Progress, Results, and Finalizing the HR Project

 Your HR project to develop a centralized model of delivering HR services has progressed through very critical stages of the project thus far. It is now time to present actionable, decision-making information to project leaders. This can be best accomplished when projects have been successfully managed, devoid of any major risks, and have been properly closed out and finalized. 

 

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Write a five to six (3-4) page paper in which you:

Explain what it means to successfully direct and manage project work and identify and discuss 3-4 strategies you might use to manage and sustain progress in your HR project

Identify and discuss a minimum of 3 strategies that could be used to address and resolve any risks within the control of the project 

Describe 2-3 actions a project manager may take as they begin to close out the project. 

Running head: Organizing HR Projects

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Organizing HR Projects

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Leading and Managing the HR Project

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.

Running head:

Organizing HR Projects

1

Organizing HR Projects

4

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. Project charter is the first step that defines the roles and the duties of the project team. It is also used to highlight the vision and goals of the project and how the team 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 project manager will try and identify possible project risks and document sources of the risks, the category of the risk and responses. Risks may include 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 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. This involves identifying the ranked risks and allocating resources and activities to mitigate the risks.

A project vision is used to give the project team a reason for contributing towards the project. It is 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 the duties of the project team and also outlines the project goals and objectives. The role of the project manager is also defined and the various stakeholders involved are 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 is used a selling point to the various stakeholders, it is a reference point throughout the entire period of the project and stakeholders are able to see the return on their investment.

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

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.

Running head: PLANNING FOR HR PROJECT
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PLANNING FOR HR PROJECT
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Planning Considerations for the HR Project

Introduction

A centralized Human Resources model of delivering HR services will be efficient in functions like hiring and firing employees, training, pay and benefits and other functions that may arise. The HR function is changing from the traditional hiring and firing to a more advanced role that ensures business continuity. These roles also include being involved in the organization’s strategic planning as it aligns its talent hiring and firing strategy to the overall vision and direction of the organization. Centralized HR function is able to align its HR plan and strategies and align them with that of the vision and goals of the organization.

Project implementation of the HR project will ensure and cost efficient and consistent model of delivering HR services in the organization through the centralized model of delivering HR services. The project manager will have to define the statement of importance to the project team and define the scope of work for each team member in the project team. The project budget is important as it outlines the resources allocated including monetary allocation for the success of the project. The budget provides estimates approved towards achieving the goals of the project and team members need to understand all the budgetary estimates. The breakdown of the budget by the project manager to the team is important in order to maintain he costs within the approved estimates.

Body

Statement of Importance

The statement of importance is an important document that outlines everything relevant in the project. It is the most important document in the project that outlines and defines the scope of the whole project including timelines and budgetary estimates. The current project will have the following elements in its statement of importance; the purpose which is implementation of a centralized HR model for the organization, the scope, the due dates, the due dates of the project, list of what is due and when it is due, the expected outcomes, all the resources that are needed for the project and the costs including the payments and their deadlines.

The relevance of each task in the statement of importance should be well explained to the team in order to keep everyone involved in the project on the same page. The document is relevant shows all the tasks which the project manager should use in allocating tasks and the milestones that are used to see if the project is going according to plan. The scope shows what is to be done in the project including the process that will be used in completion of the work. It also shows what will be used to complete the tasks including software and any equipment. The schedule in the document is a list of when deliverables should be done including vendors that will be used in completing the project. The phases in the project including development, testing and implementation are well stated including their timelines.

Behavioral Skills

During the project there are a set of behavioral skills and technical skills that are considered relevant. These behavioral skills and technical skills are related with the success of the project especially when the project manager portrays some that may be relevant with the project. The current project requires behavioral skills like leadership skills, accountability, decision making and problem solving skills. The project requires a leader who is able to make the tough decisions that are required and be able to delegate duties. The leader should able to inspire the team into following the vision of the project. A project needs accountability in order for the relevant resources to be provided when needed for the success of the project. The decisions made during the project process should be relevant for the success of the project. The decisions made during the project process affect all the relevant stakeholders and the project team. Problem solving skills require one to be a good communicator, team builder, dependable and creative which are some of the relevant traits required for the current project.

Project Budget

The project budget is an estimate of all the relevant costs estimates of activities towards the success of the project. The project manager should be able to explain to the management and project team the relevant costs that are associated with the project. An analogous method of estimating will be used in determining the relevant costs due to limited information on the upcoming project. This requires similar projects to be used in estimating the relevant costs and updating the old budget for additional costs. The costs are aggregated through summing the cost of individual work package in order to control the financial account up to the project level. The cost control accounts are used to calculate the cost aggregation

The project cash flow shows the net cash flow of the current project. It is derived from the sources of cash for the project less the uses of the cash. The cash flow is able to show the cash from operating activities and keep track of actual cash at hand. All the activities in the project that will require actual cash will be reflected in the cash flow including separate activities.

Project Risks

Project risks are unplanned events that will occur and have a negative effect on the project. The current project manager will able to determine project risks in the current project as; budgetary risk, resource risk and resistance to change. The project budget is based on estimates which involve certain uncertainties and chances of cost overrun may occur. This creates budgetary risk due to the overrun costs. The management may not provide the relevant requirements for the success of the project like monetary resources and skill needed for the success of the project leading to resource risk. The current staff and management may be resistant to the organization implementing a central HR model. This affects the activities of the project team in delivering a successful project.

Conclusion

The statement of importance is the most important document in the project process as it will outline everything relevant to the project. The document will outline the scope of the project including financial estimates for the various vendors and show the timelines. The project manager should be able to present the management with a comprehensive budget and explain the various cost estimates. The project manager should also be able to determine the risks to his project and offer solutions.

References

Murdick, R. G. (1976). Managing human resources in project management. Project Management Quarterly, 7(2), 21–25.

Kevin Callahan., Gary Stetz & Lynne Brooks. (2007). Project Management Accounting. Budgeting, Tracking and Reporting Costs and Profitability. Published by John Wiley & Sons, Inc.

Veraart, S. (2009). Merging project and corporate accounting: is it impossible? Maybe. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.

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