INTRODUCTION This section 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. 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: * Role description of the portion of the project for which the member is accountable e Authority the level at which the member may make decisions, apply project resources, of make approvals * Responsibility the work a team member must perform to complete assigned work activities Competency the skill(s) required to complete assigned project activities 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. PROJECT ORGANIZATIONAL CHARTS This section 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 (RACT) 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. Hardvare Leader Software Leader Production Leader Engmeer 1 Programmer 1 Line Leader 1 Engineer 2 Programmer 2 Line Leader 2 Enganeer 3 Line Leader 3 The following RACT 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. Project Design Implementation | Training Functional Department Manager Engineers Manager Leads Managers Managers Fequirsments [ A R R c c I Gathering Codinz Desicn | A R C C I CodingInput | A R Software A R C I I Testing Network A Cc R I I Preparation Implementation | A Cc R C C C Conduct A R C C Training Key: R Responsible for complating the work A~ Accountable for ensuring task completion sin off C - Consulted before any decisions are mads IInformad of when an action decision has been made STAFFING MANAGEMENT This section 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.) Software Project Upgrade Resource Histogram 80 70 50 o Design Engineers (2 employers) Work Hours par Weak Implementation Manager (1 employes:) O Twiring Lead (1 employee) 20 0 - Week 1 Waxk 3 Week 4 Work 5 Timeline Resource AcquisitionThis assignment has two deliverables that will need to be submitted to the Dropbox. Review the Garage Apartment Project case [ The Garage Apartment Project covers building a two-car garage with an apartment/office on the second floor on your existing lot in accordance with applicable building codes. Prepare the following for the Garage Apartment Project: * Human Resource Plan Statement of work For part one, the team will create a Human Resource plan that identifies the roles and responsibilities required for the Garage Apartment case. Using the WBS created in the prior assignment, determine which roles are needed for each work package (not activity) and the associated authority, responsibilities, and competencies needed. Example roles could include an architect, carpenter, plumber, or electrician. Use the Human Resource Plan template [ to also complete an organization chart. a RACI, and a staffing management plan. For part two, the team will create a Statement of Work (SOW). Since construction projects often involve the use of several contractors, a SOW is created to define whers the work is to be performed, what work is to be performed when the work is to be performed, and under what requirements/conditions. Use the SOW template [ to define these areas for the Garage Apartment Project. Assignment Requirements Part One (Human Resource Plan): + Roles and Responsibilities Organizational Chart RAMIRACI Staffing Management Plan (including Resource Histogram) 1.3.8 Interior design will start to finish Stakeholder will coordinate with the project INTRODUCTION manager expectations. The addition of the garage apartment to the owner's land of the sponsor will allow covered 1.3.9Landscaping will start to finish. parking for two vehicles. It will also have a second story apartment fully equipped with a living 1.3.10 All permits and sign offs to be completed. area, bedroom, fully functional bathroom, storage and eating area. This project will allow the 1.4 Control client to have access from the covered porch area to the apartment by access of stairs. 1.4.1 The project manager will ensure compliance with all state and local building codes. 1.4.2 The stakeholders will be informed of any delays and noncompliance issues. The Work Breakdown Structure presented here represents all the work required to complete this 1.4.3 The vendors will communicate any unforeseen challenges or anomalies to the project. project manager. 1.4.4 Any change orders, either by the stakeholders, project manager, or vendors will be OUTLINE VIEW communicated to all invested parties 1.4.5 The project manager will constantly monitor external impacts to the project. 1. Pre-job walkdown Including but not limited to material availability, weather, change in code 1.1 Initiation requirements. 1.1.1 Project management and sponsor will meet and discuss terms at the location of the 1.5 Closeout project 1.5.1 The inspector will approve all permits finalization. 1.1.2 Project management will consider availability of labor, materials, accessibility to 1.5.2 The project manager will determine when the project is 100% complete to the property, and any other variables that could impact the schedule and cost and agreed contract. develop a project charter. 1.5.3 The stakeholder will sign off on that the project is completed to the agreed terms 1.1.3 Project management will deliver a project charter based on the findings. and is satisfied with the results. 1.1.4 Project sponsor will review and approve the charter. 1.5.4 The project manager will ensure all permits are closed and final. 1.1.5 Project Charter Signed/Approved 1.5.5 Final payment will be issued by the sponsor. 1.2 Planning 1.5.6 All warranties will begin upon completion date. 1.2.1 The Project Manager is to secure all permits. 1.2.2 The Project Manager will identify needed materials. 1.2.3 The Project Manager should call a minimum of 3 vendors for availability and HIERARCHICAL STRUCTURE pricing of materials. The project manager will oversee all aspects of the project including start to finish of 1.2.4 The Project Manager is to submit blueprints and an overall plan to all vendors each task, securement of materials, approval of permits, compliance with all federal, state, and associated with the project local laws, monitor of external impacts, stakeholder satisfaction, communications, any 1.2.5 Project Manager and customer will lock in the beginning date based on customer adjustments to schedule, any adjustments to scope, any cost savings or increases, quality of request and weather conditions. work, and the final completion of the project. 1.2.6 The Project Manager shall set up a meeting with vendors to review expectations. The stakeholder will communicate all expectations, any desired changes to the scope, any 1.2.7The Project Manager is to coordinate the mobilization of vendors per schedule. issues with quality of work, any outside factors that could delay or negatively impact the project. 1.2.8Final approval from all parties to proceed The vendors will be responsible for completion of their hired discipline to the standard 1.3 Execution dictated by building codes, to the satisfaction of project manager, to the satisfaction of 1.3.1 The customer is to post all permits. (The project manager will validate) stakeholder, they will communicate any delays promptly to the project manager, uphold quality, 1.3.2 The Project Manager will have materials delivered to the residence and communicate any issues that will impact the project 1.3.3 The Project Manager and customer will verify receipt of desired materials The sponsor will issue all funds necessary to secure materials in order to begin the 1.3.4Foundation work will start and finish. Project manager will notify the inspector for project, pay each vendor upon completion of their hired discipline, approve all change orders that inspection. could increase of decrease cost, and pay all final invoice within 30 days of final completion of 1.3.5 Framing work will start to finish. Project manager will notify the inspector for project. inspection. 1.3.6 Drying in the garage will start to finish. Including exterior wrap, roof, etc. Project manager will notify the inspector for inspection. 1.3.7 All roughing in of utilities will start to finish. This includes electrical, plumbing, etc. Project manager will notify the inspector for inspection. 2WES DICTIONARY Level |WBS Element Name Definition 3 1.3. The original user requirements 15 The WBS Dictionary contains all the details of the WBS which are necessary to successfully Code reviewed by the project manager and complete the project. Most importantly it contains a definition of each Work Package which can 1 Widget Management System All work to implement a new widget team, then validated with the be thought of as a mini scope statement. Resources on the project will look at the WBS management system. Verify & Validate User users/stakeholders. This is where dictionary to determine the scope of the Work Package they've been assigned, so it's important to 2 1.1 Initiation The work to mitiate the project Requirements additional clarification may be needed be clear when writing the definition. Most WBS dictionaries contain more information than we 3 1.1.1 Evaluation & Recommendations Working group to evaluate solution 3 1.3. The technical resources design the new show in our sample. These things usually include Level of Effort, Cost Control Numbers, sets and make recommendations. Design System widget management system. Resource Assignments, Responsibility Assignments - just to name a few. 3 1.1.2 Develop Project Charter Project Manager to develop the Project 1.3. The procurement of all hardware, Charter. software, and facility needs for the 1.1.3 Deliverable: Submit Project Project Charter is delivered to the Procure Hardware Software project Charter Project Sponsor. 3 1.3.5 Team installs a development system for 3 1.1.4 Project Sponsor Reviews Project | Project sponsor reviews the Project testing and customizations of user Charter Charter. Install Development System interfaces. 3 1.1.5 Project Charter The Project Sponsor signs the Project 3 1.3. The system is tested with a select set of Signed/Approved Charter which authorizes the Project Testing Phase users. Manager to move to the Planning 3 1.3.7 The actual system is mstalled and Process. Install Live System configured. 2 1.2 The work for the planning process for 3 1.3. All users are provided with a four Planning the project. hours training class. Additionally, 3 1.2.1 Create Preliminary Scope Project Manager creates a Preliminary managers are provided with an Statement Scope Statement additional two hours class to cover 3 1.2.2 The Project Manager determines the User Training advanced reporting Determine Project Team project team and requests the resources. 3 1.3.9 Go Live System goes live with all users. 3 1.2.3 The planning process is officially 2 14 The work involved for the control started with a project kickoff meeting Control process of the project. which includes the Project Manager, 3 1.4. Overall project management for the Project Team, and Project Sponsor Project Management project. Project Team Kickoff Meeting (optional). 3 1.4.2 Project Status Meetings Weekly team status meetings. 3 1.24 Under the direction of the Project 3 1.4.3 Risk management efforts as defined in Manager the team develops the project Risk Management the Risk Management Plan. Develop Project Plan plan 3 1.4.4 Project Manager updates the Project 3 1.2. Project Manager submits the project Update Project Management Management Plan as the project Submit Project Plan plan for approval. Plan progresses. 3 1.2.6 The project plan is approved and the 2 1.5 Closeout The work to close-out t e project. Project Manager has permission to 1.5. An audit of all hardware and software Milestone: Project Plan proceed to execute the project procured for the project, ensures that all Approval according to the project plan. procured products are accounted for 1.3 Execution Work involved to execute the project Audit Procurement and in the asse nt system. 1.3. Project Manager conducts a formal 13 1.5.2 Project Manager along with the project kick off meeting with the project team, team performs a lessons learned project stakeholders, and project meeting and documents the lessons Project Kickoff Meeting sponsor. Document Lessons Learned learned for the project. 3 1.5.3 All files and records are updated to Update Files/Records reflect the widget management system.1.5.4 The Project Sponsor formally accepts the project by signing the acceptance Gain Formal Acceptance document included in the project plan. 3 1.5.5 All project related files and documents Archive Files Documents are formally archived. GLOSSARY OF TERMS It's important that you provide a glossary of terms as some of the terms are not understood by persons without a project management background. For instance what the PMI Practice Standard for Work Breakdown Structures refers to as the WBS Code is commonly referred to as the WBS number. Level of Effort: Level of Effort (LOE) is how much work is required to complete a task. WBS Code: A unique identifier assigned to each element in a Work Breakdown Structure for the purpose of designating the elements hierarchical location within the WBS. Work Package: A Work Package is a deliverable or work component at the lowest level of its WBS branch. WBS Component: A component of a WBS which is located at any level. It can be a Work Package or a WBS Element as there's no restriction on what a WBS Component is. WBS Element: A WBS Element is a single WBS component and its associated attributes located anywhere within a WBS. A WBS Element can contain work, or it can contain other WBS Elements or Work Packages