qr code reader java app download Figure 10-7 Human resource management has four processes in Software

Generator Code 39 Extended in Software Figure 10-7 Human resource management has four processes

Figure 10-7 Human resource management has four processes
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Planning for Human Resources
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This planning process is responsible for determining the needed program human resources in order to complete the program requirements This includes identifying and documenting the program s roles and responsibilities and reporting relationships based on the program roles This documentation of the roles can include both the internal and external roles that the program will rely on to complete the program work This process will rely on the identification of the program interfaces, which may include the functional units within the organization, such as the IT and finance departments The program interfaces should also be identified as the point of contact for the different domains, responsibilities, and reporting structures between the program and the leaders of the program interfaces A stakeholder analysis chart will help you identify the expectations of the program stakeholders In addition, a communication matrix may help identify who reports to whom in the program This program process also creates the staffing management plan Recall that this plan determines how program team members will be brought onto and released from the program in terms of conditions, milestones, schedules, and resource availability As changes within the program occur, this plan will likely need to be updated to reflect the new requirements, schedule, and demand for resources
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Acquiring the Program Team
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This execution process addresses the decision to use internal human resources, external human resources, or a blend of both The decision to use the internal and external resources is based on several program factors: Type of resource that is needed Availability of the needed resource Length of time the resource is needed Cost of an external resource Timing of the need for the resource Both internal and external resources present their own challenges for the program Internal resources require the examination of the resource pool for a resource with the competency and skill set the program requires If there s an internal resource, there are the negotiations between the program management, the resource, and the resource s functional manager to shift the resource to the program External resources have the complications of negotiating for cost and availability, and for incorporating the contracted resource as part of the program team membership Questions concerning the hiring of a contractor versus a new employee also need to be addressed It may be more cost-effective to hire a new employee for the program s duration than to procure a contractor The organization must also consider the advantages of retaining a resource that has the hands-on knowledge of creating a program deliverable to assist in the support of the deliverable once the benefits move into operations
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10: Program Knowledge Areas
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Developing the Program Team
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You want a program team that is competent, confident, and eager to work on the program This execution process tries to accomplish all of those goals by providing the training, experience, and opportunity for the program team member Developing the program team is an attempt to address any lack in competence in the program team that may be hindering the program s performance while also addressing benefits for the program team members career paths In other words, it s an opportunity to create a win-win for the program and the team member Team development is an ongoing process throughout the program As the team members roles and positions on the program team begin to diminish because their roles are nearing completion, team development tries to address their future assignments This means that team development will work with each program team member, the organization, and the program to usher him to new responsibilities in the program, in the organization, or in a supportive role for the program benefits and deliverables
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Managing Program Communications
Talk may be cheap, but it can be expensive in a program when a program manager fails to do it The program communications management knowledge area is about defining the information that s needed and then providing that information to the appropriate stakeholders at the right time and in the correct format Communication takes up a large slice of every program manager s time, so it s important to manage this knowledge area with full control This knowledge area, which has four processes as shown in Figure 10-8, is integrated into all of the other knowledge areas when you consider the information from each knowledge area that must be communicated to the program stakeholders both internal and external The old formula of N(N 1)/2 depicts the number of stakeholders in the program; you can save some time on your calculator and just accept that the larger the program, the more detail and communications you ll have to provide As changes in the program happen, and they will, you ll have to communicate on the status of the change, the health of the program, how the change has affected time and cost, and the impact of the change on all the other knowledge areas As a rule, it s mandatory to document program communications especially communications that result in promises and decisions You ll want a paper trail to the supporting details for the decisions that have been made in the program
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