Realising Project
Benefits
Staff Management Plan
Acknowledgements
The contribution of the following individuals in preparing this document is gratefully acknowledged:
Kathy Kuryl, Maria Jeffries, Kath Noyes
DOCUMENT ACCEPTANCE and RELEASE NOTICE
Version 1.0 of the Realising Project Benefits Staff Management Plan. The Staff Management Plan is a managed document. For identification of
amendments each page contains a release number and a page number. Changes will only be issued as complete replacement. Recipients should remove superseded versions from circulation. This document is authorised for release once all signatures have been obtained.
PREPARED: _____________________________________ DATE: ___/___/___ for acceptance Carol Bond, Project Manager)
ACCEPTED: ______________________________________ DATE: ___/___/___ for release Kathy Kuryl, Project Sponsor,
Realising Project Benefits
Staff Management Plan
1 Purpose
This document details the staff management plan for the Realising Project Benefits Project.
2 Scope
The plan identifies the process and procedures used to manage staff throughout the Project’s life. The plan describes the staff requirements and acquisition processes and staff transition arrangements.
3 Staff Management Approach
3.1 Staffing Assumptions and Constraints
• All project staff will be located on-site at the project
• There are staff within IAPPU available to transition-in to the project when required
• Project staff are willing and able to undertake training to develop the knowledge and skills required to undertake the project activities
• Where additional resources and/or specialist skills are required, these skills can be acquired externally via out-sourcing or contracting-in.
3.2 Staff Acquisition
Project Staff will be drawn from the pool of operational staff within the Sharing Better Practice Team from Inter Agency Policy and Projects Unit.
Staff assigned to the Project will operate under the direction and supervision of the Project Manager in relation to their responsibilities within the project.
The Project Manager will regularly liaise and consult with the Program Manager (Sharing Better Practice) in relation to:
• Level of participation
• Level of availability relative to other commitments/assignments within IAPPU • Issues relating to performance and leave.
A full work breakdown structure for the resource development in Stage 2 of the Project will identify staffing requirements for specific Outputs including time allocations. Project staff comprise the Better Practice Services Team. The Team comprises five staff including:
3.3 Roles and Responsibilities
The Project Manager is responsible for output delivery and will negotiate staff availability with the Program Manager, Better Practice. Once staff are assigned to a Project task the Project Manager will take full responsibility for supervision and quality assurance of the work.
Planning and Project Establishment:
Project Manager Coordinate and undertake planning documentation
Project Sponsor Approve planning documentation Project Team Input to project planning at
scheduled meetings Professional
Development Series
Project Manager Negotiate content, dates and other requirements. Develop marketing information
Administrative assistant
Book resources. Assist where required.
Resource Development Project Manager Supervise
Project Sponsor Designate staff, approve content Project Team
members including PM.
Develop content
Website Project Manager Identify and develop content
Project Sponsor Approve content Project Support
and Administrative Officer
Publish
3.4 Transition-in
Project tasks and progress against tasks are included at fortnightly Sharing Better Practice Team meetings. Team members attend Project events, receive status reports and are kept abreast of issues with the Project on a regular basis. This ensures that all Sharing Better Practice Team members are prepared to transition-into the Project as required.
As new staff join the Sharing Better Practice Team, the Project Manager will provide an orientation in relation to the Project, outlining the following topics:
− Background of the Project − Current status of the Project
− Specific responsibilities within the Project − Overview of project processes.
3.5 Transition-out
As staff exit the Project, the departing Project Officer will provide an update on the status of any incomplete tasks to the Project Manager. The Project Manager will assume or re-assign the departing Project Officer’s responsibilities.
3.6 Project Closure
Project staff will be reassigned to Better Practice Program work on completion of the Project.
4. Risks
A project risk management strategy has been developed for the project. Risks to the Staff Management Plan include:
• Other IAPPU work priorities taking precedence resulting in delayed project timeframes for delivery of outputs, which will lead to a delay of project benefits.
• Sickness of Project team members may impact on ability to complete tasks on time. This may require that work is reassigned. In some cases the scope of work may need to be reconsidered.
• Better Practice Program staff may leave and their expertise may no longer be available. Where there is no staff member to take on the work the scope may need to be reconsidered.
Conflict Resolution Processes.
Project Team members will be encouraged to express disagreement and provide suggestions for improvement. Where people can freely express concerns and know they will be listened to can be a creative environment. Where conflict cannot be resolved by the team sharing its opinion and is of a personal nature i.e between team members the Project Manager will listen to the issues and attempt to resolve them. Where this is not possible, will be discussed with the Program Manager. The team member may be reassigned. Where conflict is between the Project Manager and a team member it will be referred directly to the Program Manager. The Departmental guidelines will be followed where a grievance exists.
Team Building Processes
The Project Team will be built on the strength of existing Better Practice Team. Regular Team meetings include reports and discussions about the Project. The Team will also be asked to attend specific Project brainstorming sessions. This will build the Team understanding and commitment to the Project. Team building exercises also include informal engagements to celebrate specific life and work events.
Team Reward and Performance Management
Team members will be acknowledged both personally and by the community of practice. This will occur mainly around the resource development, where team members will be directly involved. Contributions are acknowledged in documents produced by the Project on second page, as per this document.
Departmental Performance Management processes will be undertaken. Team training needs are identified through this process.
