At this point, you’ve organized your HR project team and you are familiar with the importance of leading and managing the project and team. It is now time to plan your project, which happens to be a large and critical part of project management. Project planning tends to be collaborative and integrative in that many factors, such as scope, resourcing, budgeting, and risk need to be considered.

Write a five to six (3-5) page paper in which you:

 Define and discuss scope and scheduling as they each relate to project management and provide a “Statement of Importance” to your project team so they know the relevance of each task. 

 Review the behavioral skills associated with project resourcing listed in the textbook at Section 9.1. and select any four (4) of the skills you consider more critical 

 Explain to the management team and your project team how you have determined the budget associated with project costs. How are costs aggregated? How would you explain determining cash flow for separate activities? 

 Discuss at least three (3) ways the project manager is able to identify possible project risks. 

Running head:

Organizing HR Projects

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Organizing HR Projects

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Organizing HR Projects

Strategic planning for this project will require the team to create a long-term vision for the organization to have a centralized model of delivering HR services. The five steps of strategic planning for the current project include project charter, identify and meet stakeholders, identify risks, performing qualitative risk analysis, and planning risk response. The project charter is the first step that defines the roles and duties of the project team. It also gets used to highlight the vision and goals of the project and how the group intends to achieve the goals.

The second step involves identifying and meeting the stakeholders, and these are the people who have an interest in the project, including the sponsors, project team members, employees, customers, and project managers. The current stakeholders for the project include project team members, project manager, the leadership of the organization, and employees. Identification of risks is the third step where the project manager will try and identify possible project risks and document sources of the dangers, the category of the risk, and responses. Risks may include a lack of support from the management, stakeholders having a negative attitude towards the project, and changes in management.

The fourth step will require the project team to perform a qualitative risk analysis, which is the procedure of ranking risks for additional analysis or assessing their impact on the project. Planning risk response involves initiating a plan that will mitigate the risks to the project objective. Also, this means identifying the ranked risks and allocating resources and activities to minimize the risks.

A project vision gets used to giving the project team a reason for contributing to the project. It gets used to explain the aim of the project, unite the team members, erase confusion, and act as an inspiration to the team. A vision and vision statement are isolated but linked concepts. The vision statement is more of a linguistic presentation of the vision. The vision statement for this project is “To establish a centralized model of delivering HR services that will improve service delivery.” The mission statement for the project should be “To implement a cost-effective centralized model of delivering HR services that will be able to improve employer-employee relations and best delivery of HR services.”

The project charter is a declaration of scope, objectives, and the people who will be partaking the project. The project charter defines the roles and duties of the project team and also outlines the project goals and objectives. The purpose of the project manager is also limited, and the various stakeholders involved get identified. The charter document will be used as a reference document throughout the project and should summarize points like; the goals and objectives of the project, the roles of each stakeholder in the project, and it also acts as a contract between the project sponsor, the project team and key stakeholders. The project charter document gets used as a selling point to the various stakeholders; it is a reference point throughout the entire period of the project, and stakeholders can see the return on their investment.

A statement of emphasis for the current project should cover the costs and deadlines and the process for the project. Also, it covers resources needed, which will include any facilities that will get used during the project, assignment of tasks, and the purpose of the project, which is to evaluate a centralized model of delivering HR services.

Types of Project Manager Power

Legitimate power

Legitimate power stems from the conviction that an individual has an official right to make mandates. For example, a CFO has lawful authority over an intern since they are at higher levels (Anantatmula, 2010).

Reward power

The power to repayment comes from the ability to repay someone. Besides, this can happen, for instance, if an individual has the necessary resources by a project team. Therefore (Anantatmula, 2010), in the past, a person usually had no questions to ask about money, but when “thank you” is said by the project team, the person would answer with a word, “no problem.”

Expert power

Expert power gets based on the supreme competence or expertise of an individual in a particular field of knowledge. Therefore (Anantatmula, 2010), should a person know about the areas in which he or she is an expert? If a person can’t recognize this, he or she should think about what people are most often asking for assistance. Perhaps it can aid in drafting a deal or carrying out a risk assessment.

Referent power

Referent power is concerned with addressing the likability factor of an individual. For instance, if an individual thinks it’s a waste of time to go out with his colleagues for lunch and attend company-sponsored events, he should reflect. Real power can result in the relationships and links that an individual builds with employees (Anantatmula, 2010).

Coercive power

Coercive power comes from the belief that you can punish others for complying with them. Usually, this gets connected with legitimate authority. A boss has, for example, the right to reprove an employee for not fulfilling an application.

Outcomes resulting from Managing Projects and how to resolve them

Lack of Visibility of all Projects

Visibility is a common reason why projects fail. The right level of information needs to get accessed in time for all the three phases of the project team (Anantatmula, 2010), the management, the project managers, and the team members. The best options are methods, procedures, and improvements based on people. The easiest way to exchange project plans is by having project files placed in a networking folder, and folder permissions get determined by the Windows folder and group access permissions.

Unclear Project Objectives

More than they ever would expect, most companies have more opportunities and programs. Many firms undertake more efforts than they should likely, leading to working and often unsatisfied participants of their team. The management’s task is to define the long-term goals and approaches to accomplish specific priorities of the company. When these objectives get established, project initiatives can get measured against these objectives.

No Visibility into Resource Workload

Besides, resources are overwhelmed with the lack of urgency for the project. Also, this becomes a circular problem. Because managers have no visibility on all the projects and tasks the team carries out (Anantatmula, 2010), they often believe that the organization’s workload can do more than it is capable of. For example, if a worker has an eight-hour working day, then no more than six hours should be allotted for the job. It helps the employee to work for two hours on his or her legal issues.

Gaps in Communication

When a project is fully developed (Kerzner, 2017), communication is a common problem. There is no clear view of the project context when a new resource joins the project. The connection should get shown at a central location, at the very least. The organization network appears to be the lowest common denominator.

Increased challenges a Project Manager may face when leading virtual or global project teams

Communication

In any workplace, communication is a key (Kerzner, 2017), especially where most interactions happen via email, chat, or phone calls. The hiring process is an excellent way to learn how well people interact. Communication skills of project manager’s employees’ are a significant factor in virtual teams ‘ progress.

Trust

In any relationship, belief is a crucial issue. When workers believe in their executives (Kerzner, 2017), they naturally collaborate and engage in a shared vision. A project manager should, in a few sentences, document why the company does what it does. Ideally, the greater good of humanity should be stipulated y this, but connected somehow with business.

Productivity

When workers work outside of a traditional office (Kerzner, 2017), low productivity becomes an obvious risk. Several team members may not use their time wisely in an atmosphere without daily monitoring. The best way to ensure that everyone does their job without intruding in privacy is to set precise desires for every function and to check for advancement regularly.

Plan for Communication Management during the Project

The preparation of the communications includes defining partners’ needs for information and communication. Communication planning involves identifying which technique and how often to communicate to whom (Kerzner, 2017), whom, and when. Therefore, this strategy is very constructive, as there is no exception to correspondence. The project manager must consider the climate of the organization, values, and expectations to do it correctly. The procedures and strategies of the organization for functioning and collaborating (Kerzner, 2017), historical records of past projects, lessons learned, and information stored also have to get taken into account.

References

Kelsey John., Winch Graham., Penn A. (2001). Understanding the Project Planning Process: Requirements Capture for the Virtual Construction Site.

Kelsey, J. and Winch, G.M. and Penn, A. (2001) Understanding the project planning process: requirements capture for the virtual construction site. Research report. Bartlett Research Papers (15). The Bartlett School of Graduate Studies, University College London, London, UK.

Anantatmula, V. S. (2010). Project manager leadership role in improving project performance. Engineering Management Journal, 22(1), 13-22.

Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.