BSBPMG515 To amend (1)

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BSBPMG515 Daniel_Martinez
Formative assessments 
Activity 1 
11. Describe the four processes used in managing project human resources. (90 words) 
It includes all the project stakeholders/sponsors, customers, partners, individual contributors, performing organization, project and team members. 
Incorrect answer
Refer to your book page 9
12. How can you determine the resource requirements for project tasks? (250 words) 
Various types of resources are required to exploit an opportunity as well as to operate a business and deliver products and services to customers. The resources required will vary and depend on the nature, type and size of your business. It is necessary to determine the resource requirements of your business and acquire these in order to effectively operate your business. 
Here you need to define project roles and responsibilities. E	xplain the enterprise environmental factors involving organisational culture and structure:
Organisational
Technical
Interpersonal
Logistical
Political
13. How does this relate to overall project requirements? (150 words) 
Various types of resources are required to exploit an opportunity as well as to operate a business and deliver products and services to customers. The resources required will vary and depend on the nature, type and size of your business. It is necessary to determine the resource requirements of your business and acquire these in order to effectively operate your business. 
Here you explain the human resource planning, staffing management plan and project roles.
14. What are the four styles of management that can be used in HRM of project teams? (100 words) 
Management style ties in very closely with communication style. There isn’t necessarily one management style that is better than another; they are simply different and might be used in a variety of situations. HR managers can provide training on each of these areas since management style impacts the ability and motivation of employees to do their jobs. 
You have not given the answer.
You must read and understand the topics in your book before you answer. 
15. How can you establish project organisation and structure? (75 words) 
The way a project team is structured can play a major role in how it functions. Different styles of team will have different characteristics. For example, do we wish to encourage discussion with the business representatives or to keep them at arm's length so the developers can make good progress? Careful consideration of team composition and reporting relationships can make a big difference to the results. 
Incorrect answer
Here you need to explain project management plan and human resource planning 
16. What external influences can affect project organisation or structure? (50 words) 
The external business environment can also play an important part in a company’s organizational structure. Dynamic environments with constantly changing consumer desires or behaviour is often more turbulent than stable environments. Companies attempting to meet consumer demand can struggle when creating an organizational structure in a dynamic environment. More time and capital can also be spent in dynamic environments attending to create and organizational structure. This additional capital is usually a negative expense for many small businesses. 
Satisfactory
17. How can you align competencies with project tasks? (300 words) 
Aligning competencies with strategy is the key to today’s dynamic and results-driven performance assessment. Strategic competency alignment sets performance expectations in the now - what it takes to get a job done - vs. expectations based on the past - how a completed task or project got done. Traditional, backward-looking performance evaluation processes measured by goals, projects and tasks are ineffective to deal with present-to-future, results oriented performance. 
Check your book on the roles and responsibilities matrix. Explain this.
Explain Organisational Breakdown Structure and Responsibility Assignment Matrix.
18. Project human resources can be external or internal to the organisation. Give two examples each of internal and external project personnel. 
As a project manager, you must determine how many people you'll need to complete the project on time. Planning personnel needs begins with identifying whom you need and how much effort they have to invest. You can use a Human Resources Matrix to display this information. 
Incorrect answer – read the question again.
19. What criteria can be used to assist the project management team in allocating personnel to planned work outputs? (180 words) 
Knowing the work effort required to complete a work package alone, however, doesn’t tell you the duration of the work package. For example, if both people assigned to the questionnaire design work package can do their work on it at the same time, if they’re both assigned 100 percent to the project, and if no other aspects of the task take additional time, the activity may be finished in four days. 
You misunderstood the question - Refer to page 20 for the correct answer.
20. What is the role of HRM in project management? (75 words) 
HR executives can take the lead in helping their organizations excel in increasingly important project work. Among other issues, they need to ensure employees understand the strategic relevance of the specific projects and need to create performance systems and cultures that reward involvement on project teams. 
Incorrect answer
HRM means human resource management. You are required to define the role of HRM. Refer to your book.
21. Describe these organisational theories: a. Maslow. (100 words) 
Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper "A Theory of Human Motivation" in Psychological Review. Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, some of which focus on describing the stages of growth in humans. Maslow used the terms "physiological", "safety", "belongingness" and "love", "esteem", "self-actualization", and "self-transcendence" to describe the pattern that human motivations generally move through. 
b. Herzberg. (100 words) 
Frederick Herzberg's book 'The Motivation to Work', written with research colleagues Bernard Mausner and Barbara Bloch Snyderman in 1959, first established his theories about motivation in the workplace. Herzberg's survey work, originally on 200 Pittsburgh engineers and accountants remains a fundamentally important reference in motivational study. While the study involved only 200 people, Herzberg's considerable preparatory investigations, and the design of the research itself, enabled Herzberg and his colleagues to gather and analyse an extremely sophisticated level of data. 
c. McGregor. (100 words) 
Douglas McGregor proposed two theories about employee motivation based on two very different sets of assumptions that managers hold towards workers. Learn more about the assumptions and validity of McGregor's employee motivation theories and take a quiz to test your knowledge. 
d. Ouchi. (100 words) 
Ouchi's theory focuses on increasing employee loyalty to the company by providing a job for life and focusing on the employee's well-being. 
e. Expectancy. (100 words) 
Expectancy theory is about the mental processes regarding choice, or choosing. It explains the processes that an individual undergoes to make choices. In the study of organizational behaviour, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management. 
Satisfactory
Activity 2 
1. When developing project role descriptions, what criteria could be included? (75 words) 
The main criteria to be included in the role's goals and targets to be achieved, and what does the person responsible need to do or have as skills. 
Incorrect answer – refer to yourbook.
2. What is the purpose of co-located teams and how can they be of benefit when developing the project team? (150 words) 
Co-location is a strategic approach to using the benefits of face-to-face interactions to build team relationships, improve communications, and increase productivity. Co-location is the idea that effective work is best achieved when a team works together in a single location or team room, sometimes referred to as ‘the Big Room’. A co-located team can focus more attention on design quality, reducing errors and improving outcomes as a value added to the project. 
Satisfactory
3. How are team and individual performance measured? (130 words) 
It can be measured by many different ways, including feedbacks, reports, monitoring of performance against goals and research. 
Your answers are too brief. You need to explain how team and individual performance measured.
4. As a result of conducting team performance assessments, what methods can be used to improve the team’s performance? What would these methods include? (120 words) 
Increase motivation
Have a good leader
Have a role model
Set targets and goals very specifically Create positive environment 
Incomplete answer – refer to your book 
5. Describe each of the five stages of development that teams can go through and outline why a project manager would use the theory when developing teams. (250 words) 
Forming 
In this stage, most team members are positive and polite. Some are anxious, as they haven't fully understood what work the team will do. Others are simply excited about the task ahead. 
Storming 
often starts where there is a conflict between team members' natural working styles. People may work in different ways for all sorts of reasons but, if differing working styles cause unforeseen problems, they may become frustrated. 
Norming 
Gradually, the team moves into the norming stage. This is when people start to resolve their differences, appreciate colleagues' strengths, and respect your authority as a leader. 
Now that your team members know one another better, they may socialize together, and they are able to ask one another for help and provide constructive feedback. 
Performing 
The team reaches the performing stage, when hard work leads, without friction, to the achievement of the team's goal. The structures and processes that you have set up support this well. 
Adjourning 
Many teams will reach this stage eventually. For example, project teams exist for only a fixed period, and even permanent teams may be disbanded through organizational restructuring. 
Satisfactory
6. What are the main objectives of developing project teams? (120 words) 
develop project team is a very important executing process whose main objective is on team building in concert with improving their performance, and like many executing process is will be performed throughout the project. For obvious reasons this process should be started early on in the project as it is a well-known fact that the members of a team perform much better than just a group of individuals. 
You have not answered the question – refer to your book.
7. What areas might be subject to actions to improve performance? (100 words) 
Usually when involving roles that affects directly on the results of the company. 
Incomplete answer
Explain improvements relating to:
individual 
team 
individuals and team
8. How can measures to address shortfalls in performance be communicated? (100 words) 
Usually when involving roles that affects directly on the results of the company. 
Incorrect answer – put some effort to understand the question.
9. What strategies can be used to encourage good performance or behaviour from individuals as well as teams? (300 words) 
Increase motivation
Have a good leader
Have a role model
Set targets and goals very specifically Create positive environment 
Incorrect answer – refer to your book 
Activity 3 
1. What is the impact of issue resolution on a project experiencing conflict or other difficulties? (75 words) 
Conflict is defined as any situation in which incompatible goals, attitudes, emotions, or behaviours lead to a disagreement or opposition between two or more individuals, such as employees. That’s not to say conflict can’t be a healthy measure of a company, because there are certainly instances where conflict is productive. Rather, the type of conflict that can damage personal or professional relationships can just as easily send a business into a nosedive. 
You have defined conflict but you need to answer - the impact of issue resolution.
Refer to your book.
2. What can a human resource manager do to improve an individual or team’s performance? (190 words) 
The human resource manage can monitor and evaluate performance for continuous improvement. 
Incorrect answer – refer to your book.
3. What are the six approaches to conflict resolution? (250 words) 
Accommodating Collaborating Avoiding Confrontation Compromise 
When the question states ‘What are…’ you are required to explain not just list.
4. What remedial or corrective action can a human resource manager take to improve team performance or morale? (75 words) 
Reconnecting With Your Team 

Developing Your Team 

Improving the Workplace 

Improving Communication 

Setting Measurable Goals 

Focusing on Talent Management 

Keeping People Motivated 

Incorrect answer – explain staffing changes, replacing team members, recognition and rewards. Please read your book.
5. What preventative action can a human resource manager take to improve team performance or morale? (75 words) 
It is possible to unite more the team. Avoid problems in resignations. Choose carefully the teams according to people's needs and understanding about their roles. 
Explain cross-training, role clarification.
6. List five characteristics of conflict. 
Conflict does not just appear. Conflict evolves. conflict-evolves Conflict is like a virus when it appears it begins to spread like crazy. Conflicts are bred by differing values.
Conflict is energized through opposing interests.
Conflict is fuelled by poor communications. 
The question is not causes of conflict. Read the question again and refer to your book.
7. What are the seven common reasons for conflict during a project? 
Competing goals
Incompatible interests Differing principles Incongruent values Disagreement about strategy Disagreement about execution diverse perspectives 
Refer to your book for the correct answers. 
8. How can a human resource manager make sure conflict has minimal impact on project objectives? (120 words) 
By being a good leader and role model, assisting team member whenever they need. 
Explain team ground rules, group norms and solid project management practices.
Activity 4 
1. What are the considerations when disbanding a project team? (110 words) 
Team disbandment after a project is completed can often be overlooked in discussions of team building, but it is an essential step. Taking a moment to celebrate accomplishments, to examine what worked within the team and what did not, and to plan individual next steps, creates opportunities for future individual and team development. It also encourages an environment of sustainable team building within a company. A manager can disband a team in a short, efficient meeting that generates valuable takeaways for all team members. 
This is not about the project completion. Refer to your book page 41
2. Suggest three lessons typically learned from a project that could be used in future projects. 
Results, errors, mistakes, unforeseen situations. 
You have to explain your points.
3. What aspects of a project’s human resource management should be reviewed? (180 words) 
Team member's performance and performance against goals. 
Incomplete answer. Refer to your book for more details.
4. How does Plan→Do→Check→Act relate to reviewing HRM in relation to project management? (250 words) 
A successful project managementprocess must address the various phases of the project lifecycle. In some cases the work phases are arbitrary, based on organizational project practices. In all cases, the phases are well defined and the transition from one work phase to another typically involves the transfer of some sort of deliverable 
Incomplete answer. You have to explain PDCA cycle and relate it to reviewing HRM
Summative assessment 1 
Question 1 
Identify and briefly outline the inputs, tools and techniques, and outputs for each of these elements of the project human resources management process. (800 words) 
a. Human resource planning. 
Developing a Human Resource Plan guides participants through a step-by-step process to developing a human resource plan that includes: staffing, forecasting, performance management, compensation, and employee development. Participants will learn how the human resource plan links to the organizational strategic plan and contributes to employee morale and overall organizational success. 
b. Acquire project team. 
Inputs are work performance report, HR management plan, project staff assignments
Tools and techniques are observation and conversation, project performance appraisals Outputs are change requests, project document updates, organisation process assets updates. 
c. Develop project team. 
One of the secrets of success of any project is having on the project manager with good interpersonal or people skills. These tools and techniques help develop good leadership, team building, and motivational results leading to a high functioning team. 
d. Manage project team. 
Inputs are work performance report, HR management plan, project staff assignments
Tools and techniques are observation and conversation, project performance appraisals Outputs are change requests, project document updates, organisation process assets updates. 
Your answer is only partially correct.
Refer to page 10 for complete answer.
Question 2 
What is involved in managing project human resources and how can a staff management plan contribute to this? (450 words) 
The PMBOK human resource knowledge area includes four processes, develop human resource plan, acquire project team, develop project team, and manage project team. As you might expect, the human resource processes cover basic management human resource theory, psychology and organisational behaviour. The purpose of management is to lead and motivate the human resource team. 
Everyone within the project must have a role and associated responsibilities, and it is the project managers responsibility to define the roles in the first place (as carried out in the develop human resource plan process) and to provide positive influence to everyone working within the project. Because projects normally take place within a matrix organization the main task of the project manager is to motivate and persuade people by using various motivational theories, leadership styles, and differing forms of power. 
The develop human resource plan process describes how the project manager will staff, manage, team build, assess and improve the project team, and therefore this process is executed early within the project and is performed iteratively and interactively with other aspects of planning such as time, cost and scope. 
Satisfactory
Question 3 
The 360-degree feedback method is a process that can be used to measure individuals’ performance against agreed criteria. Conduct research and write a report that describes the 360-degree feedback method including why it is useful in developing teams and individuals. (600 words) 
360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them. This typically includes the employee's manager, peers, and direct reports. A mixture of about eight to twelve people fill out an anonymous online feedback form that asks questions covering a broad range of workplace competencies. 
360 degree feedback allows each individual to understand how his effectiveness as an employee, co-worker, or staff member is viewed by others. The most effective 360 degree feedback processes provide feedback that is based on behaviours that other employees can see. 
The feedback provides insight about the skills and behaviours desired in the organization to accomplish the mission, vision, and goals and live the values. The feedback is firmly planted in behaviours needed to exceed customer expectations. 
People who are chosen as raters, usually choices shared by the organization and employee, generally interact routinely with the person receiving feedback. 
The purpose of the 360 degree feedback is to assist each individual to understand his or her strengths and weaknesses, and to contribute insights into aspects of his or her work needing professional development. Debates of all kinds are raging in the world of organizations about how to: 
You have to explain in your own words. The last sentence is hanging because you copied and pasted the paragraphs.
Question 4 
Describe five methods that can be used to manage and improve team performance. (250 words) 
Increase motivation 
Have a good leader 
Have a role model

Set targets and goals very specifically 
Create positive environment 
Refer to your book for correct answer. You need to describe your points.
Summative assessment 2 
Project 1 
You have been asked to recruit a project officer/ coordinator to work on your project team. Using the information provided regarding the role of project manager, draw up an advertisement or job description for the role. 
Job description Project Manager 
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: 
an ability to lead and motivate people and encourage teamwork
an ability to communicate effectively with senior management
clear vision of what determines a successful product for the customer and for the organisation 
a technical background sufficient to understand the technologies and technical issues involved, to be able to anticipate and identify critical technical obstacles and to make accurate technology decisions 
The project manager also must be able to: 
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 
Role and responsibilities: 
1. Define the project management process to be applied to the project.

2. Select team members.

3. Prepare project plan and obtain management approval of the project plan.

4. Assure that all team members understand their roles and accept their responsibilities. 
5. Apply project resources, according to the approved project plan. 
6. 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. 

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. 

Job Description
Title: ProjectManager
Reports to: Sales and Marketing Director, Newtown.
Based at: Sparkly New Products Co Ltd, Technology House, Newtown.
Job purpose:
To plan and carry out Project Management activities, so as to maintain and develop team members to major projects and accounts and specifiers, in accordance with agreed business plans.
Key accountabilities:
defining, planning, tracking and managing the project 
identifying key resources and providing the direction required for meeting the project 
ensuring appropriate management, customer and supplier involvement throughout the life of the project 
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 
Key Roles 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. 
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. 
Skills required:
An ability to lead and motivate people and encourage team work 
An ability to communicate effectively with senior management 
Clear vision of what determines a successful product for the customer and for the organisation 
A technical background sufficient to understand the Technologies and technical issues involved, to be able to anticipate and identify critical technical obstacles and to make accurate technology decisions 
If you think you have the profile to work with us, please don’t hesitate to send your CV to our e-mail hr@contact.com.au. 
Read the question carefully. You are required to draw up an advertisement or job description to recruit a project officer / coordinator who will be reporting to the Project Manager.
Project 2 
Design a responsibility assignment matrix template that can be used on any project to help determine each individual’s role and responsibility within the project. 
Responsibility Assignment Matrix Template
	Responsibility Assignment Matrix (RAM) using the RACI Format
The RACI chart illustrates the connection between work activities that need to be accomplished and the project team members.
	Task/Person
	
	
	
	
	
	
	
	Activity
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	Code:
	Stands For:
	This Person Is:
	R
	Responsible
	Responsible for performing the task or creating the document
	A
	Accountable
	Accountable and has sign-off authority for the task, such as the project manager, sponsor, technical lead
	C
	Consult
	Providing expertise, advice and support to the person responsible for the task or document and others
	I
	Inform
	Informed of task progress or results, usually by the person responsible
Satisfactory
Design a generic training needs analysis template. Include a list of questions that you would ask your team members when determining training needs. 
	Behaviour or competency
	Employee 1
	Employee 2
	Employee 3
	Employee 4
	Employee 5
	Employee 6
	Employee 7
	Skill/Competency 1
	
	
	
	
	
	
	
	Skill/Competency 2
	
	
	
	
	
	
	
	Skill/  Competency 3
	
	
	
	
	
	
	
	Skill/  Competency 4
	
	
	
	
	
	
	
	Skill/Competency 5
	
	
	
	
	
	
	
	Skill/Competency 6
	
	
	
	
	
	
	
	Skill/ Competency 7
	
	
	
	
	
	
	
	Skill/Competency 8
	
	
	
	
	
	
	
	Skill/Competency 9
	
	
	
	
	
	
	
	Skill/Competency 10
	
	
	
	
	
	
	
	Total (H)
	
	
	
	
	
	
	
	Total (M)
	
	
	
	
	
	
	
	Total (L)
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	Average
	
	
	
	
	
	
	
Instructions/ Guide:
Identify the core skills/ competencies/ behaviours required for the population of employees you are conducting the needs analysis.
Then using the scale:
High (H) – effective at this
Medium (M) – some development needed
Low (L) – significant development needed
Not applicable (N) – for the role
Rate each person for each skill. This then gives you not only who need what, but the priority, Low first – Medium next.
Where are the list of questions?
Develop a template and list of questions that you could use to help manage the project team and stakeholders. 
ATTACHED
The attached answer for Project 2.3 is irrelevant and not acceptable.
The question requires you to develop a template and list of questions….
The questions should be relating to managing your project team and stakeholders so you need to create a checklist kind of a template.
Your table should look like this:
	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.
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
Design and develop a template that you could use to undertake a project team review. Include a list of questions that would assist you in obtaining sufficient and accurate data. 
ATTACHED
The attached answer for Project 2.4 is irrelevant and not acceptable.
Your table should look like this:
	Project team review
	Review slippages on project stages 
	Project stage:
Planned date:
Actual date:
Notes on schedule issues: