PM0013 – Managing Human Resources in Projects

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ASSIGNMENT

DRIVE	FALL DRIVE 2013
PROGRAM/SEMESTER	MBADS (SEM 3/SEM 5) MBAFLEX/ MBAN2 (SEM 3) PGDPMN (SEM 1)
SUBJECT CODE & NAME	PM0013 – Managing Human Resources in Projects
BOOK ID	B1239
CREDITS	4
MARKS	60

Note: Answer all questions. Kindly note that answers for 10 marks questions should be approximately of 400 words. Each question is followed by evaluation scheme.

1 Write short notes on:

1.   Changing Roles in the HR Organisation

2.   Managing a Project Team

3.   Responsibility Assignment Matrix

4.   Project leadership

Answer:-  1. Changing Roles in the HR Organisation

HRM in Project is an area of management that is directed towards the management of the relation between people and their organizational& project context. HRM is performed through a people management system that includes a content of HRM processes and activities and a role structure referred to as the HR organization. Furthermore, we have explored the importance of regarding HR specialists/the HR department to be one of several players in the HR organization; not the only one and maybe not even the most important one.

there seems to be general trend of decentralising HR responsibilities to line managers, and of downsizing and centralising HR departments. This trend can certainly be questioned concerning its foundation in the specific needs of the organisations. Is it based on the needs to cut costs, or on the needs to improve the

2.   Managing a Project Team

Managing a project team is the process of delegating responsibilities and tasks, monitoring team performance, providing feedback, solving issues, and coordinating changes to enhance overall project performance.

Managing the team is one of the most critical

3.   Responsibility Assignment Matrix

Project managers like to use a Responsibility Assignment Matrix (RAM) to define the roles of the various project team members. Despite the straightforward nature of the information included in the RAM, getting everyone to agree on people’s roles can be time-consuming. The following steps can help you get people’s input and approval with the least time and effort:

·         Identify all people who’ll participate in or support your project.

·         Develop a complete list of deliverables for your project.

Discuss with all team members how they’ll each support the work to produce the different project deliverables.

For each of their assignments, discuss the level of their responsibility and authority, as well as the specific work they’ll perform. Also discuss with them any involvement that others will have on their activities. If specific people haven’t yet been identified for certain activities, consult with people who have done those types of activities before.

Prepare an initial draft of your RAM.

Draw the table for your chart, and enter your project’s deliverables in the left-hand column and the people who will support the activities in the first row. In the cells formed by the intersection of each row and column, enter the roles that each person will have (based on the discussions you have with your team members in Step 3).

4.   Project leadership

Leadership competencies are critical to the success of any organization and at all levels within the enterprise. Many aspects of leadership are stated or implied in this book because they apply to all managers. Project management is a subset of the enterprise’s need for leadership at an operative level, whereas the project is defined by senior managers exhibiting leadership traits and characteristics. This section focuses on the project manager and the competencies desired for

2 What characteristics are important for members of the core team?

  Answers:- The characteristics are important for members of the core team

Commitment: Commitment to the project by the core team is critical to the success of the project. The project manager must know that the core team member places a high priority on fulfilling his or her roles and responsibilities in the project. The core team must be proactive in fulfilling those responsibilities and not need the constant reminders of schedule and deliverables from the project manager.

Shared responsibility: Shared responsibility means that success and failure are equally the reward and blame of each team member.

3 What are the potential conflict sources which a project manager faces?

Answer:-The following sources of conflict:

1. Conflict over project priorities: The views of project participants often differ over the sequence of activities and tasks that should be understood to achieve successfully. Conflict over priorities may also not oly between the project team and other support groups but also within the project team.

2. Conflict over administrative procedures: A

4 List the drivers of and barriers to project team performance. Describe the various phases of the team development process.

Answer:-Listing the drivers of and barriers

Drivers	Barriers
1. Clear project plans and objectives	1. Communication problems

5 List some of the suggestions for the implementation of the Communications Management Plan (CMP)

Answer:- Listing and explanation of :

·         Establish an issues governance process

·         Escalate the issues

·         Recognize that the medium does make a difference:

·          

·          

·         6 Describe Stakeholder analysis.

Answer:- Definition of Stakeholder analysis

Each project has its own unique set of stakeholders. Successful project management can be carried out only when the responsible managers take into account the potential influence of the project's stakeholders. An important part of the project planning is the identification of all project stakeholders and their relevant stakes in the project. Stakeholder analysis during the planning of the project is particularly useful for the development of strategies to facilitate the "management" of the stakeholders during the life cycle of the project.

Why project managers use it Description of steps in stakeholder analysis

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