Introduction

In the current project management era, the focus of project managers is increasingly tending

to the human aspects more than the technical and technological aspects. Indeed, project

managers need to possess soft - skills and a leadership style that increases employees’

motivation and has at its core effective communication (Tohidi & Jabbari, 2012). According

to the PMBOK 4th edition, “project human resource management” encompasses the

organization and management of the project team (PMI, 2021).

This evaluative report will briefly examine the human aspects or dimensions that characterise

the construction of the 100 - bed special purpose hospital by the firm Kiros Slonis (SA) on a

local government owned plot in a residential area to accommodate COVID - 19 patients. This

report will delve briefly into the HR plan, provide information about possible project- related

issues regarding key stakeholders, and discuss the risk management, change management,

and communication plans. It will not focus on the technical and automated aspects of the

project since it is not very relevant to this discussion. This evaluative essay will rely on the

PMI’s PMBOK best practices methodology to explain the processes and mitigation strategies.

This essay will first identify the human aspects of managing the project including possible

conflicts, mitigation measures, and the impact of arising issues on the overall success of the

project. It will conclude by providing evidence - based recommendations pertinent to this

particular project.

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The human issues arising in projects can be categorized as either being “lateral” or

“occurrence - based”. The former is subdivided into expectation, behavioural, operational,

and personal issues. And, the latter is categorized as team - related1, project - related,

stakeholder - related2, or project lead - related (Pillai, 2006). This project will be evaluated

along the lines of the stakeholders, project lead, and team - related issues3. The key issues in

this project are occurrence - based.

One of the key team - related issues that may arise in this project is managing a diverse

workforce since there are 20 - skilled workers who are drawn from different demographics,

cultures, and with varying levels of experience and ages. The construction industry, by

nature, is multi - cultural and the project manager (PM) is expected to be equipped to handle

these differences fairly and effectively. Moreover, the project team also includes

subcontracted workers who fall outside of the purview of Kiros Slonis SA; thus, the PM also

has to ensure that all project members work synergistically and that communication is clear

and concise. It is estimated that PM’s spend more than half their time managing conflicts and

these conflicts can be avoided, in some instances, or managed more effectively, when there is

effective communication (ibid.,).

A major challenge facing many of the team members will be the stress created, owing to the

ongoing health crisis which potentially will affect their personal welfare, their behaviour, and

performance on the job. Dealing with this will require the PM to exercise empathy, strong

leadership, and compassion while reinforcing the health safety protocols and measures to

keep the work site safe for vaccinated and unvaccinated team members.

1
This arises due to mutual conflicts within a team such as unbalanced skill levels
2
Stakeholder differences through power struggle for influence over the project
3
Differences arising between the PM and the team due to cost overrun, miscommunications, etc.,
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The key stakeholders in this project include the customer (assumed to be the government),

regulatory bodies, special interests groups, and the unions. Any major delays in the schedule

(low risk) or increase in the budget (medium risk ) beyond the procurement limit of € 10

million will prove problematic for the client as this project is time - constrained. To reduce

the chances of either of these occurring, the PM should ensure that the project schedule is

reviewed continually with the team and penalty clauses are implemented to prevent

subcontractor delays as these can adversely affect the outcome of the project. Moreover, the

PM should also hold joint risk reviews4 to ensure that stakeholders are aware of the risks

specific to each of them. For instance, the government regulatory bodies are responsible for

granting approval and different permits to ensure that the construction is successfully

undertaken. Indeed, special interest groups / unions which represent physicians or patients

especially in the midst of the pandemic will carry greater weight than normal.

The major risks in this project include activities that lead to increases in the time and cost

scheduling components and these are assigned a risk score of 5, for example, delays in

material procurement as a result of supply and chain management plans being delayed.

Moreover, the ever - increasing risk of COVID - 19 poses a constant threat to the completion

of the project on time (See tables 2, 3a, 3b in appendix). They are assigned a high risk score

of 4 / 5 with an associated probability of occurrence of 61% to 90% based on historical trends

and emerging data. Further, the associated medium - level risks associated with this project

include subcontractor delays and scheduling errors and these have an expected probability of

occurrence of 41 % to 60%. This estimate may rise as these risks are intricately linked to

4
A meeting to discuss the overall effectiveness of the project risk responses
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supply chain breakdown and COVID - 19. However, the project’s critical path has a duration

of 12 weeks, which is about half of the scheduled time for the project. Therefore, the project

has a total slack time of about 12 weeks; hence explaining why this is only a medium level

risk. The PM will hold regular meetings to update the project risk plan (as needed), the

change management plan, and to ensure that the mitigation activities are accomplished.

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 Conclusion

The focus of PM’s in the current project landscape is tending to the human aspects and

increasingly they (the PM) need to possess soft - skills in order to better steer the project to

successful completion. This analytical essay focused on the examination of the human

aspects. Additionally, it also focused on the roles and responsibilities of the most important

stakeholders, the major project risks and associated mitigation strategies, and the change

management plan. It drew its theoretical methodology from the PMI’s PMBOK best practices

manual.

The human aspects that characterize projects are lateral or occurrence - based, the latter best

typifying this project. The presence of a relatively large and diverse workforce further

complicates the project as the cultural dimension and varied personalities mean that the PM

has to function as a cultural manager. Moreover, the PM has to manage the increasing risk

posed by COVID - 19 and its impact upon the project team and the supply and logistics

chain, which both have the potential to derail the project by increasing the cost and

scheduling components of the project.

It is advisable that the PM conducts regular meetings focused on the progress of the project in

an effort to keep the key stakeholders apprised of the cost and scheduling aspects of the

project.

[Word count: 1057]

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 References

Eveld, R. J. (1981), ‘An overview of the regulatory process’, Project Management Quarterly,

12(2), 47–49. Available at:

https://www.pmi.org/learning/library/an-overview-regulatory-process-5745 (Accessed: 15

August 2021).

Pillai, M. P. (2006).Human side of project management’. PMI® Global Congress 2006—Asia

Pacific, Bangkok, Thailand. 1 - 3 June, viewed 15 August 2021.

< ​https://www.pmi.org/learning/library/human-side-project-management-7636 >

Project Management Knowledge (2021). Project Human Resource Management [Online].

Available at:

https://project-management-knowledge.com/definitions/p/project-human-resource-manageme

nt/ (Accessed: 11 August 2021).

Tohidi, H. & Jabarri, M. (2012) ‘Role of Human Aspects in Project Management, Procedia:

Social and Behavioral Sciences, 31 (3), pp. 837 - 840. DOI:

https://doi.org/10.1016/j.sbspro.2011.12.152 (Accessed: 12 August 2021).

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 Appendices

Table 1: Key Stakeholders

Stakeholder Possible Issue(s) Mitigation / Response

Client ● The client might be ● The PM should not
constantly pushing acquiesce to
for a lower cost and unrealistic demands
shorter timelines. and he / she should
stand firm in the face
of such adversity. A
constant review of
the budget and the
quality management
plan would be
beneficial in this
instance.

Regulatory bodies ● They might ● Limit meetings to

inadvertently hold up [mostly] persons
the project as they who are directly
are responsible for involved in the
the preparation of the project and ensure
Environmental that the PM is legally
Impact and versed in as much of
Assessments reports. the legislation,
policies, and
regulations required
(Eveld, 1981).

Special Interest Groups ● They will act almost ● Keep them informed
as lobbying groups on a need - to - know
for their members, basis.
especially in the
current health
situation.

Unions ● Will represent the ● Keep them informed

needs of the workers only on a need - to -
(Labor), etc., know basis.

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Table 2: Risk Assessment

Size: With a max budget of £ 10 million, this is a medium - sized

project.

Complexity: This project involves some unfamiliar work, a relatively small

team, and moderate complexity. The project is rated as medium
complexity.

Importance: This project is deemed as very important within the

organization.

Visibility: This is public facing and delivers a very important public

function.

Skill Levels

Project Manager PM has 10+ years of industrial experience

Agency Project Team About 60% of the SMEs have done a similar project.

Table 3a: Risk Probability of Occurrence / Risk Impact

Impact Description Example Natural Impact Score

Language Value
Expression
Schedule
adjustment > 55
An event that leads to project 2 months Cost of
failure (minimum achievement) Critical Variance
Cost impact
> 35% 5

Schedule 4
adjustment > Cost of
1 month Serious Variance
An event that leads to major
cost and scheduling increases Cost impact 4
> 25%

5
Score = 5 (91% - 99% range); 4 = (61% - 90%); 3 = (41% - 60% range); 2 = (11% - 40%); 2 = (1% -
10%).
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 Schedule
adjustment > 1
An event that leads to minor 1 week
cost and scheduling increases Minor Cost of
Cost impact Variance
> 10% 1

Table 3b: Risk Impact Assessment

Risk Level:
Risk Effect Response
Low (L)
Medium (M)
High (H)

L High impacting if it Review schedule

Unclear project schedule occurs and can with the project team
cause delays.

M High impacting and Escalate to project

can cause delays. sponsor and
Subcontractor delays implement the late
penalty clauses in the
contract.

Estimating / Scheduling errors M High impacting and Escalate to project

will affect schedule sponsor and put
and budget. forward a change
request

Delays in completion of critical M Will affect the cost Have an alternative

tasks and schedule. suppliers’ list.

Acts of God L High impacting Have back up

systems and
insurance coverage

COVID - 19 H Can completely Implement the

shut down projects prescribed health
guidelines and test
all employees
regularly.

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Table 4: Risk Management Plan - Role & Responsibilities

Project Manager ● Maintaining risk management plan

● Maintaining risk management database
● Providing risk management training
● Facilitating risk assessments
● Preparing risk briefings

Project Team ● Liaise with SMEs to suggest changes to the risk

management plan
● Ensure that mitigation activities are accomplished
● Report new risks to the PM

SMES ● Recommend to the PM changes to the overall plan

● Report new risks to the PM
● Participate in updates to the risk assessments

End Users ● Will participate through the SMEs.

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Sample Change Management Plan

Stage Stakeholder Changes Impacts Actions

Specification Client Changes to the Changes in Ensure that
design brief, construction specification
processes documents are
provided.

Design Engineers Incongruent Rework of Improved

drawings / drawing and control of
plans; site plans. design versions,
conditions are investigation of
missing; site, and better
changes in buildability in
regulations design.

Construction Contractor / Sub Non - Change orders; Better quality

- Contractor conformance design changes. control, control
with design; of operations,
value better document
engineering; coordination,
inclements and drawings.
weather.

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