21720 Human Resource Management
21720 Human Resource Management
Scenario: The LEVEL 3 Project
UTS is launching a project to expand college’s premises. The extension will take place on level 3 of the Manning Building. The main project output is to build 5 new classrooms for VET courses delivery. Part of the project is to launch a new Advanced Diploma in ERP. Trainers and Marketing campaign are required.
Read the following document, answer all the questions therein and complete all templates provided.
- Identifyfour human resource management (HRM) methods, techniques or tools. Provide an example of each of the methods, techniques or tools you have identified, and briefly summarise (max. 150 words per item) how and why these could be used.
- Write a high level project scopeand use the project scope requirements to create a project organisational structure. Select one deliverable to create a WBS structure (minimum 5 sub-tasks) and to each task assign 2 required skills. From the WBS of this deliverable create a timeline (Gantt Chart).
- Identify, explainand give an example for a strategy that could be used to manage project human resources in each of the following situations:
- Determining resource requirements
- Assigning responsibilities
- Addressing a skills gap through learning and development
- Overcoming shortfalls in performance
- Motivating the team
- Conflict resolution.
- Choose a job role related to the LEVEL 3 project.
Create a Job posting for the selected job (copy and paste from seek will not be accepted).
- Describe the position
- Provide information about the company
- Provide minimum requirements
- Soft skills requirements
- Describe candidate duties and responsibilities
- Posting end
- Salary range (please conduct a market research)
- What is a Root Cause Analysis? In either text or graphic form, undertakea Root Cause Analysis for one problem could affect the project. Examples are: the right trainers are not available, the permit has been not granted,
- Identify and commentabout three factors that should be considered when measuring individuals’ performance against agreed criteria.
- Approximately halfway through completion of the project, choose one individual in the project and simulate a performance review.
- Create a template document you can use during the review
- Record complaints from the other stakeholders appropriately
- Collect feedback
- Assess and record any potential conflicts
- Identify any further training and development
- Produce a written document for the individual reference detailing performance and further required development.
- Identify and explain two techniques for managing and improving individuals’ performance
- Explain why it is important to disband a project team and conduct a Post Implementation Performance Review.
- Once the work break down project is completed, create a report outlining the following:
- Identify any influences that affected team morale during the project.
- Identify any conflicts that occurred. Outline the cause and remedial action you took.
- Identify any motivation and encouraging methods you used throughout the project.
- Did you have the required human resources? If not, identify where you would require more for future projects of a similar nature.
Identify any alterations could apply to the allocation of human resources to each task in the future
- Explain the difference between inter-project and intra-project resource conflict. Provide 3 examples of inter and intra project resource conflict and explain when these conflicts may occur (try to refer to the LEVEL 3 Project).
Give two examples of how you can identify low morale in a project team. You can monitor morale by walking around the work environment. Explain how this is effective.
Four Human Resource Management (HRM) Methods
Bring Your Own Devices (BYOD) Technique The technique allows the employees to bring their own devices and gadgets at the workplace to carry out the professional tasks and activities. The technique makes sure that the employees are provided with enhanced flexibility and the option of remote working. It may help the organizations to improve the work-life balance of the resources and can be used to increase the productivity of the resources as an outcome (Davies, 2012).
It is a method for human resource management and development as it leads to the enhancement of the skill-set of the employees. The organization may use this method to train their employees on various different tools and skills. The internal employees can then be distributed in different projects for resource optimization, utilization, and cost-effectiveness.
It is a technique that may be used for HRM and forecasting. The technique can be used for enhanced communication among the resources to increase resource interaction and team collaboration. The responses received for the questionnaires can then be used analyse the required skills, performance, or requirements.
There are cloud-based tools that can be used for building trainings and sessions. The automated learning management systems can be used to enhance the skill sets of the resources. The cloud-based systems can be effectively utilised for storage and handling of the information associated with resource training and management.
High Level Project Scope & Project Scope Requirements
The project scope includes the planning and analysis activities that will cover project planning, project estimations, and requirements analysis. The scope will include procurement of the tools and equipment required for the construction of five classrooms on the level 3 of the manning building. The construction of the classrooms is covered in the project scope. The development of the course content for Advanced Diploma in ERP along with registration and marketing of the course will be included in the scope (Javernick Will, La Ratta and Corvello, 2017). The selection, finalization, and confirmation of the trainers, marketing & advertising activities along with control activities will be covered in the project scope.
In order to cover the scope items, it will be necessary to have the construction material, site requirements, software & hardware, networking peripherals, and communication framework.
Project Organizational Structure
Work Breakdown Structure (WBS)
|The Level 3 Project||242 days||Tue 12-02-19||Wed 15-01-20|
|Planning & Analysis||29 days||Tue 12-02-19||Fri 22-03-19|
|Kick-start & Project Initiation||2 days||Tue 12-02-19||Wed 13-02-19|
|Data Gathering & Analysis||7 days||Thu 14-02-19||Fri 22-02-19||3|
|Identification of the Requirements||7 days||Mon 25-02-19||Tue 05-03-19||4|
|Project Scope Definition||7 days||Wed 06-03-19||Thu 14-03-19||5|
|Project Estimations||3 days||Fri 15-03-19||Tue 19-03-19||6|
|Procurement Management & Contracting||3 days||Wed 20-03-19||Fri 22-03-19||7|
|Milestone 1: Project Plan, Project Procurement||0 days||Fri 22-03-19||Fri 22-03-19||8|
|Construction of the Classrooms||148 days||Mon 25-03-19||Wed 16-10-19|
|Site Preparation||10 days||Mon 25-03-19||Fri 05-04-19||9|
|Legal Formalities||7 days||Mon 08-04-19||Tue 16-04-19||11|
|Environmental Checks & Preparation||10 days||Wed 17-04-19||Tue 30-04-19||12|
|WHS Requirements & Inclusion||10 days||Wed 01-05-19||Tue 14-05-19||13|
|Foundation Activities||10 days||Wed 15-05-19||Tue 28-05-19||14|
|Cleaning||15 days||Wed 29-05-19||Tue 18-06-19||15|
|Construction of the Classrooms||45 days||Wed 19-06-19||Tue 20-08-19||16|
|Electrical Fixtures||7 days||Wed 21-08-19||Thu 29-08-19||17|
|Painting||15 days||Fri 30-08-19||Thu 19-09-19||18|
|Interiors||12 days||Fri 20-09-19||Mon 07-10-19||19|
|Finishing||7 days||Tue 08-10-19||Wed 16-10-19||20|
|Milestone 2: Construction of the Classrooms||0 days||Wed 16-10-19||Wed 16-10-19||21|
|Course Development & Marketing||50 days||Thu 17-10-19||Wed 25-12-19|
|Development of Course Content||20 days||Thu 17-10-19||Wed 13-11-19||22|
|Selection of Trainers||10 days||Thu 14-11-19||Wed 27-11-19||24|
|Marketing & Advertising||10 days||Thu 28-11-19||Wed 11-12-19||25|
|Registration of the Students||10 days||Thu 12-12-19||Wed 25-12-19||26|
|Milestone 3: Course Content||0 days||Wed 25-12-19||Wed 25-12-19||27|
|Control & Closure||15 days||Thu 26-12-19||Wed 15-01-20|
|Review & Monitoring||7 days||Thu 26-12-19||Fri 03-01-20||28|
|Feedback & Performance Measurement||5 days||Mon 06-01-20||Fri 10-01-20||30|
|Documentation & Closure Report||3 days||Mon 13-01-20||Wed 15-01-20||31|
|Milestone 4: Closure Report||0 days||Wed 15-01-20||Wed 15-01-20||32|
Strategy To Manage Human Resources
There may be various strategies that may be followed to handle and manage the human resources in a project across different project situations and scenarios. The table below describes some of these situations and the strategies that may be applied to handle the same.
|Situation||Strategy to Manage Human Resources|
|Determining resource requirements||Skills identification and analysis of the business case|
|Assigning responsibilities||Mapping of the skills with the resources|
|Addressing a skills gap through learning and development||Automated learning management systems, development of training plans and sessions|
|Overcoming shortfalls in performance||Performance review, development, and measurement (Stone-Romero, 2008)|
|Motivating the team||Discussions with the resources, resource rewards & benefits|
|Conflict resolution||Collaboration technique for problem-solving and resolution of conflicts among the resources|
Position DescriptionChief Architect is the position that will be one of the most significant resources for the project. The resource will be the primary entity responsible for the construction of the five classrooms and will be provided with a team to carry out the job. 21720 Human Resource Management
Company InformationUTS is an education institute that is going to expand the college’s premises. The college is going to expand the premises and is ready to construct five classrooms for VET course delivery.
- Post-graduate degree in architecture with a minimum of 80% aggregate
- At least 8 years of relevant experience in the same/similar field
- Communication and negotiation skills
- Creative analysis skills
- Creative thinking skills
- Leadership and managerial skills
- Collaboration skills
Candidate Duties and Responsibilities
- Development of detailed design and drawings
- Discussion and negotiation with the clients
- Coordinating with the contractors
- Site preparation and site visits
- Development of the 3D models
- Communication with the stakeholders
Permanent association with the organization for the construction of the classrooms and further projects
USD 100,000 to USD 120,000
Root Cause Analysis
Root Cause Analysis is the systematic process to find out the root cause of a specific problem or risk associated with the project. The possible factors and causes behind the problem are identified in the analysis procedure.
The root cause analysis for inability to find the trainers is done below.
- Problem Definition: Inability to find the trainers for the course.
- Data Collection: Use of interviews and domain analysis techniques for collecting the data sets
- Possible Causal Factors: Budget constraints, inadequate definition of the requirements, communication issues, contractual errors (Miller, 2004)
- Root causes: Organizational policies, project constraints
- Recommended Solutions: Effective planning and analysis, detailed communication plan
Factors In Performance Measurement
The three factors that shall be considered while measuring the individual’s performance against specific criteria are listed and explained below.
- Project Requirements & Specifications: The project scenarios, requirements, and specifications shall be considered while assessing employee performance. The performance may vary from one project to the other on the basis of the project demands.
- Project Environment: It is the responsibility of an organization to provide the resources with the environment to carry out project tasks. The availability of the environment shall be considered during performance measurement.
- Availability of the resources: The human resources need several non-human resources and facilities to perform project tasks. The availability and accessibility to such resources must also be considered (Berman, 2002).
|Resource Role||Technical Associate|
|Complaints from Stakeholders||One Complaint Received
External stakeholder pointed that the resource does not remain available for communication and meetings
|Feedback from the Manager||Good. Rated 4 on a scale of 5|
|Feedback from peers||Good. Rated 4.3 on a scale of 5|
|Potential conflicts||Conflict during selection of the technical tools to be used in the project|
|Further training & development||Technical training to the resource on the use of Big Data tools and Business Intelligence concepts in the project|
Techniques For Managing & Improving Individual’s Performance
Resource Trainings 21720 Human Resource ManagementIt is required that the individuals are provided with the trainings and development sessions on a regular basis. The assessment of the resources in terms of the training and learning gaps shall be done and the specific areas shall be identified for providing the resources with the training. The training plan and schedule shall be in accordance for the specific requirements of the resources. This will lead to the overall professional development of the employee (Armstrong and Landers, 2018).
The management shall also carry out one-on-one discussion with the employees to understand the employee concerns, woes, and ideas. The employees feel connected with the project and the organization through such practices and it also leads to the enhancement of their productivity and efficiency levels.
Disband Project Team & Post-Implementation Performance Review
It is necessary to disband a project team to allow the resources to interact with the members in other teams and projects. The employee skills and performance improve through such processes and the project billing cycle also gets streamlined through such an activity.
The post implementation performance review for the project is done below.
|Project||The Level 3 Project|
|Complaints from Stakeholders||One Complaint Received
External stakeholder pointed that the resources were not available for communication and meetings
|Feedback from the Manager||Good. Rated 4 on a scale of 5|
|Feedback from client||Good. Rated 4.3 on a scale of 5|
|Potential conflicts||Conflict during selection of the project approach and methodology|
|Further training & development||Training and development of the resources in the areas as creative thinking, analytics, and communication|
Factors that Influenced Team Morale
- Management and leadership styles and techniques followed by the Project Manager and team leaders
- Project conflicts
- Stakeholder support and cooperation
- Project risks and issues
Conflicts – Cause & Remedial ActionThere were a few conflicts that emerged in the project in the areas as selection of project methodology and technical tools.
There were planning and analysis issues in the initiation phase that led to such issues. They were resolved by using discussion and collaboration techniques.
Motivation & Encouraging Methods
The use of one-on-one discussions with the resources and the enhanced team collaboration & cohesion led to the improvement of resource productivity. The monetary and non-monetary rewards also motivated the resources to perform better.
Need For Human Resources
The resources needed for the project were available as there was use of skill mapping and automated tools for resource identification and allocation that was carried out.
Inter-Project & Intra-Project Conflicts
Inter-project conflicts are the ones that appear in a project between two groups while intra-project conflicts are the ones that occur among the same group. 21720 Human Resource Management
The three examples of intra-project conflicts in the construction team of the project include inability to select the construction approach, difficult in making the decisions regarding selection of a specific tool, and issues in schedule determination for carrying out the construction activities (Nan, 2011).
Some of the conflicts that may come up as intra-project conflicts include inability to develop a common communication schedule, problems in selection of a specific project methodology, and issues in risk assessment for the project. 21720 Human Resource Management
Identification Of Low Morale In A Project Team
The review of the individual employee performance during the project is a process that can be followed for identifying low morale in a project team. The low productivity and efficiency levels are the indicators of the low morale in a project team.
Another method that can be used to identify the low morale in a project team is the assessment of conflict rate in the project. The higher conflicts in the project have a direct influence on the morale of the project team which may come down drastically and vice versa. The lower conflict rate is considered as a sign of positive and healthy work environment and work culture in the project.
These two methods may be followed to understand the low morale in the project team.
Armstrong, M. and Landers, R. (2018). Gamification of employee training and development. International Journal of Training and Development, 22(2), pp.162-169.
Berman, E. (2002). How Useful Is Performance Measurement. Public Performance & Management Review, 25(4), pp.348-351.
Davies, G. (2012). More BYOD ideas. SecEd, 2012(9).
Javernick Will, A., La Ratta, A. and Corvello, V. (2017). Routine project scope management in small construction enterprises. International Journal of Project Organisation and Management, 9(1), p.18.
Miller, J. (2004). Root Cause Analysis – A Mock Case Study. Radiographer, 51(1), pp.19-22.
Nan, S. (2011). Consciousness in culture-based conflict and conflict resolution. Conflict Resolution Quarterly, 28(3), pp.239-262.
Stone-Romero, E. (2008). Strategies for improving the validity and utility of research in human resource management and allied disciplines. Human Resource Management Review, 18(4), pp.205-209.
21720 Human Resource Management