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HumanResourcePlanTemplate

HumanResourcePlan
Thekeycomponentofallprojectsisthehumanresourcesontheproject.Besuretoplanproperlyforhumanresourcestoensuresuccess.The
HumanResourcePlanisatoolwhichaidsinthemanagementofallprojects.Attheveryleastitdefinesthingssuchasrolesandresponsibilities,
organizationalcharts,howresourceswillbeacquired,timewheneachresourcewillbeneededandanyspecializedtrainingrequirements.
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HumanResourcePlanTemplate

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HUMANRESOURCEPLANTEMPLATE
Introduction
ThissectionoftheHumanResourcePlanexplainsthepurposeandimportanceofhavingahuman
resourcesmanagementplan.Itshouldprovideageneraldescriptionofwhattheplanincludesand
explainhowtheprojectmanagerandprojectteamcanusetheplantohelpthemmanagetheproject
effectively.
HumanresourcesmanagementisanimportantpartoftheSoftwareUpgradeProject.Thehuman
resourcesmanagementplanisatoolwhichwillaidinthemanagementofthisprojectshuman
resourceactivitiesthroughouttheprojectuntilclosure.Thehumanresourcesmanagementplan
includes:
RolesandResponsibilitiesofTeamMembersThroughouttheProject
ProjectOrganizationCharts
StaffingManagementPlantoInclude:
Howresourceswillbeacquired
Timelineforresources/skillsets
Trainingrequiredtodevelopskills
Howperformancereviewswillbeconducted
Recognitionandrewardssystem
Thepurposeofthehumanresourcesmanagementplanistoachieveprojectsuccessbyensuringthe
appropriatehumanresourcesareacquiredwiththenecessaryskills,resourcesaretrainedifanygaps
inskillsareidentified,teambuildingstrategiesareclearlydefines,andteamactivitiesareeffectively
managed.

RolesandResponsibilities
Rolesandresponsibilitiesofteammembersandstakeholdersmustbeclearlydefinedinanyproject.
Dependingontheorganizationalstructure,projectteammembersmayrepresentmanydifferent
groups/departmentsandactintheinterestofdifferentfunctionalmanagers.Additionally,team
membersmayhavevaryingdegreesofauthorityandresponsibility.Whenlistingrolesand
responsibilitiesthefollowingshouldbeincluded:
Roledescriptionoftheportionoftheprojectforwhichthememberisaccountable
Authoritythelevelatwhichthemembermaymakedecisions,applyprojectresources,or
makeapprovals
Responsibilitytheworkateammembermustperformtocompleteassignedworkactivities
Competencytheskill(s)requiredtocompleteassignedprojectactivities

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TherolesandresponsibilitiesfortheSoftwareUpgradeProjectareessentialtoprojectsuccess.All
teammembersmustclearlyunderstandtheirrolesandresponsibilitiesinordertosuccessfully
performtheirportionoftheproject.FortheSoftwareUpgradeProjectthefollowingprojectteam
rolesandresponsibilitieshavebeenestablished:
ProjectManager(PM),(1position):responsiblefortheoverallsuccessoftheSoftwareUpgrade
Project.ThePMmustauthorizeandapproveallprojectexpenditures.ThePMisalsoresponsiblefor
approvingthatworkactivitiesmeetestablishedacceptabilitycriteriaandfallwithinacceptable
variances.ThePMwillberesponsibleforreportingprojectstatusinaccordancewiththe
communicationsmanagementplan.ThePMwillevaluatetheperformanceofallprojectteam
membersandcommunicatetheirperformancetofunctionalmanagers.ThePMisalsoresponsiblefor
acquiringhumanresourcesfortheprojectthroughcoordinationwithfunctionalmanagers.ThePM
mustpossessthefollowingskills:leadership/management,budgeting,scheduling,andeffective
communication.
DesignEngineer(DE),(2positions):responsibleforgatheringcodingrequirementsforthe
SoftwareUpgradeProject.TheDEsareresponsibleforallupgradedesign,coding,andtestingofthe
upgradedsoftware.TheDEswillassisttheimplementationleadinthedistributionandmonitoringof
thesoftwareupgradesthroughoutthenetworkinfrastructure.TheDEswillberesponsiblefortimely
statusreportingtothePMasrequiredbythecommunicationsmanagementplan.TheDEsmaynot
authorizeanyprojectexpendituresnorallocateanyresourceswithoutPMapproval.DEs
performancewillbemanagedbythePMandcommunicatedtotheDesignTechnologyGroup
Manager(DEsFunctionalManager).DEsmustbeproficientinprogramminghtml,C++,andJava
programminglanguages.
ImplementationManager(IM,)(1position):TheIMisresponsibleforthedistribution,
implementation,andmonitoringofthenewsoftwareupgrade.TheIMisresponsibleforworking
withtheDEstoensureallcodingonnewsoftwareconformswithorganizationalsecurityregulations.
TheIMisresponsibleforcoordinationoutagewindowswitheachdepartmenttofacilitatetherollout
ofthesoftwareupgradeswithminimal/nodisturbancetooperations.TheIMwillreportstatustothe
PMinaccordancewiththeprojectscommunicationsmanagementplan.TheIMsperformancewill
beevaluatedbythePMandcommunicatedtotheIMsfunctionalmanager(NetworkManager).The
IMmustbeproficientinmanagingnetworkarchitecture.
TrainingLead(TL),(1position):TheTLisresponsiblefortrainingallnetworkusersonthe
featuresprovidedbytheupgradestotheexistingsoftware.TheTLwillcoordinatetraining
times/locationswitheachdepartmentstrainingadvocate.TheTLwillprovidetrainingstatustothe
PMinaccordancewiththeprojectcommunicationsmanagementplan.
FunctionalManagers(FM),(2positions):Whilenotpartoftheprojectteam,functionalmanagers
areresponsibleforprovidingresourcesfortheprojectinaccordancewiththeprojectstaffingplan.
FunctionalmanagersareresponsibleforworkingwiththePMtodetermineskillsetsrequiredand
approvingresourceassignments.Functionalmanagersarealsoresponsibleforconducting
performanceappraisalsofassignedresourcesbased,inpart,onthePMsfeedbackregardingproject
performance.

ProjectOrganizationalCharts
InthissectiontheHumanResourcePlanprovidesagraphicdisplayoftheprojecttasksandteam
members.Thepurposeofthisistoillustratetheresponsibilitiesofteammembersastheyrelatetothe
projecttasks.Toolssuchasresponsible,accountable,consult,inform(RACI)orresponsibility
assignmentmatrix(RAM)maybeusedtoaidincommunicatingrolesandresponsibilitiesforthe

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projectteam.Additionally,organizationalorresourcebreakdownstructuresmaybeusedtoshow
howresponsibilitiesareassignedbydepartmentorbytypeofresourcerespectively.Itshouldbe
notedthatthelevelofdetailmayvarydependingonprojectcomplexity.
ThefollowingRACIchartshowstherelationshipbetweenprojecttasksandteammembers.Any
proposedchangestoprojectresponsibilitiesmustbereviewedandapprovedbytheprojectmanager.
Changeswillbeproposedinaccordancewiththeprojectschangecontrolprocess.Aschangesare
madeallprojectdocumentswillbeupdatedandredistributedaccordingly.

Project
Design
Implementation Training Functional
Manager Engineers Manager
Leads
Managers

Department
Managers

Requirements
Gathering

CodingDesign A

CodingInput

Software
Testing

Network
Preparation

Implementation A

Conduct
Training

Key:
RResponsibleforcompletingthework
AAccountableforensuringtaskcompletion/signoff
CConsultedbeforeanydecisionsaremade
IInformedofwhenanaction/decisionhasbeenmade

StaffingManagement
ThispartoftheHumanResourcePlancontainsinformationonseveralareasincluding:whenand
howhumanresourcerequirementswillbeacquired,thetimelineforwhenresourcesareneededand
maybereleased,trainingforanyresourceswithidentifiedgapsinskillsrequired,howperformance
reviewswillbeperformed,andtherewardsandrecognitionsystemtobeused.Itisimportanttonote
thatdependingonthescopeoftheprojecttheremaybeotheritemsincludedinstaffingmanagement
(governmentand/orregulatorycompliance,organizationalhealthandsafety,etc).
StaffAcquisition:
FortheSoftwareUpgradeProjecttheprojectstaffwillconsistentirelyofinternalresources.There
willbenooutsourcing/contractingperformedwithinthescopeofthisproject.TheProjectManager
willnegotiatewithfunctionalanddepartmentmanagersinordertoidentifyandassignresourcesin
accordancewiththeprojectorganizationalstructure.Allresourcesmustbeapprovedbythe
appropriatefunctional/departmentmanagerbeforetheresourcemaybeginanyprojectwork.The
projectteamwillnotbecolocatedforthisprojectandallresourceswillremainintheircurrent
workspace.

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ResourceCalendars:
TheSoftwareUpgradeProjectwilllastforfiveweeks.Allresourcesarerequiredbeforetheproject
canbegin.Theresourcehistogrambelowillustratesthatdesignengineersarerequiredtoperform40
hoursperweekperengineerforthefirstthreeweeksoftheproject.Theirrequirementsarethen
scaledbackto5hoursperengineerinthefourthweek.Afterthefourthweekthedesignengineers
willbereleasedfromtheproject.Theimplementationmanagerwillalsobereleasedfromtheproject
afterweek4.Thetrainingleadwillberequiredtoperform15hoursofworkinthefirstweekanda
full40hoursoftrainingduringweek5.

Training:
ThereiscurrentlynotrainingscheduledwithregardstotheSoftwareUpgradeProjectsincethe
organizationhasadequatestaffwithrequiredskillsets.However,iftrainingrequirementsare
identified,fundingwillbeprovidedfromtheprojectreserve.
PerformanceReviews:
Theprojectmanagerwillrevieweachteammembersassignedworkactivitiesattheonsetofthe
projectandcommunicateallexpectationsofworktobeperformed.Theprojectmanagerwillthen
evaluateeachteammemberthroughouttheprojecttoevaluatetheirperformanceandhoweffectively
theyarecompletingtheirassignedwork.Priortoreleasingprojectresources,theprojectmanagerwill
meetwiththeappropriatefunctionalmanagerandprovidefeedbackonemployeeproject
performance.Thefunctionalmanagerswillthenperformaformalperformancereviewoneachteam
member.
RecognitionandRewards:
Althoughthescopeofthisprojectdoesnotallowforampletimetoprovidecrosstrainingor
potentialformonetaryrewardsthereareseveralplannedrecognitionandrewarditemsforproject
teammembers.
UponsuccessfulcompletionoftheSoftwareUpgradeProject,apartywillbeheldtocelebrate
thesuccessofeachteammemberwiththeteammembersfamiliespresent.
Uponsuccessfulcompletionoftheproject,anyteammemberwhosatisfactorilycompletedall
assignedworkpackagesontimewillreceiveacertificateofthanksfromtheCEO.
Teammemberswhosuccessfullycompletealloftheirassignedtaskswillhavetheirphoto
takenforinclusioninthecompanynewsletter.
Thecompanywillprovidefreefamilymovieticketsforthetoptwoperformersoneach

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project.

Copyright2015
byMarkPiscopo(https://plus.google.com/+MarkPiscopo?rel=author)

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