ORGANIZATION PLANNING

STAFFING/HUMAN

Session Outcomes
At the end of the session the students will be able to .
P3 : Guided Response
Able to react and response in staffing and human resourcing.

Outline

Selecting and Organizing Staff

Directing and Motivating Project Staff
Technical Supervision for Staff
Inspiring, Nurturing and Promoting Professional
Development Opportunities for Staff
Performance Review of Technical Staff

INTRODUCTION
Selecting staff to work on each project is based on

availability and matching experience with the expertise

needed to carry out the scope of services.

Key staffing assignment have already been set in the

proposal and contract negotiation process.

SELECTING AND ORGANIZING PROJECT STAFF

Assembles the project staff for a start up meeting.
Discuss on the scope of work, services, schedule, budget and

other salient points related to successfully completing the

project.
Review the project work plan, hours and fee budget with each
staff person working on the project team.
Discuss other project goals (i.e. : s the project a high profile
project that will require extra effort? Is the project on a fasttrack schedule?)
Make additional staff meeting during the course of work to
keep the project on schedule and to communicate with the
project staff, keeping them informed of progress.

DIRECTING AND MOTIVATING PROJECT STAFF

DIRECTING AND MOTIVATING PROJECT STAFF

Selecting the project staff is an easier that directing and

motivating staff.
Give consideration to:
Be interested in each staff person assigned to the project.
Be personally sensitive to each member of the project team.
Gain respect of each member of the project team.
Smile and be friendly.

How to Win Friends and Influence People written by Dale

Carnegie in 1930.

TECHNICAL SUPERVISION FOR THE PROJECT STAFF

Monitoring the progress of the staffs work on each project.
In most cases, the project staff will be experienced with the

work at hand.
Experienced staff can let PM do more focus on monitoring cost
and schedule while observing that technical requirements are
completed.
Inexperience or less experience staff may required closely
direct the technical work.
Recommend project staff put in extra research on other similar
projects and develop skills needed to complete the work.
Any corrections that have been made by project staff need to
be verified that they have been made correctly.

INSPIRING, NURTURING AND PROMOTING

PROFESIONAL DEVELOPMENT OPPORTUNITIES
FOR STAFF
The personal professional development growth of each

individual in the office creates a synergistic effect on the firm

as a whole.
Every employee want to be succeed, therefore coaching is one
of the most useful method.
Employee should obtain professional development as possible
out each project.

Available options for individual professional development;

1.
2.
3.

4.
5.
6.
7.
8.
9.
10.
11.

Speaking opportunities for principals, project managers or

marketing staff.
Submitting projects for awards.
Training staff session on topics of interest to the individuals and
the firms needs (i.e. : computer software training, time management
seminars, irrigation equipment show and-tells).
Supporting memberships in professional organizations.
Firm-sponsored classes at universities and colleges.
Opportunities for client contact, especially for junior staff.
Opportunities to represent the firm at public meetings or project
interviews.
Speaking engagements.
Publication opportunities for articles about the firms projects.
On-site reconnaissance, especially out-of town travel.
Represent on commissions, boards, committees and other
community service opportunities.

PERFORMANCE REVIEWS OF TECHNICAL STAFFS

The PM may be the most qualified person in the office to

assess the performance of the firms technical staff.

The PM works with all of the staff and is normally well aware
of successful and unsuccessful performance.

Peer Review
Peer review is important for each employee of the
firm to establish professional development goals.
Salary increases are normally tied to peer reviews.
Most firm have a set approach and frequency for
carrying out performance reviews.
It involves a meeting with the staff person attended
by the project manager, a principal and the personnel
manager.

Peer Review (Continue)

The frequency of peer reviews varies from firm to
firm. 6 months are common, but up to a year may
also be satisfactory to provide proper direction for
technical staff.
PR should be kept upbeat and informal, making the
staff person feel as comfortable as possible.
Most firm use a personnel review form that is
normally filled out n advance of the peer review
meeting.

CONCLUSION
The initial meeting is very

important for organizing the

project staff.

Useful Reading
ROGERS, W. (1995). The Professional Practice of Landscape Architecture: A
Complete Guide to Starting and Running Your Own Firm. John Wiley & Sons, Inc.
Chapter 10, p. 355-360
The Chartered Institute of Building (1996). Code of Practice for Project
Management for Construction and Development, 2nd Edition. Addison Wesley
Longman Ltd with Englemere Services Ltd. Appendices, p. 114-116