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Pmbok Project Management Plan Busi 415-B01

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Project Management Plan

BUSI 415-B01

Liberty University

September 26, 2016


 

Human Resource Plan

INTRODUCTION

        The Human Resource Management Plan plays a vital role in project environments. In regards to the Anchorage, Alaska Technology Upgrade Project, the first task is to develop the human resource management plan for the project.  The AMA Handbook of Project Management describes the human resource management plan as a tool used to build teamwork and team management for the sake of the project (Dinsmore & Cabanis, 2014). For the sake of brevity and clarity, the project will be addressed as the AATU Project (Anchorage, Alaska Technology Upgrade Project). The AATU is a project that will serve the community of Anchorage with technological upgrades; Anchorage wishes to hand off 24-hour phone support to a vendor based in India. The human resource management plan for the AATU Project will assist in the resource activity’s management throughout the project until closure. The plan includes a detailed explanation of the following:

  • Roles and responsibilities
  • Project organization charts
  • Staffing management plan:
  1. The acquisition of staff
  2. The training needed for team members
  3. Recognition and rewards system

The purpose of the human resource management plan is for the AATU Project to allocate and use its resources effectively to achieve success. Roles, responsibilities, resource/skills sets, and performances will be clearly defined and established.

ROLES AND RESPONSILITIES

        The roles and responsibilities of team AAUT Project team members and staff will be clearly defined. The following will be listed: role, authority, responsibility, and competency. Harold R. Kerzner emphasizes the importance for the project manager to define roles, especially in the project environment because the project staff and team work with a task-oriented focus (Kerzner, 2013). The AAUT Project staff and members are the following professionals:

  • The Project Manager: Amira Faraj is the project manager responsible for the overall success of the Alaska Anchorage Upgrade Technology Project. She graduated Liberty University with a Bachelor’s in Business Management and Project Management. Being an active member in her community, she has developed four projects to improve poverty, climate change, and political differences. Having been involved in different projects makes her competent to participate in the AAUT Project. . She recently moved to Anchorage, Alaska from Honduras to develop the requested project. She is responsible for the authorization, approval, variances, and reports of the project plan and project team. Amira Faraj, along with the project team, will present the final project to the Mayor of Anchorage, Alaska.
  • The Project Sponsor: Mayor Dan Sullivan has been bestowed full authority to decide upon changes and improvements for  the Anchorage community. Mayor Sullivan graduated from Harvard University and Georgetown University. He has vast experience in the following fields:  the military field, the legal field, and the political field. With an intention to improve quality lifestyle and advancement technology, Mayor Sullivan plays the important role of sponsorship and the important role of core authority in the community. He will be responsible for the sponsorship AAUTP throughout the project until closure. He is financially competenet to develop the project.  
  • The Technology Director: Mitch Stevens, a knowledgeable introvert who enjoys hunting, is responsible for the technology center. A local from Anchorage, Alaska, Stevens has served as the technology director for the Anchorage Technology Center for 30 years. Mitch Stevens graduated Bentley University with a major in Computer Science with a focus on Aritificial Intelligence. He pursued a masters degree in Computer Science: Community Deevelopment. He possesses vast knowledge in the Anchorage Technology Center’s needs, history, and systems. Mitch has full authority on the Technology Center. He is responsible for guiding the technicians that will be a part of the project staff. Stevens is also responsible for explaining and guiding the project team in the technology environment.
  • The Technicians Team: There are four technicians that have been assigned by Mitch Stevens. The first technician is Brad, who is new to the team. The second technician is Katie, who is a 5-year veteran with a 5 months-old pregnancy. The third and fourth technicians are two local college students, Bob and Mick. Brad and Katie are two experienced technicians. Bob and Mick possess college-level knowledge, and their enthusiasm to put that knowledge into practice will serve the project team.
  • The Procurement Team: since it supports the entire state of Alaska, the team stays busy. Located in Juno, the city which is in the middle technology center upgrade, the team’s location enables it to have enough hardware to cover Anchorage. The team is responsible for ordering all hardware to be built by Dell. The team is also responsible for using COTS as the software, and 1 application that will connect all units in the building which have not yet been developed.
  • The Project Manager Development and Testing Teams: Kuman Kamar, located in Alaska with the project team, is responsible to lead the Development and Testing teams. He is also responsible to lead the support team to be trained.

PROJECT ORGANIZATIONAL CHARTS

        The RACI Chart will display the project team memebers and their reporting relationships. ProjectSmart describes the RACI chart as, “a matrix of all the activities or decision making authorities undertaken in an organisatin set against all the people or roles” (ProjectSmart, 2015). Four categories are included in a RACI chart:

  1. Responsible
  2. Accountable
  3. Consulted
  4. Informed

 

Project

Manager

Project Sponsor

Technology Director

Technician Team

Procurement Team

Project Manager DTT

Staff Gathering

A

I

 

 

I

I

Contracts

R

I

I

I

I

I

Hardware Orders

A

I

R

A

R

Software Orders

A

I

R

A

R

Team Training

A

 

A

A

I

R

Resource Management

A

C

I

R

Cost Management

A

R

I

A

Sponsorship

A

R

Technology Development

A

I

R

A

A

STAFF MANAGEMENT

  In order to determine how and how long will staff members be acquired and needed, a staffing management plan is created. The PMBOK states that, “the staffing management plan is continually updated during the project to direct ongoing team memeber acquisition and development actions” (PMBOK, 2015). Therefore, the staffing management plans for the AK Project will contain an informal air.

  • The Acquisition of Staff: The Alaska Project will use the staff mentioned before only. Unless extreme conditions are presented, no additional staff will be needed. In the case of needing additional staff, the project manager is responsible to allocate the additional resources and allocate them where necessary.
  • The Training Needed for Team Members: PMBOK suggests that training is to take place in the instance of any member not having all the competencies (2015). Because Bob and Mick are still acquiring knowledge, a training plan will be developed by their directo Mitch Stevens.
  • Recognition and rewards systems: 
  1. Hosted by Mayor Sullivan, upon completion of the Alaska Project, the team will celebrate with a fancy dinner.
  2. Team members and staff who completed his or her tasks effectively will receive a recognition certificate.
  3. The local Baptist Pastor will bless the technological advances with a prayer. After the prayer, the project manager and the project team will cut the ribbon of the new technology center.

BIBLICAL INTEGRATION

  King Solomon had the honor of building the First Temple in Jerusalem. 1 Kings 6 details the stages that happened during the construction. King Solomon was the project manager blessed by God to build the first temple. Verse 1 says that the construction project began in the month of Ziv, the second month of the year. Verses 2-14 detail the construction. Solomon spent seven years building the Temple. The rest of the passage describes every step that Solomon took in building the Temple. However, before the construction began, God had already chosen Solomon to build His house instead of David. 1 Chronicles 28:3-5 a small narrative that explains that God did not choose David to build His house because David was a “warrior who had shed blood”; however, verse 5 shows that God was pleased with Solomon constructing it. When it comes to project managers, it is important for the project manager to recognize when a project will be in better hands; it is important to acknowledge limitations and capacities. On the other hand, as Christian project managers, it is important to be ready for any plans that the Lord has for us.

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