Human Resource Project Management

Question: Discuss about the Human Resource Project Management. Answer: Introduction Organizations need projects so as to function properly and develop. Projects enable firms to grow and expand their business in different ways. To manage the project the project well, the management should fully understand what is required of them. This is because the project involves management of ideas, physical resources, finances and human resources. Project management refers to the whole process of planning, controlling and coordination of project from initiation to completion. The purpose of this report is to explain phases involved in constructing a project, leadership styles applicable in each stage and conflicts that occur in the project of building the project (Harzing and Pinnington, 2010). Phases of the Construction Project Project Initiation This is the first step of every project. The primary purpose of this stage is to define the project clearly authorization from the relevant bodies to start the project.In this phase, a feasibility study is conducted to determine if the study is worth undertaking. Feasibility study involves economic viability, social feasibility, legal feasibility and technical feasibility. This is also the stage where all the stakeholders who will participate in making the project a success are introduced in the project through the use of Project Initiation Document (PID). This document presents the scope of the project, its duration, its deliverables, resource requirements and is investment estimation. This also the stage where the project can be modified to fit the firm and project needs best. If the project is complex, this is the stage to split it so that it can be more understandable and manageable so that it can be successful (Meredith andMantel Jr, 2011). Project Planning This is the second stage of the project. It focuses on developing the plan that will be followed to make the project successful. It begins by setting the goals of the project. The set goals should be challenging and achievable if the project is needed to add significant value to the firm. The most popular method of solving the goals is S.M.A.R.T. This means that the goals should be specific and clearly show what needs to be done and who, where and even when to perform a particular task. Measurable entails creating criteria that can be used to measure the successfulness of a goal. Attainable means that that the most important goals should be identified also how to achieve them. Realistic means the set goals to be achieved the involved parties have to be willing to work towards that particular goal. Timely, on the other hand, emphasizes on creating a timeframe that will enable achievement of the set goals. At this stage, the project manager also develops the scope statement that define s the business needs, benefits of the project, objectives, and deliverables. This prevents the project from deviating from the set plan. Communication plan for updating the stakeholders should also be created. Risk management plan that indicates what should be done when unexpected events happen such budget cuts. Work breakdown schedule (WBS) for breaking down the compound project into manageable sections is also created at this stage (Wysocki, 2011). Project Execution This is the third stage of the project. Deliverables of the project are developed and completed in this phase. Its aims are to accomplish the work defined during the planning phase of the project. Project manager best leadership skills are required din this stage as it also involves controlling, directing and coordinating resources as well as people and also ensuring that activities are conducted by the set plan. Some tasks accomplished in this stage include team development, assigning resources to the relevant section, procurement management if needed, set up tracking systems, having a status meeting and update project schedule. Replanning of the project is also done on this project so as to correct the variances that have occurred in the process of executing the project. The replanning occurs when activities exceed their performance duration, shortage of resources and also unexpected risks such employee strike that makes the whole project hard to achieve its projects. If the replan ning is not handled well by the relevant authority, the project can be modified. This means that the initially set objectives may not be achieved leading to failure of the project (Huemann, 2010). Project monitoring and Control This phase is concerned with measuring the progression of the project and ensuring that everything is happening by the set plans. It helps to identify potential problems so that necessary action can be taken that can contribute to correct the situation. The manager uses key performance indicators to ensure that everything is being performed well. The performance indicators include project objectives, quality deliverables, effort and cost tracking and project performance. This phase is imperative as it identifies the areas that require extra attention. This helps to prevent deviations that can be avoided. This review provides important updates to the planning of the project (Huemann, 2010). Project Closure This phase marks the completion of the project. It also closes a canceled project. The hired contractors contract expires, and their services are terminated. The best performing team members are recognized by being promoted or even rewarded by different means. The project manager is supposed to hold a meeting which is usually referred to as post mortem' in this stage. This session is intended for evaluating what went well and also the project failures. The project manager then prepares the final project budget and report for documentation purposes (Wysocki, 2011). Conclusion Without proper management, the project will fail terribly as this will negatively affect the involved firm. This is because the company will have wasted a lot of valuable resources which could have been used somewhere else to help achieve organizational goal and objectives. The project, therefore, should have well-defined phases and best leadership that can solve the arising conflicts. References Hamstra, M. R., Van Yperen, N. W., Wisse, B., Sassenberg, K. (2011). Transformational- transactional leadership styles and followers regulatory focus. Journal of Personnel Psychology. Harzing, A. W., Pinnington, A. (Eds.). (2010). International human resource management. Sage. Huemann, M. (2010). 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