BSB51407 - Diploma of
Project Management
Project Human Resources Management
Questions & Answers
Plus Exercises
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Table of Contents
Table of Contents ...............................................................................................................................2
Questions for Human Resources Management ........................................................................................ 3
Answers for Human Resource Management ............................................................................................ 7
Exercises - Manage Project Resources.................................................................................................8
Reflection: Organisational structures ...................................................................................................... 8
Refection: Organisational structures ....................................................................................................... 8
Reflection: Stakeholder list ...................................................................................................................... 8
Reflection: Job descriptions ..................................................................................................................... 9
Project Manager Job Description .......................................................................................................... 9
Project Manager's Role and Responsibilities ...................................................................................... 10
Example of Responsibility assignment matrix ........................................................................................ 12
Refection: Training Needs Analysis ........................................................................................................ 12
TRAINING NEEDS ANALYSIS WORK SHEET ........................................................................................................ 13
Reflection: Performance reviews ........................................................................................................... 13
Manage the project team and stakeholders........................................................................................... 14
Reflection - Influences on team .............................................................................................................. 15
Reflection -Conflict.................................................................................................................................. 15
Evidence .................................................................................................................................................. 16
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Questions for Human Resources Management
1. You are the project manager for the JFG Project. This project requires coordination with the
Director of Manufacturing, Human Resources, the IT department, and the CIO. This is an
example of what type of input to organisational planning?
a) Organisational interfaces
b) Technical interfaces
c) Interpersonal interfaces
d) Human resource coordination
2. Your project requires an electrician at month eight. This is an example of which of the following?
a) Organisational interfaces
b) Resource requirements
c) Contractor requirements
d) Resource constraints
3. You are the project manager of the PPY Project. This project requires a chemical engineer for
seven months of the project, but there are no available chemical engineers within your
department. This is an example of which of the following?
a) Organisational interfaces
b) Resource requirements
c) Contractor requirements
d) Resource constraints
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4. You are the project manager in an organisation with a weak matrix. Who will have the authority
on your project?
a) The project manager
b) The customer
c) Functional management
d) The team leader
5. You are the project manager for the LSG Project. Your project will have several human resource
issues that must be coordinated and approved by the union. Which of the following statements
is correct about this scenario?
a) The union is considered a resource constraint.
b) The union is considered a management constraint.
c) The union is considered a project stakeholder.
d) The union is considered a project team member.
6. You are the project manager of the XT Project. This project is very similar to the ACT Project you
earlier completed. What method can you do to expedite the process of organisation planning?
a) Use the project plan of the ACT Project on the XT Project.
b) Use the roles and responsibilities definitions of the ACT Project on the XT Project.
c) Use the project team reward structure of the ACT Project on the XT Project.
d) Use the project team of the ACT Project on the XT Project.
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7. In your organisation, management is referred to as coaches. As a project manager, you are
referred to as a project coach. A human resource document should be created to handle this
scenario. What should it cover?
a) How coaches are separate from managers
b) How coaches are the same as managers
c) How a coach is to complete his or her job
d) How the project team is to work for a coach
8. Management has requested that you create a chart depicting all of the project resource needs
and the associated activities. Management is looking for which type of chart?
a) A roles chart
b) A roles matrix
c) A roles and responsibilities matrix
d) A Gantt chart
9. Which of the following is an example of Theory X?
a) Self-led project teams
b) Micromanagement
c) Team members able to work on their own initiative
d) EVM
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10. You are the project manager of the PLN Project. The team members are somewhat “afraid” of
you as project manager because they see you as management. They know that a negative
review from you about their project work will impact their yearly bonus. This is an example of
which of the following?
a) Formal power
b) Coercive power
c) Expert power
d) Referent power
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Answers for Human Resource Management
1. a. The reporting interfaces for this project—the Directors of Manufacturing, Human Resources, and
the IT department, as well as the CIO—are examples of the organisational interfaces.
2. b. Because the project requires the electrician, a project role, this is a resource requirement.
3. b. The project needs the resource of the chemical engineer to be successful. When the project
needs a resource, it is a staffing requirement.
4. c. In a Weak Matrix structure, functional management will have more authority than the project
manager.
5. c. In this instance, the union is considered a project stakeholder since it has a vested interest in the
project’s outcome.
6. b. When projects are similar in nature, the project manager can use the roles and responsibilities
definitions of the historical project to guide the current project.
7. c. When project managers or managers in general, are referred to as different terms, a job
description is needed so the project manager can successfully complete the required obligations.
8. c. Management is looking for a roles and responsibility matrix. This chart lists the roles and
responsibilities, and depicts the intersection of the two.
9. b. Theory X believes workers have an inherent dislike of work and will avoid it if possible.
Micromanagement is a method, in regard to Theory X, to make certain workers complete their
work.
10. b. When the project team is afraid of the power the project manager wields, this is called coercive
power.
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Exercises - Manage Project Resources
Reflection: Organisational structures
Undertake research (and review earlier sessions) and consider the advantages and disadvantages of
each type of organisational structure. Some examples have been included for you.
Type
Advantages
Disadvantages
Functional Structure
Already in place
Client is not focus of activity
Known reporting lines
Matrix Structure
Tailored to project’s needs
Greater complexity
Built in conflict between line
management and project management
Project Structure
Refection: Organisational structures
Think about a project you have managed. Which structure is most appropriate, and why? Design your
project structure.
Reflection: Stakeholder list
List the stakeholders, both internal and external) with an interest in a project that you have managed.
Remember to identify the correct individual stakeholders within a stakeholder organisation.
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Reflection: Job descriptions
This activity is going to require you to develop some human resources documentation for your project.
Task 1: Analyse the job advertisement provided below using the job description. Are all key
knowledge, skills and responsibilities covered in the advertisement? Are there any omissions or
additional components?
Task 2: Your task is to recruit a Project Officer / Coordinator to work on your project team. Using the
information provided regarding the role of Project Manager and the information that you developed
regarding your project organisational structure and teams roles, draw up an advertisement or job
description for Project Officer / Coordinator. You will need to consult your organisation’s human
resources policy and procedures and give due consideration to equity and OHS issues.
The following is an example of a generic project manager’s job description.
Project Manager Job Description
The Project Manager is responsible for:
 defining, planning, tracking and managing the project;
 identifying key resources and providing the direction required for meeting the project
objectives;
 ensuring appropriate management, customer and supplier involvement throughout the life of
the project.
Qualifications and skills required
 ability to lead and motivate people and encourage teamwork,
 ability to communicate effectively with senior management,
 clear vision of what determines a successful product for the customer and for the organisation
 technical background sufficient to :
o
understand the technologies and technical issues involved,
o
be able to anticipate and identify critical technical obstacles, and
o
make accurate technology decisions.
The Project Manager also must be able to:
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 manage project schedule and task details and use project management tools such as reports,
tracking charts, checklists, and project scheduling software and to delegate appropriately;
 manage change and take active leadership in timely decision making;
 manage issues, resolve conflicts;
 champion the people and the project up, down, and across the organisation.
Project Manager's Role and Responsibilities
 Define the project management process to be applied to the project.
 Select team members.
 Prepare project plan and obtain management approval of the project plan.
 Assure that all team members understand their roles and accept their responsibilities.
 Apply project resources according to the approved project plan.
 Analyse risk and instigate avoidance activities. Establish risk management plans.
 Track and report on progress to plan.
 Analyse the actual performance against the plan and make adjustments consistent with plan
objectives.
 Keep all stakeholders informed of progress and issues.
 Involve functional expertise in project reviews and key decisions and risk strategies.
 Manage change to preserve business plan commitments. Initiate Phase Review if objectives
must change.
 Negotiate the performance of activities with team members and their managers.
 Establish and publish clear priorities among project activities.
 Coordinate management and technical decisions.
 Arbitrate and resolve conflict and interface problems within the project.
 Provide input on the performance of project team members to their supervisors.
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The following is an advertisement for a project manager:
PROJECT MANAGER MOBILE NETWORK DEPLOYMENT– 12 MONTH FIXED TERM CONTRACT
COMPETITIVE REMUNERATION PACKAGE + BONUS + COMPANY BENEFITS
This role requires the project management of external contractors and agencies to facilitate the
acquisition, design and construction of multiple GSM Base Stations for the Mobile Network Division,
within timeframes and budget, and in accordance with agreed quality standards.
YOUR KEY ACCOUNTABILITIES WILL INCLUDE:
 Management of external contractors and consultants engaged by ABC to develop the GSM network
 Co-ordinate and liaise with internal staff in selecting and progressing individual GSM sites
 Assessment and selection of potential GSM site candidates as suggested by external contractors with
consideration of environmental issues, legal and regulatory issues, rental amounts, construction costs and
time.
 Development, assessment and approval of acquisition strategies for Base Station sites.
 Represent ABC at public meetings and community consultation sessions where required in order to
facilitate successful Council approvals.
 Representation at various meetings to discuss leasing and other property-related matters
 Direct management of difficult sites where external contractor is unable to progress a site.
 Assessment and approval of contractor’s progress claims with consideration of value of works completed
to date compared with claimed amount
 Prepare and issue orders for all necessary work.
 Formal acceptance of site when complete and subsequent handover to field operations with the
compilation of site manual documentation.
 Reporting of project financial information to allow tracking of performance against budget.
 Provide accurate forecasts and input to the SMND Implementation report.
 Development and maintenance of relationships with external agencies and other carriers to facilitate
successful site sharing.
 Ensure staff and its contractors comply with State / Federal legislation.
 Direct line management of up to five Project Co-coordinators.
TO ENSURE YOUR SUCCESS YOU WILL POSSESS THE FOLLOWING SKILLS AND EXPERIENCE:
 Tertiary qualifications and specialist knowledge in a relevant field
 Extensive experience in a Project Management role
 Demonstrated experience in similar Telco role
 Contractors management experience
 Financial management experience with large scale expenditure.
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Example of Responsibility assignment matrix
Task
Who is responsible
for completing the
task? (whole or
part)
Who is accountable
for ensuring that
this task is done?
(With what
individual does the
buck stop?)
Who should be
consulted about it?
Who should be
informed that it is
being/has been
done?
Refection: Training Needs Analysis
Think about yourself and your team. Use the following questions to work your way through the 4 stages
and to complete the Training Needs Analysis Work Sheet.
Summarise the nature of your job and the jobs of your team members.
 What aspects of your job are seen as most difficult?
 Why are those aspects more difficult than others?
 What would help you and your team to do those things more effectively?
 How many people are in your team? Are they directly managed by you?
 What particular strengths can you identify amongst your team?
 What aspects of work seem to cause your staff the most difficulty?
 What changes have there been in the needs of your team in the recent past?
 What changes can your predict in the needs of your staff over the life of your project?
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TRAINING NEEDS ANALYSIS WORK SHEET
Symptom
Problems
Cause
Training
Effect
Method
Possible Costs
Expected outcomes
Objective
Reflection: Performance reviews
Using those policies, procedures and forms and the performance indicators that you have developed in
the previous section consider how you will undertake a performance review with a member of your
project team. What would be your approach and what are questions that you would ask?
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Manage the project team and stakeholders
How is your team going?
Score each question in the range 1 (disagree strongly) to 5 ( agree strongly)
The team knows exactly what it has to get done
Team members are encouraged to offer ideas and suggestions
Team members are encouraged to express their opinions freely and share
information
Each team members has a clear idea of their roles and responsibilities in the
project
Everyone in the team is listened to with interest
Everyone in the team is involved in making and taking decisions
Team members do not feel threatened by exposing their true feelings
Team members respect each other and encourage each other in their work
Teamwork enables personal development and ranks it as important as task
achievement
Scoring:
9 – 15: This seems to be a group, not a working team
16 – 33:Teamwork is good. Identify areas for improvement
34 -45: You have a well functioning team. Keep it up and watch for any
slippage.
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Reflection - Influences on team
In the following table, list the internal and external influences that may impact of the performance and
morale of your team. Identify some of the actions that could be taken to ameliorate these influences.
You may also find it useful to refer to your Risk Management Plan.
Internal influences
External influences
Reflection -Conflict
List some positive and negative outcomes of conflict
Positive
Negative
Opportunity to consider other
perspectives
Increased hostility among the team and/or
stakeholders
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Evidence
In the table below record the evidence you can produce to indicate that you have undertaken the
activities covered in this session. You should identify at least two examples of each one.
Work processes
Examples of Evidence
How human resources requirements
were determined for projects
Current and future requirements for
competency within the project team
Project organisation charts
How required human resources
were allocated to and/or selected
for projects
Staffing levels and competencies
related to tasks
How team members were managed
throughout projects with respect to
human resources management
within the project
Job descriptions including measures
of performance
How human resources were
managed throughout projects
including required training and
development
Team and individual responsibilities,
levels of authority and performance
assessment criteria
Staff recruitment and selection
criteria
Responsibility assignment matrix
HRM plans and procedures
How problems and issues with
respect to human resources and
arising during projects were
identified and addressed
Records of internal and external
influences on HRM performance
How projects were reviewed with
respect to human resources
management
HRM lessons learned
How improvements to human
resources management of projects
were acted upon
Your list of evidence