan
 Human Resource Management Plan
 Resource Calendars and Availability
 Work Breakdown Structure
 Position Descriptions
 Skills and competencies
 Enterprise Environmental Factors
– HR legislation and regulations
– Industry HR agreements
Monitor
– Labour market conditions
 Organisational Process Assets
– Internal HR policies and procedures
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.2 Acquire Project Team
• Tools and techniques to Acquire Project Team include -
Pre-assignment
Negotiation
Resource
Pools
External
Recruitment
Internal
Acquisition
Virtual
Teams
Contractors &
Consultants
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.2 Acquire Project Team
Pre-assignment –
 Occurs when project team members are selected in advance
due to specialist skills and reserved for the project
 Can create issues if there are dependencies on these staff
completing previously assigned projects before moving to the
new project
Resource Pools  Mature project management organisations will often have a
list of all project based resources that can be assigned to
projects
 These are normally centrally managed by the PMO or HR
department and keep track of availability, competencies,
costs and personal preferences
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.2 Acquire Project Team
Negotiation –
 The Project Manager may need to negotiate for specific,
critical resources with other lower priority projects or with their
functional/line manager
 May also be required as part of External Recruitment
activities and governed by organisational policies
Internal Acquisition  Project team members are obtained from within the
organisation
 Can be undertaken in an informal manner, where staff are
simply approached to assess interest
 Can require a more formal internal recruitment approach
depending on internal policies
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.2 Acquire Project Team
External Recruitment –
 Sometimes undertaken simultaneously with internal
recruitment acquisition activities
 Looking at the external market for project resources using
direct recruitment or via recruitment agencies
 Often governed by internal policies and preferred supplier
agreements
Contractors and Consultants  Can be faster than going to the broad external market
 Approach specialist providers and preferred suppliers for
contract resources
 May also require specialist consultants with niche skills for
short engagements
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.2 Acquire Project Team
Virtual Teams and Flexible Arrangements –
 There are many possibilities available for resource
acquisition and also alternative working arrangements
 Can form virtual project teams from widespread geographic
locations via electronic communication and collaboration
tools
 Specialist expertise may not always be available locally or
full time
 Considers team members who –
– Work from home
– Work part time
– Have disabilities
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
9.2 Acquire Project Team
• Outputs of this process include –
 Project staff assignments
– Project directory
– Letters confirming engagement
 Project Organisation Chart updates
 Resource Calendars
 Project Management Plan updates
 Human Resource Management Plan updates
 Staffing Management Plan updates
 Project Schedule updates
 Project Budget updates
 Change Requests
Adapted from PMBOK 4th Edition
BSBPMG405A Apply Human Resource Management Approaches
People Selection Techniques
Take some time to reflect on the job interviews that you
have attended and conducted.
•
Have you ever experienced inappropriate selection
techniques, such as unacceptable questions or possibly
discrimination.
Then go to the Forum on People Selection Techniques and
provide comment on the experiences that you have had
and pose alternates that would have been more ethical.
Research
Practice
BSBPMG405A Apply Human Resource Management Approaches
Comment
Next Steps
Please proceed to Human Resource Processes Part 2
in the Learning Program.
Best of Luck!
BSBPMG405A Apply Human Resource Management Approaches