MASTER OF BUSINESS

ADMINISTRATION

Project Management

Assignment No. II -2: Project Human

Resources Management Plan

Prepared by:
Tawfik AbdelMajeed Aydieh

December, 2017
 TABLE OF CONTENTS
1.0 Overview .................................................................................................................... 3
1.1 Purpose .......................................................................................................................... 3
1.2 Scope .............................................................................................................................. 3
2.0 Roles and Responsibilities ........................................................................................... 3
3.0 Project Organization ................................................................................................... 7
4.0 Responsibility Matrix .................................................................................................. 7
5.0 Staffing Management ................................................................................................ 12
5.1 Staff Acquisition ........................................................................................................... 12
5.2 Staff Release ................................................................................................................. 12
5.3 Resource Calendars ...................................................................................................... 12
5.3.1 Staffing and Holidays .................................................................................................... 14
5.3.2 Change of Key Personnel/ Sub-consultants ................................................................. 14
5.4 Staff Training and Development .................................................................................. 14
5.4.1 Project Orientation ....................................................................................................... 14
5.5 Staff Tracking and Management .................................................................................. 15
5.5.1 Performance Reviews ................................................................................................... 15
5.6 Recognition and Rewards ............................................................................................. 15
5.7 Facilities and work environment .................................................................................. 16
5.8 Staff welfare policy ....................................................................................................... 16
5.8.1 Roles of Responsibility ................................................................................................. 16
5.8.2 Information, advice and support ................................................................................. 17
5.8.3 Monitoring, evaluation and review .............................................................................. 17

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1.0 Overview
1.1 Purpose
The purpose of the Human Resources Management Plan is to achieve project success by
ensuring the appropriate human resources are acquired with the necessary skills,
resources are trained if any gaps in skills are identified, team building strategies are
clearly defines, and team activities are effectively managed.

1.2 Scope
Human resources management is an important part of the Project. The human resources
management plan is a tool that completes the management of this project’s human resource
activities throughout the project till completion. The human resources management plan
includes:
 Roles & responsibilities of the project key personnel (Job Description)
 Project organization charts
 Staffing management plan to include:
 Timeline for resources/skill sets
 Training required to develop skills
 How performance reviews will be conducted.

2.0 ROLES AND RESPONSIBILITIES

Each Project personnel must clearly understand their roles and responsibilities to ensure
the successful performance. The following project key personnel roles and
responsibilities have been established:

Project Manager

The Project Manager will provide strategic leadership and direction to the project team
during the design planning, development and delivery phases of the project, ensuring
leadership at all times for the design delivery strategy, planning, administration, cost and
time management for completeness and constructability, with absolute priority for the
delivery of the highest safety and quality standards.

The Project Manager has overall authority in the determination of all matters affecting
the implementation and operation of the project.

Reports to: Principal-in-Charge

Supervises: Assigned Project Team
Contacts: Contacts are with all the ECG management levels, Client officials, Contractor
(s) representatives, financial and professional groups as required by the
project contract. The project manager will represent ECG officially in its
relation with the Client, other Client’s consultants and contractors.

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Specifically, the PM is responsible for:

 Overall management and coordination of the project

 Coordinating design review meetings
 Directing the Project Team as required assuring technical adequacy both at home
office and site office
 Approving all issues of the design documents
 Ensuring that project tasks are performed on time, determining the causes of any
deviation and deciding appropriate remedies in cooperation with the Project
Engineer and TLs.
 Project Monitor and Control in respect to time and budget.
 Preparing monthly progress reports
 Maintaining Project Master Files
 Ensuring that the project’s personnel are adequately trained, qualified and
familiarized with the project requirements
 Approving all costs charged to the project
 Taking corrective actions through the assigned project personnel as required.

Project Engineer

Reports to: Project Manager

Supervises: Team Leaders
Contacts: All project team members

The Project Engineer Supports the Project Manager with the establishment of the project
delivery strategy, planning, administration, schedule and cost control, engineering
submittals for completeness and constructability, management and coordination of all
parties involved. Manages the day-to-day operational and tactical aspects of the works.
Provides leadership and direction to the project team and Sub-consultant during the
design phases of the project

The Project Engineer (PE) is responsible for the overall engineering activities, as provided
in ECG’s scope of work, during the design stage as well as the construction management
stage.

Specifically, the PE is responsible for:

 Establishing and maintaining coordination channels between project team members

 Assisting PM in overall management of the project and coordinating the engineering
activities.
 Maintains liaison between all personnel assigned to the project to assure mutual
understanding and agreement on all phases of the work as defined by the contract
and to assure continuity of job progress and design.

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 Gathering and disseminating project data and information to all concerned project
members
 Following up design review, amendment and issuance of tender documents
(drawings, specifications and bill of quantities) prepared by the project teams.
 Assisting the PM in the preparation of progress reports and updating of schedules
and budgets
 Assisting the PM in the preparation for technical review meetings
 Assisting the PM in compiling and maintaining complete project documentation
 Responsible for proper distribution of correspondence and drawings issues to all
concerned.

Team Leader

Reports to: Project Manager

Supervises: Assigned team members
Contacts: All project team members

The Team Leaders (TLs) are responsible for the engineering works of the project.

Specifically, each TL is responsible for:

 Preparing, reviewing, modifying and issuing drawings till tender stage, specifications
and material take-off list
 Verifying that approved procedures are adapted within his department and that any
necessary complementary procedures are established, implemented, reviewed and
updated as required
 Ensuring that all team members are adequately qualified and experienced to perform
the duties of their positions in the satisfactory manner
 Ensuring that all team members are familiar with Project procedures and contract
requirements and have ready access to them
 Representing the PM in meetings with the Client and other external parties for
matters related to area of expertise.
 Responsible to meet schedule and budget

Project Planner/ Scheduler

Reports to: Project Manager

Supervises: Assigned team members
Contacts: All project team members

To perform all the planning/scheduling activities that are required to be conducted for
the project.
Specifically, the Planning Manager shall be responsible for:

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 Reviews/prepares the design and tentative construction time schedules during
proposals phase.
 Reviews/updates, during the mobilization phase of the project, the originally
prepared milestone schedule in the proposal phase. Issue the revised milestone
schedule after approval by the Project Manager, to all key personnel of the project.
 Identifies with the assistance of the Project Manager the constraints between the
different project disciplines and the sequencing/timing of tasks for fulfilment of the
time schedule of the project.
 Issues the final form of the time schedule to the Project Manager.
 Updates the time schedule on bi-weekly bases reflecting the actual project status
(dates, percentage completion and actual man-hours consumption).
 Informs the Project Manager for any deviation from budget man-hours or scheduled
time, makes any necessary schedules and resources allocation adjustment.
 Reviews manpower allocation for the project, to be logically conforming to the
available employed manpower.

Project Quality Manager

Reports to: Quality Assurance and Audit Department Manager.

Supervises: Assigned Quality Auditors
Contacts: All project team members
Planning and managing quality audits to determine the conformity or nonconformity of
the quality system elements with specific requirements; to determine the effectiveness
of the implemented quality system in meeting specified quality objectives; to provide the
auditee with an opportunity to improve the quality system and to meet contract
requirements.
Specifically, the Project Quality Assurance Engineer is responsible for:

 Ensure familiarity of the Project team with the quality system requirements,
procedures and standards.
 Assists the PM in preparing Project Quality Management Plan
 Planning and managing quality audits to determine the conformity or nonconformity
of the quality system elements with specific requirements
 Defining the audit objectives and scope as well as the required auditor qualifications
to carry out such audits.
 Supervising the functions and activities of the auditors.
 Provide the auditee with an opportunity to improve the quality system and to meet
contract requirements.
 Following up the implementation of corrective actions based on the audit findings.

Technical Specifications Manager

Reports to: Project Manager

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 Supervises: Assigned team members
Contacts: All project team members

Technical Specifications Manager is responsible for the development and coordination of

the technical specifications for the entire project and ensuring that they include all the
specifications from the disciplines, specialists’, and sub-consultants.

3.0 PROJECT ORGANIZATION

In order to provide an efficient communication and controlling system throughout the
project, ECG has established an organization structure that provides maximum input
from the assigned team to the allocated scope of work and guarantees proper
coordination at the management level.

The PM in consultancy with Project Management Division Head, and COO establishes and
maintains a responsible and effective project organization that meets the Project
objectives.

This section provides a graphic display of the project tasks and team members. The Charts
depicts the project organization, lines of communication and authority, and the
relationship among the key professional and technical personnel.

The Chart also shows the role for the main personnel who shall provide the required
services, and shall perform their respective duties in accordance with the planned
schedule and budget. All members of the team shall remain responsible for quality and
conformity with international standards and practices.

Any proposed changes to project organizational charts, personnel roles and

responsibilities will be reviewed and approved by the PM as a first step. Change request
will be submitted to the Client's Approval. Changes will be proposed in accordance with
the project's change control process. As changes are made all project documents will be
updated and redistributed accordingly.

The Project Organization Chart is shown in Figure 3.1

4.0 RESPONSIBILITY MATRIX

The prepared detailed responsibility matrix defines different tasks and responsibilities
amongst main project parties.

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 Figure 3.1
International Airport Expansion Project
PROJECT ORGANIZATION CHART

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 Responsibility Matrix

RESPONSIBILITY MATRIX

SHARJAH AIRPORT

Design Consultant
AUTHORITY (SAA)
LEAD ARCHITECTURE AND ENGINEERING DESIGN SERVICES

PMC
Legend:
P ‐ Perform S ‐ Support RA ‐ Review/Approve RR ‐ Review/Recommend M ‐ Monitor

A PROGRAM / PROJECT RESPONSIBILITY

1 Project Technical Liaison RA P/RR P
2 Program Master Schedule RA P S
3 Consultants Project Schedule RA RR/M P
4 Program Budget ‐ Financial Reporting RA P S
5 Project Budget ‐ Financial Reporting RA RR/M P
6 Conform Contracts ‐ Consulting Services RA P -
7 Conform Contracts ‐ Construction Contracts RA RR P
8 Development of Quality Management System RA RR/M P
9 Development of Health, Safety and Environment Management System RA RR/M P
Implement centralized project electronic document management system and
10 RA P/RR P
establish policies and procedures.
11 Project Progress Report RA RA P
12 Program Progress Report RA P S

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13 Advise Employer on Procurement strategy RA P/RR P
14 Pre‐Qualification of Bidders RA P/RR P
15 Variations ‐ Consulting Services RA P /RR -
16 Contractual Claims ‐ Consulting Services RA P/RR -
17 Variations ‐ Construction Contracts RA RR P
18 Contractual Claims ‐ Construction Contracts RA RR P/RR
19 Letter of Acceptance P/RA P/RR S
20 Insurance/Bonds ‐ Overview and Management M M M
DESIGN AND RELATED SERVICES - refer to stages in Project Milestone
B
Schedule
1 Pre‐Design Phase ‐ with deliverables and stage approval RA RR/M P
2 Concept Design Phase ‐ with deliverables and stage approval RA RR/M P
3 Preliminary Cost Estimate RA RR P
4 Schematic Design Phase ‐ with deliverables and stage approval RA RR/M P
5 Elemental Cost Estimate RA RR P
6 Design Development Phase ‐ with deliverables and stage approval RA RR/M P
7 Developed Elemental Cost Estimate and Detailed Cost Plan RA RR P
8 Cost in Use and Life Cycle Cost Studies RA RR P
9 Design Alternative Cost Studies RA RR P
10 Value Engineering RA RR P
11 Buildability Assessment RA RR P
12 Material Sourcing / Sourcing Alternatives RA RR P
13 Authority Submissions, Approvals and NOCs M M P

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14 Advise on Procurement Strategy and Phasing RA P /RR P
15 Final Design Report RA RR/M P
16 Approved Baseline Budget RA RR P
17 Design Approval and Stakeholder sign‐off RA RR P
18 "Issue for Tender" Documentation ‐ drawings, models, specifications, data RA RR/M P
19 Pre‐Qualification of Bidders RA P /RR P

C Procurement Phase
1 Construction Tender Documents ‐ Compilation RA P/M P
2 Construction Tender Documents ‐ Issue P S S
3 Tender Queries, Clarifications and Addenda RA RR/M P
4 Release Technical Clarifications and Addenda P S S
5 Extension of Tender Submission Date RA RR P
6 Technical Tender Evaluation P/RA P/RR P
7 Commercial Tender Evaluation P/RA S S
8 Letter of Acceptance P/RA S S
9 Compilation of Conformed Contract for signature RA RR P
10 Issue of Conformed Contract for signature P M S
11 Project Insurance ‐ Review ‐ Issued prior to Commencement Date RA RR/M RR

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5.0 STAFFING MANAGEMENT
ECG shall define the qualifications of employees carrying out the work, affecting product
quality and principles of determination and satisfaction of training needs of employees
at organizational, occupational and individual level in the light of corporate strategies and
targets, to ensure understanding of importance and compliance of work by the
employees, and to determine how the employees could contribute to accomplishment
of the quality targets.

The purpose of the Staff Management Plan is to capture ‘how’ the Project Manager will
manage their staff resources throughout the project. The Staff Management Plan
ascertains that the project has sufficient staff possessing the correct skill sets and
experience to ensure a successful project completion.

The Staffing Management Plan is a live document showing the timeline for when
resources are needed and may be released, training for any resources if required
improvement in certain field, how performance reviews will be performed, and the
rewards and recognition system to be used. It provides a detailed breakdown of the
required resources for each project.

The Staffing Management Plan is required for controlling resources and related project
budget and being used as a baseline for monitoring project progress.

The staffing management plan includes the following:

1. Details of staff involvement during the project. This includes the following:
 Resource budget sheet per phase
 Resource budget sheet per discipline
 Detailed resource distribution schedule
2. Resource histogram and deployment schedule

5.1 Staff Acquisition

ECG uses a “task force” concept for the organization and management of the project.
Under this system a PM is given total responsibility for the project. The COO and Project
Management Division Head ensure the supply of qualified staff and personnel to work
for the PM. Personnel shall be deployed entirely upon their competence to fulfil the
specific roles to which they are to be assigned.

5.2 Staff Release

After the 1.9 year the project team will be released from the project.

5.3 Resource Calendars

The resource histogram below is used for the purposes of displaying the specific amounts
of time that a particular resource is scheduled to be worked on over a predetermined
and specific time period.

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OVERALL MANPOWER HISTOGRAM

Resource Deployment schedule

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 5.3.1 Staffing and Holidays
ECG shall maintain the appropriate number and type of staff and equipment on the site
to meet the required deadlines and workloads in accordance with the agreed schedules,
staffing, and approved programme of works. Holidays and other leave to be taken by key
personnel or other staff shall be scheduled to minimize disruption to the programme. For
key personnel taking extended leave (i.e. more than one week) ECG shall ensure that the
Client is informed in writing and that a suitably qualified replacement is designated to act
on their behalf.

5.3.2 Change of Key Personnel/ Sub-consultants

In the event ECG believes it is beneficial for the project to replace a key personnel/ sub-
consultant at the start of the project or during the course of the project, the Project
Manager will send a formal request to the Client stating the reason of replacement and
submitting the technical qualifications of the replacement, who shall have at least similar,
qualifications, for the Client's approval before proceeding with staff mobilization and/or
sub-consultancy agreements.

5.4 Staff Training and Development

The standard policy is to employ project personnel who have previous demonstrated
experience in working with similar projects.

For all training provided by the Project, the syllabus / needs will be defined in writing,
course notes will be provided and attendees will sign an attendance register.

ECG direct their Document Controllers to receive training on Electronic Document and
Records Management System (EDRMS). EDRMS training has been provided by the Client.

5.4.1 Project Orientation

The Project Manager shall ensure that the all project staff are familiarized with the
following:
 Project quality system as set out by project plans.
 Quality Management Procedure applicable to each Manager's work and duties
 Implementation of detailed Client procedures

 All newly assigned personnel to the Project shall be provided with:

 Orientation and awareness training; specifying the nature and critical success factors of the
Project;
 Awareness training of the Quality Management System (QMS); and, thereafter, prepared to
attend awareness training as deemed appropriate to their specific roles. Such awareness training
comprises standard format presentations covering Project Plans, procedures, and the like.

The orientation discusses the following topics:

 Background of the Project.
 Current Status of the Project.

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  Specific Job Duties and Expectations.
 Introduction to the project personnel.
 Overview of the Facility and Infrastructure.
 Overview of the Project Processes, including time reporting, attendance, and status meetings.
Review of Confidentiality and Conflict of Interest.

5.5 Staff Tracking and Management

Day-to-day management of the project staff is the responsibility of the PM. Performance
evaluations, performance issues and recognition, promotions, and disciplinary actions
are the responsibility of the PM.

5.5.1 Performance Reviews

The PM directs the activities of his project staff by assigning tasks and responsibilities and
by delegating the necessary authority to any key members of the project organization.
PM monitors performance to ensure that required directions are carried out. The PM
monitors staff members within the project and may request Projects Division Head
through the cognizant of Regional Manager and the Principal-In-Charge to request the
removal of any staff member who is not performing to the satisfaction. Projects
Management Division Head maintain frequent and close contact with the PM to ensure
that team members are responding properly to project direction.

The PM is responsible for ensuring that; performance appraisals are conducted using the
appraisal form based on the appraisal guidelines. The Human Resources Department
ensures the completion of this appraisal.

The PM will review each team member’s assigned work activities at the onset of the
project and communicate all expectations of work to be performed. The PM will then
evaluate each team member throughout the project to evaluate their performance and
how effectively they are completing their assigned work. Prior to releasing project
resources, the PM will meet with the Projects Division Head and provide feedback on
employee project performance. The Projects Division Head will then perform a formal
performance review on each team member.

5.6 Recognition and Rewards

Although the scope of this project does not allow for ample time to provide cross-training
or potential for monetary rewards there are several planned recognition and reward
items for project team members.

 Upon successful completion of the project, any team member who satisfactorily
completed all assigned work packages on time will receive a certificate of thanks from
the CEO.
 Team members who successfully complete all of their assigned tasks will have their
photo taken for inclusion in the company newsletter

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  Upon successful completion of the Project, a series of parties will be held to
celebrate the success of each team member with the team members' families
present.

5.7 Facilities and work environment

Adequate facilities and a suitable work environment will be provided to all project
personnel to ensure that employees are able to perform work in a safe and productive
manner.

The facilities provided will include depending on the phase of the project: offices,
equipment, vehicles, messing and supporting services, etc.

As the whole, ECG will determine, provide and maintain infrastructure needed to achieve
conformity to service requirements, which includes the following:
 Workspace and associated facilities
 Equipment (both hardware and software), and
 ECG has implemented and maintains a Procedure to manage the human and physical
Supporting services (such as transport or communication equipment).

Factors of the work environment that are necessary for achieving conforming service.
such factors include, but are not limited to:
 Safety and ergonomics;
 Light;
 Cleanliness
 Heat and humidity; and
 Space

5.8 Staff welfare policy

It is Company aim that each employee is satisfied and feel appreciated in his/her job, as
staff welfare and good results are closely connected.

The Company recognizes all their employees to be the most valuable resource and that
the health and welfare of all employees is essential in achieving the Company’s mission.
The wellbeing of all employees is of a primary concern by investing in the health and
welfare of employees the Company is investing in the efficiency and effectiveness of the
organization.

The company is committed to producing a caring and supportive working environment

which is conducive to the welfare of all employees, and which enables them to develop
towards their full potential.

5.8.1 Roles of Responsibility

A. All staff have a role to play with regards to their own health and wellbeing at work
and are advised to raise any matters of concern. Staff have a responsibility

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 to be sensitive and responsive to the welfare of other colleagues at work.

B. Staff who have a concern regarding their welfare should address this initially to
their line manager/supervisor or directly to HR, Employees Relations Section
Head.

C. Staff also have a responsibility to co-operate as far as possible with any initiatives,
recommendations, introduced in relation to their welfare and to follow any
guidance provided by company Employees Relations Section, Compensation &
Benefits Specialist.

D. The Company recognizes the importance of the professional relationship

between direct/line managers and staff, they have primary responsibility for the
welfare at work of the staff under their supervision. They should respond to staff
in a supportive manner taking into account their feelings and difficulties, in an
atmosphere of trust and confidentiality. They should provide support and ensure
all staff are treated in a fair, sensitive and confidential manner, at all times they
are to be aware of company welfare policy.

E. Human Resources, Employees Relations Section Head has a responsibility to

Management and individual members of staff. Confidential advice and support
will be provided to staff that have personal, family, medical or work related
problems with a view to assisting them to identify solutions. It is not the role of
the Personnel Section Head to provide ongoing counselling for staff, the role is
to:
 Provide quality listening and helping service, offering support and
information
 Intervene and facilitate where appropriate in assisting to resolve welfare
problems
 Signpost other areas of specialist support, information and advice.
 To assist with contacting external organizations medical/health
professionals and other relevant agencies and to maintain up to date
knowledge of welfare.

5.8.2 Information, advice and support

A. Information, advice and support will be provided through Human Resources
Welfare Officer, the range of information and advice available will include:
 Company policies and procedures relating to staff medical insurances and
welfare
 Legislation relating to health and welfare of staff
 Occupational health services/medical referrals

5.8.3 Monitoring, evaluation and review

A. The implantation of the policy will be subject to regular monitoring, evaluation,
and using effective indicator tools and will be strategically reviewed or modified
to as required in the light of changing circumstances.

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