Human Resource Plan Output

June 1, 2010
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Human resources plan needs to have some elements in common. Some organizational norms may dictate that other factors be included too, but then that is often very subjective. The out put of the planning process typically includes that are the human resources plan, project organization charts and staffing management plan.

The human resources plan is part of the overall project plan of course. This defines how project human resources roles are to be created, these needs fulfilled, managed and released as the project draws to a close. For this purpose the plan needs to include, at a minimum, several components that help define the roles & responsibilities and required skills. These components include role, authority, responsibility and competency aspects of the positions. The roles & responsibility document includes these sections that define the details.
Roles & Responsibilities: Roles section describes parts of the project for which a person is responsible. Typical such descriptions, for example, could be module lead, integration and release manager, electrical engineer and so on. Do remember that some roles may get defined in other parts of the project management plan. The management leader team, risk owners or QA manager etc. Authority associated with the role, clear demarcation with other roles in the project and above all responsibilities of the role holder need to be very clearly articulated in the documented.
Authority definitions need to include the right of the person to bring project resources to use, decision making and the approval rights. Since responsibilities are only meaningful when matched with authority associated with the role, team members would be able to work most efficiently when these two match. The authority associated with a role would be the freedom to decide how to execute an activity, what to do when theres variance in the performance of an outcome or what constitutes the acceptance of an activity.
Responsibility descriptions must very clearly define what is expected to be completed by the project role position. Clearer the definition of expectations, it is likely to be more efficient for a role position to execute and achieve those expectations. It is always more effective when expectations are stated up front rather than after the fact when the person as not measured up.
Competency descriptions must define skills and capacity to complete project activities. Not being able to define the skills and capacities required for project activities pose clear risks to the project. On the other hand if members acquired for the project team do not have the required competencies then too there is clear and present danger to the project. If gap analysis reveals any such differences then proactive actions are required to close the differences. You may need to plan trainings to upgrade skills. Specific recruitment may cover some of the gap. In the worst case, if the gap cannot be covered easily then one needs to make adjustments to schedule and scope may become necessary.
Project Organization Charts: It is a top down graphical way of depicting the various positions of not only the leaders but also the tem members and how they are related in the overall scheme of things. There is a wide latitude of choices of how to depict these charts. These can be informal or formal and can include the amount of details required by organizational conventions or the scale of the project. Larger projects will need stricter definitions and greater amount of details. While a small in house project can have a very informal chart depicting the whole structure.
Staffing Management Plan: This component of the plan how and when to fulfill the human resources requirements is met. Formal or informal, detailed or highly detailed are all determined by the needs of the project. As the project progresses this may need updates as the requirements for training come up or even the need for a new role is identified. The components of this plan include in its turn the following items. Staff acquisition, resource calendars, staff release plan, training needs, rewards and recognitions and compliance & safety requirements are the components that need to be included in the plan.
Staff acquisition should cover situations where staff may be acquired internally or from external sources or may be obtained from a contractor. Do you have a local organization structure or may be a virtual or even a virtual and very distributed team. Costs associated, what internal expertise in personnel can be used etc. are all come under its ambit.
A resources calendar illustrates when each type of resource is applied and over what time frames. The bars represent the number of hours an individual or a group of resources are needed over the project execution time. If one draws a horizontal line indicating the maximum hours a resource can work you would be able to identify which kind of resource needs to be brought down to realistic levels by acquiring more resources of that type. Staff release plan plans the time plan when each type of resource can be released from the project. These can easily be helpful when there are other projects coming up and plan the acquisition of staff in those projects.
Training needs and rewards & recognitions plans are associated with on-going management of teams. Rewards and recognitions plans are an essential part of the on-going appraisals program. Compliance and safety requirements are something that regulation in the area your organizations operates in can impose on the project.

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One Response to Human Resource Plan Output

  1. rent buenos aires on June 6, 2010 at 5:42 pm

    Gran articulo, puedo linkearlo desde mi website ?

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