Assignment 5: HR Project Management Final Team Report Due Week 10 and worth 200 points You are now ready to present to management a final report on establishing a project team and project phases neede

THE HUMAN RESOURCE PROJECT 10

Planning Considerations for the HR Project

Larry Ratliff

Strayer University

HRM 517

May 17, 2020

Professor Young

Question 1

The scope is the work that is supposed to be cover with the project development over a specific time that is supposed to be covered (Derenskaya,2018). The scope is documented in the scope statement that helps in an integral part of the project plan. The scope management entails six processes that should be managed so that the project can be run smoothly. The scope contains the following procedure: The collection of the requirements is planned on the scope management plus stakeholder input. At this point, there is the involvement of interviews, focus groups, and surveys to help understand the requirements that will help cover the scope of the project.

The human resource project scope statement will be defined as the requirements for covering the project. The scope is then documented in the required documentation that includes the scope management plan; all this will help have a quantitative scope for the project (Jainendrakumar,2015). Then I will create the work breakdown structure for the scope of my project that has already defined the requirements for the human resource project's completion. I will validate the scope and have clear deliverables of my project that my project team will have to achieve for the project to meet its scope. As the project manager, I will control the scope and the project at large since I will have to write a report on the performance of the deliverables of the plan (Collins, Parrish & Gibson Jr,2017). I will have to see the gaps that are needed within the project.

Scheduling, as used in project management, is a list of events, milestones, plus deliverables in the project, and they have to be met within a specific time frame (Kerzner,2017). To have effective project scheduling, there must be proper time management for all activities that have been stipulated with the scope statement. When a schedule is being drafted, there must be planned schedule management that will help have the program managed, and the project manager does this. The definition of project activities is essential so that the project team would have a full understanding of actions that should take place in the development of the project. After understanding schedule activities, the team will be having a sequence of activities and the procedure on how they should be done to fulfill the project deliverables (Schwindt & Zimmermann,2015). Estimation of resources will help know how time will be scheduled and other resources for the project. Understanding the funds that should be put into action will make it easier to estimate the time that they will take to cover all areas of the project. Then the schedule will be developed to cover the process of the project.

There are three types of schedules: mater project schedule, milestone plus detailed project schedule, where that has a list of tasks against the timeline of the project calendar. Milestone's program mainly tracks milestones plus major deliverables plus not all jobs are should complete the project. Detailed schedule tracks every project activity, and it's suitable for the large and lengthy projects so that mistakes can be avoided.

Through my project team, I would like them to understand the scope of the project that we are handling based on human resources so that we can have all deliverables as the schedule. The team will have to cover all activities that will help have all objectives covered for the project.

Question 2

Employees should be able to work as a team; this will help have a better working environment that will make the project achieve the objectives. Teamwork will promote the sharing of ideas and have more skills that are incorporated together to enhance project deliverables. The partnership will help integrate the project to have a global view of how the team will develop aspects of the project.

The resources should be affordable so that they cannot take a lot of capital on resourcing; this will help have a proper expenditure (Brière, Proulx, Flores, et al.,2015). The money that is supposed to be spent should not be more than the budget that is scheduled and planned for the project. The resourcing process should have the best guide on covering the project processes without passing the upper limits of the budget.

The team should be starters so that they cannot be passed with the schedule of the project. The team should not wait to be given instructions from the project manager on what they should do, and they have a work breakdown structure, which will guide them on what they are supposed to do. Through the behavior, it will help the project to end reasonably.

There should be some skill and experience to the project team members; this will help have the work covered in time. Full of skills and expertise promotes competence that will help handle emerging issues that will be solved among the team members without involving the project manager since they will be making the right decision that a project manager would have made (Chen, Jin, Xia, et al., 2017). Through this, the project manager will be assured of quality work through project development.

Question 3

I have determined the budget of the project based on the work breakdown structure of the project. Through the WBS, I used the project deliverables and their components to make adjustments on the costs that would be needed. After knowing the deliverables, I estimated the costs per work package of the project. I used the review of historical data and lessons learned for the project that I had managed earlier. This gave me a rough estimate of the cost that will be spent.

The cost aggregate of every deliverable is based on the weight and time that it will take. A task that will take about two weeks is aggregated at $ 3bn, and the framework has a gap of 5% difference on the aggregation on the costs. The cash flows will come from the sponsor, who will be ensuring all the supervisors are covered on their pay. The capital will also come from activities, such as selling the materials that will remain for the project. Finally, the inflows will come from stakeholders of the project who will finance the project.

Question 4

The project manager can use various risk identification tools and techniques, which will help him know some of the risks that will happen during the project development (Qazi, Quigley, Dickson, et al., 2016). Tools such as data analysis will help the project manager to know the root cause of the problem and have solutions that will help him cover the gap. Similarly, data gathering will help the project manager to brainstorm possible risks that will arise during the project's development and operation.

The project manager will have to look beyond the apparent risks that happen through project development. This will help the project manager have a variety of options that he would think to happen shortly during the project. Looking beyond the obvious will help the project manager to have potential risks, which will help him be ready to curb them on their occurrence. Through thinking beyond the norm, the project manager will have to carry the performance of quantitative risk analysis; this will help the manager to have a deeper level of risk awareness and have ready strategies for controlling such occurrences.

The project manager will have to engage the right stakeholder that will help identify project risks that are likely to happen (Ramazani & Jergeas,2015). Having the right person who understands the project will help the manager to single out an example of risks that are likely to happen shortly. Similarly, stakeholder analysis will help have the data that the project manager would have found hard to oversee. Through this, it will help have the cover of the project and ensure all the risks are covered.

Reference

Brière, S., Proulx, D., Flores, O. N., & Laporte, M. (2015). Competencies of project managers in international NGOs: Perceptions of practitioners. International Journal of Project Management, 33(1), 116-125.Retrieved from: https://www.sciencedirect.com/science/article/abs/pii/S0263786314000751

Chen, Q., Jin, Z., Xia, B., Wu, P., & Skitmore, M. (2016). Time and cost performance of design-build projects. Journal of Construction Engineering and Management, 142(2), 04015074.Retrieved from: https://onlinelibrary.wiley.com/doi/abs/10.1111/risa.12310

Collins, W., Parrish, K., & Gibson Jr, G. E. (2017). Development of a project scope definition and assessment tool for small industrial construction projects. Journal of Management in Engineering, 33(4), 04017015.Retrieved from:

Derenskaya, Y. (2018). Project scope management process. Baltic Journal of Economic Studies, 4(1), 118-125.Retrieved from: http://baltijapublishing.lv/index.php/issue/article/view/340

Jainendrakumar, T. D. (2015). Project Scope Management in PMBOK made easy. PM World Journal, 4(4), 1-10.Retrieved from: https://pmworldlibrary.net/wp-content/uploads/2015/04/pmwj33-Apr2015-Jainendrakumar-scope-management-made-easy-advisory.pdf

Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons. Retrieved from: https://books.google.co.ke/books?hl=en&lr=&id=xlASDgAAQBAJ&oi=fnd&pg=PR19&dq=scheduling+as+used+in+project+management&ots=Xb8q-NQYyW&sig=TwlCO0gtEf9LdApTZ-d7-y9p3wg&redir_esc=y

Qazi, A., Quigley, J., Dickson, A., & Kirytopoulos, K. (2016). Project Complexity and Risk Management (ProCRiM): Towards modeling, project complexity is driven risk paths in construction projects. International journal of project management, 34(7), 1183-1198.Retrieved from: https://www.sciencedirect.com/science/article/abs/pii/S0263786316300254

Ramazani, J., & Jergeas, G. (2015). Project managers and the journey from good to high: The benefits of investment in project management training and education. International Journal of Project Management, 33(1), 41-52.Retrieved from: https://www.sciencedirect.com/science/article/abs/pii/S0263786314000520

Schwindt, C., & Zimmermann, J. (Eds.). (2015). Handbook on project management and scheduling vol. 2. Springer International Publishing. Retrieved from: https://link.springer.com/book/10.1007%2F978-3-319-05915-0