BSB514415-Certificate IV in Project Management Practice

BSBPMG515- Manage Project Human Resources

Assessment 1Student number: S40049513

Student: Ana Melisa Gomez

1. What tips can you give for analysing and reviewing projects to
identify improvements?

PLAN

The company completes a HRMP after receiving a

deposit.

(When, who, why, how,

what is considered,
communication, storage,
authorisation)

The Leader prepares the HRMP.

The head designer completes the plan through
consultation with the project team using the PMP
template.
The company manages its time to ensure the clients
objectives are achieved and own resources arent
wasted. Also to achieve our goal of reducing
production and sales time.
The HRMP is kept on the company server in project
file.
The HRMP uses Microsoft Project software to
establish a project schedule.
The schedule will capture deliverables which would
set up project tasks, project execution, resources
required, task duration times.
The HRMP is authorised by owners by e-mail or
signing up the PMP.
The HRMP is communicated to the team during a
team meeting and then a link to its file location is
emailed to the project team.
The HRMP is communicated to the contractors when
purchase orders are sent (By e-mail).

DO
(When, who, why, how,
what is considered,
communication, storage,
authorisation)

The HRMP is reviewed daily by the head decorator,

then the coordinator contacts the project team and
the contractors on a daily basis either by phone or e
mail, the project team advice of start and completion
details and the contractors complete a daily report
and e mail to the coordinator.

Then the Coordinator forwards all the activities to the

head designer who updates the Microsoft Project
schedule and resaves using that days date.
The schedule is closely monitored so that any
problems occurred can be rectified ASAP.
The Head Designer reports weekly to the Owners,
and within this report is the current status of the
project schedule.
All schedule communications and reporting in kept in
on the companys server in the project file.
CHECK
(When, who, why, how,
what is considered,
communication, storage,
authorisation)

The Head Designer reviews the schedule daily, and

compares the current progress with schedule
baseline. If there is any variance this will initiate a
Non-conformance and an investigation and
correction will happen immediately.
The Head Designer changes the schedule while
taking into consideration, the project time,
competition dates, milestone dates, quality, available
resources and costs.

2. What is the difference between coaching and mentoring?

There are many methods and techniques used for improving the performance of
staff and helping them to learn new skills. For example

Coaching: involves creating an optimum environment for learners to

perform to the best of their abilities.
Mentoring involves regular contact with a person in a similar or higher
position

Coaching and mentoring can overlap Coaching involves creating an optimum

environment for learners to perform to the best of their abilities. It allows the
learner to dissect a situation and discover their own solutions A coach does not
necessarily have to be in a similar role to that of the learner, though may well
be. Mentoring involves regular contact with a person in a similar or higher
position. The learner will be able to draw the experience of the mentor to help
them handle issues that arise in the work place

Focus
Role
Relationship
Source of influence
Personal returns

MENTOR
Individual
Facilitator with no agenda
Self selecting
Perceived value
Affirmation/learning

COACH
Performance
Specific agenda
Comes with the job
Position
Teamwork/performance

Arena

Life

Task related

3. How can you assign responsibility to team members?

Assigning responsibilities is important for achieving project outputs. You should
team a meeting to communicate responsibilities You should know who your
members are and what their skills are in so that you can assign them each
tasks. You should also know what order the tasks need to be done in and
communicate these responsibilities appropriately.
If you need to delegate responsibility you could advertise internally so that
people can volunteer themselves. This is a good way to ensure you get the
most motivated people for the position. Before the meeting you should know:

Who your team members are, what their skills are in

The individual tasks that need to be done
What order the tasks need to be done in
The method communicating responsibilities

You should create a plan of the project to communicate to team members.

Producing a Gantt chart e g using Microsoft Projects is useful to see how
interlinked. This is particularly useful to handle the changing requirements of a
project. You can then send team members a copy of your plan and how they fit
into it via email or hand out to people during the meeting. This way if there are
any problems with the tasks they have been given or the dates then they can
inform you in plenty of time.
Below is a chart that allocates the tasks to be completed to specific people
working on the project. Team member one has computer skills, while team
member two has marketing experience. A transcription specialist is used for the
transcribing of documents and project manager for recruiting and overseeing
the project. The light pink shaded boxes represent a team member allocated to
a task
4. Describe the negotiation process
Negotiating is the process where two or more parties engage in discussions
about the something. These discussions may involve compromises in
certain areas e g wages, level of authority, People may have different
communication and negotiation styles such as open and frank, indirect,
relationship pushy etc. When negotiating with different people you should be
about your body language and how you can use this to your advantage. You
should think about:

Pauses
Gestures
Bargaining

Eye contact
Length of response
Pitch and tone of voice

5. What are the qualities of a good leader?

To lead a team successfully you will need to demonstrate really good leadership
skills Leadership skills include.

Ability to inspire
Expertise
Confidence
Empathy

6. For an upcoming project of your choice, identify what human

resources will be needed for certain task, and what skill, abilities
and levels of experience are required. Remember you will need to
consider quality and timeframe requirement when planning human
resources.
Case 1
JOB DESCRIPTION
Supervisor
Promote leadership between internal
staff, implement sustainability in order
to become a policy
Reports to
Manager
Key responsibilities
Training staff
Implement the sustainability to
go Green
Training to become a
leadership
General responsibilities
Manage people
Make decisions
Communications skills
PERSONALSPECIFICATIONS
Skill
Communication skills
Training to become a
leadership
Managing people
Knowledge
Has the best knowledge of the
product line
He has many year experience
Is best described as hands on
Personal attributes
Is an effective coach for new
staff
Job title
Job scope

Punctual
Responsible

Case 2
JOB DESCRIPTION
Receptionist
Be the first person of call for all our
customers and stakeholders
Reports to
Office manager
Key responsibilities
Communicating staff availability
and current location
Answering all phone calls
Directing and assisting all
visitors
Maintain a safe and clean
environment
General responsibilities
Mail receipt
Updating the offices social
media site
Assisting administrative staff
PERSONALSPECIFICATIONS
Skill
Good communication skills
Team working skill
Good customer service skills
Good understanding of office
equipment
Good computer skills
Knowledge
Cert III of Administration
2 year experience in similar job
Personal attributes
Friendly
Punctual
Responsible
Job title
Job scope

7. Plan a group training and development session which ensures that

all workers are confident and able to do their jobs effectively and
safely.
Key Points

Training Aids/Tools

Time

tutor, outline structure,

Handouts showing session

10

explain "housekeeping."

structure

Learning Check

Introduction

Open session: introduce

Confirm that students

mins.

understand the session

format.

Recordings of positive and

negative customer calls.
Circle activity: ask each
trainee for a comment on
the recordings. What
words come to mind? How
well are the recorded
Employees need to be able

agents handling their calls?

to handle difficult
customers confidently.

Circle activity: ask each

trainee to share a negative

When customers feel that

call that they've

they haven't had a positive

experienced as a

interaction, they are more

customer, and to explain

likely to switch suppliers.

how they felt about it.

Check that each trainee

30

has given a response in

mins.

both activities.

Main Session

Run through the full call

process:

Answer call and

determine customer
Group activity: trainees

Check that trainees come

discuss how to assess

up with a variety of realistic

Gather customer

needs and information

responses.

information.

during the call.

needs.

Ensure that each trainee

Analyze customer's
emotion.

Pair activity: use role play

to practice difficult calls.

demonstrates one
60
mins.

successful interaction.

Key Points

Training Aids/Tools

Time

Learning Check

Introduction

Present solutions
based on customer's
needs.

Conclusion

Group summary activity:

students list the solutions
Summarize practical

that they found most

Check that each group has

methods of handling

effective, and why, on a flip

30

at least three responses on

difficult callers

chart.

mins.

their flip chart.

10
Wrap-up questions

Open question session

mins.

Check for questions.

evaluate the effectiveness

10

Collect a questionnaire

of the session.

mins.

from each trainee.

Pass out questionnaires to

Evaluation