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Australian Ideal College
Registered as Australian Ideal College Pty Ltd
RTO No.: 91679 | CRICOS Provider Code: 03053G
Sydney Campus: Level 7 & 8, 75 King Street, Sydney NSW 2000 Australia
Adelaide Campus: Level 3, 21-23 Rundle Mall, Adelaide SA 5000 Australia
Hobart Campus: GRD Floor, 116 Mu
ay Street, Hobart TAS 7000 Australia
T: +61-2-9262 2968 (Sydney) | +61-8-8123 5780 (Adelaide) | +61-3-6231 2141 (Hobart)
E: [email protected] | W: www.aic.edu.au
Australian Ideal College
Registered as Australian Ideal College Pty. Ltd.
ABN: 15 126 592 756
RTO No.: 91679 CRICOS Provider Code: 03053G
Campus: Level 8, 75 King St, Sydney NSW 2000 Australia
Tel: +61-2-9262 2968    Fax: +61-2-9262 2938
Email: [email protected] Website: www.idealcollege.com.au
Educating for Excellence
    Assessment Submission Sheet
    Course
    BSB50820 - Diploma of Project Management
    Unit Code
    BSBPMG534
    Unit Name
    Manage project human resources
    Assessor Name
    
    Student Name
    
    Student ID
    
    Date Due
    
    Please read and sign this assessment coversheet and submit it together with your assessment to your Assessor by the due date.
    Student Declaration
· I declare that the work submitted is my own, and has not been copied or plagiarised from any person or source.
· I have read the Plagiarism Policy and Assessment Appeal and Reassessment Policy in the Student Handbook and I understand all the rules and guidelines for undertaking assessments.
· I understand that by typing my full name in the student field this is equivalent to a hand-written signature.
· I give permission for my assessment material to be used for continuous improvement purposes.
    Student Signature
    
    Date Submitted
    
    Assessor Use Only
    Assessment Items
    Result
    Task 1
    Knowledge Questions
    S
    NS
    Task 2
    Project
    S
    NS
    Final Result for this unit
    C
    NYC
    Student Declaration: I declare that I have been assessed in this unit, and I have been advised of my result. I am also aware of my appeal rights.
    Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student, and I have provided appropriate feedback
    Signature
    
    Signature
    
    Date
    
    Assessor’s Comments
    
Task 1
Assessment Instructions
This is an individual assessment. This written assessment is one form of assessment that is used to collect evidence of competency for this unit.If you need help understanding any questions, ask your assessor to explain.
To be deemed competent you will need to successfully demonstrate the following:
You must submit:
Satisfactorily answer all the questions.
Procedure    
1. Identify four human resource management (HRM) methods, techniques and tools. Provide an example of each of the methods, techniques and tools you have identified, and
iefly summarise (max. 150 words per item) how and why these have been used.
Method 1: Selection and Recruitment In order to attract and hire qualified applicants for open positions inside an organisation, recruitment and selection is a critical HRM technique. Using job postings on numerous platforms, such as corporate websites or online job boards, to reach a large applicant pool is one example of a strategy utilised in this manner. These job postings include details on the duties, qualifications, and organisation of the position. The objective is to draw suitable applicants who fit the essential attributes and abilities listed in the job description. Because it guarantees that organisations have the appropriate people in the proper roles, this approach is crucial. HRM may link individual talents and credentials with organisational goals by efficiently recruiting and choosing individuals, improving performance overall.
Method 2: Performance Administration In order to evaluate and improve employees' performance inside an organisation, performance management is a methodical procedure. The performance assessment is a frequently used method in performance management, where supervisors assess and give feedback on an employee's performance in accordance with established criteria. This tool supports career growth and goal-setting by identifying strengths, shortcomings, and opportunities for progress. Due to its potential to foster employee development, incentive, and responsibility, performance management is crucial. Human resource management (HRM) may promote a culture of continuous development and promote both individual and organizational success by defining clear objectives, giving constructive criticism, and recognizing accomplishments.
Method 3: Educating and Developing A technique for improving an employee's knowledge, abilities, and competences is training and development. Conducting workshops or seminars on specific subjects related to job functions or organisational demands is one example of a tactic in this manner. Experts on staff or outside trainers can lead these seminars. This approach is essential since it fosters employee development and fills skill shortages. By making investments in training and development, HRM makes sure that workers have the skills and knowledge required to ca
y out their responsibilities successfully. Additionally, it helps with employee retention, engagement, and happiness since people feel encouraged in their professional growth.
Method 4: Employee Participation Employee engagement is the term used to describe how dedicated, enthusiastic, and committed people are to their jobs and the company. Employee surveys, which collect input on a variety of topics including job satisfaction, communication, and work environment, are one tool utilised in this strategy. The findings aid in identifying areas for development and in formulating plans to increase involvement. Because it has a direct influence on output, retention, and organizational performance, employee engagement is crucial. Employees are more likely to be motivated, creative, and devoted when they are engaged. By developing a healthy work environment, encouraging effective communication, recognizing and rewarding accomplishments, and offering chances for growth and development, HRM plays a critical role in encouraging employee engagement.
2. Identify, explain and give an example of a strategy that could be used to manage project human resources in each of the following situations:
a. Determining resource requirements
. Assigning responsibilities
c. Addressing a skills gap through learning and development
d. Overcoming shortfalls in performance
e. Motivating the team
f. Conflict resolution.
a. Determining resource requirements -
Strategy: Workforce Planning. Workforce planning is assessing the project's objectives, tasks, and scope to identify the precise roles and competencies needed to complete each one. It entails evaluating the present workforce and determining any resource shortfalls.
Example: The project manager conducts a workforce planning exercise to ascertain the resource needs in a software development project. They evaluate the technical specifications, deadlines, and deliverables of the project to determine the appropriate responsibilities, such as software developers, quality assurance testers, and project managers. The project manager can precisely estimate the number of workers needed to finish the project by taking into account the availability and abilities of the cu
ent team members and evaluating the necessity for additional personnel.
. Assigning responsibilities -
Strategy: RACI Matrix. An instrument for defining roles and duties within a project team is the RACI matrix (Responsible, Accountable, Consulted, Informed). It promotes accountability and makes sure everyone is aware of their responsibilities.
Example: A RACI matrix is made by the project manager to assign tasks in a building project. The project's many tasks, such as site preparation, foundation building, electrical installation, and plumbing, are described in the matrix. The roles of project manager (Accountable), site supervisor (Responsible), engineering consultant (Consulted), and project sponsor (Informed) are each given to different activities. This matrix makes it clear who is in charge of each task, who has to be contacted or informed, and who is ultimately responsible for the activity's effective completion.
c. Addressing a skills gap through learning and development -
Strategy: Training and Development Programs. By offering learning opportunities and expanding the knowledge and skills of project team members, the implementation of training and development programmes aids in closing the skills gap.
Example: The project manager of an IT project notices a knowledge gap in the team's comprehension of a new programming language needed for a particular module. They set up a training course for that programming language using either internal trainers or outside consultants. The team members take online courses, webinars, or seminars to advance their knowledge and expertise in the chosen field. With the help of this training and development programme, the team will have the skills it needs to finish the project and close the skills gap.
d. Overcoming shortfalls in performance -
Strategy: Performance Improvement Plans. A performance improvement plan (PIP) is a planned method for addressing and enhancing the performance of a single team member. It entails detecting performance gaps, establishing clear objectives, giving help and feedback, and keeping track of results.
Example: A team member repeatedly falls short of their sales goals in a sales endeavour. For such person, the project manager starts a performance improvement plan. They convene a meeting to go through the performance gaps, establish reasonable goals, and decide on the precise measures and assistance required to boost performance. To track development and offer direction, frequent check-ins and feedback sessions are planned. By utilising the PIP, the project manager collaborates directly with the team member to resolve any performance issues and assist them in reaching their goals.
e. Motivating the team -
Strategy: Recognition and Rewards. By praising their efforts, successes, and contributions, praise and prizes are powerful ways to inspire project teams. It develops a healthy team culture, uplifts morale, and fosters a sense of success.
Example: A recognition and incentives programme is put into place by the project manager for a marketing campaign. In project meetings, they routinely emphasise individual and team accomplishments and send thank-you notes to recognise extraordinary performance. Additionally, they develop a system of rewards where team members who surpass goals or exhibit extraordinary innovation are given cash bonuses or non-cash prizes like more time off or internal recognition. This approach of praise and awards encourages the group to work hard and improves engagement and job satisfaction.
f. Conflict resolution -
Strategy: Mediation and Facilitation. Techniques like mediation and facilitation are employed to resolve disputes and encourage fruitful talks between disputing parties, encouraging comprehension, collaboration, and the discovery of amicable solutions.
Example: Conflicts over design revisions occur in building projects between the architect and the contractor. The project manager mediates the dispute and a
anges a meeting for the parties. They offer a safe space for both parties to air their grievances and points of view. A solution that takes into account the needs and limitations of the project is found via open communication, active listening, and problem-solving dialogues. Conflicts may be efficiently resolved through mediation and facilitation, allowing the project to move forward smoothly and preserving a healthy working relationship among team members.
3. Identify three factors that should be considered when measuring individuals’ performance against agreed criteria.
Building projects can involve disputes between the architect and the contractor over design changes. The project manager sets up a meeting for the parties and resolves the conflict. They provide a secure setting where both sides may express their complaints and points of view. Through open communication, active listening, and problem-solving discussions, a solution is discovered that takes into consideration the requirements and constraints of the project. Through mediation and facilitation, conflicts may be effectively handled, allowing the project to move forward smoothly and maintaining a positive working relationship among team members.
Context and Individual Circumstances: When evaluating performance, it is critical to take the situational context and unique circumstances into account. An individual's performance may be impacted by a variety of variables, including the workplace, the resources available, the workload, and outside influences. The results of an employee's performance, for instance, may be impacted if they encountered serious difficulties or had access to few resources at a certain time. By taking the context into account, one may get a more complete picture of performance and avoid making unjust judgements based only on results without taking anything else into account.
Regular and Ongoing Feedback: Performance appraisals should not be the only way to gauge performance. Feedback must be given often and continuously if individuals are to make progress, find areas for growth, and get assistance. Feedback must be given promptly, precisely, and constructively, emphasising both positive aspects and areas that require improvement. Managers can quickly address performance concerns, give direction, and create chances for growth and development by giving employees regular feedback. Regular feedback also promotes an atmosphere of open dialogue and constant development.
    Overall, setting clear and pertinent criteria, taking into account the context and individual situations, and giving continuing feedback are necessary for evaluating people's performance against predetermined standards. These elements guarantee a fair and thorough appraisal of performance, enabling people to advance, contribute effectively, and coordinate their efforts with organisational objectives.
4.What is a root cause analysis?
    A root cause analysis (RCA) is a methodical procedure used to determine the root causes of an issue or occu
ence. The goal is to find the root or underlying reasons that contribute to the occu
ence of the issue, rather than only the immediate or obvious causes. Businesses may put effective co
ective and preventative measures in place to stop problems from repeating by comprehending and addressing the core causes. The following steps are often included in a root cause analysis process -
Problem Identification: Define the issue or occu
ence that requires study in detail. This might be a quality issue, a safety event, a process failure, or any other issue that needs to be looked into.
Data Collection: Obtain pertinent facts and statistics on the issue. This might entail reviewing incident reports, speaking with those involved, looking at paperwork, and any other information sources that can shed light on the issue.
Root Cause Identification: Analyze the data gathered to find the contributing elements and possible fundamental causes. Techniques like the 5 Whys, cause-and-effect diagrams (fishbone diagrams), and fault tree analysis can be used to do this.
Root Cause Validation: By critically assessing the evidence and making sure it is consistent with the facts and information available, confirm the validity of the identified root causes. This stage can need more research or consulting subject-matter experts.
Co
ective and Preventive Actions: Depending on the fundamental reasons found, develop and put into action the necessary remedial and preventative measures. These steps should immediately address the underlying reasons and work to avoid the issue reoccu
ing in the future.
Monitoring and Evaluation: Always keep an eye on and assess the results of the activities you've taken. This assists in making sure the issue has been fixed and identifying any new or developing problems that may need more study.
    Root cause analysis is a valuable tool for problem-solving and continuous improvement in various fields, including business, healthcare, manufacturing, and project management. It helps organizations move beyond addressing symptoms and enables them to address the underlying causes, leading to more sustainable solutions and improved overall performance.
5. Identify and explain two techniques for managing and improving individuals’ performance.
    There are several methods for controlling and enhancing people's performance. Here are two methods that are frequently employed-
Performance Feedback and Coaching - Giving people regular, constructive feedback on their performance as well as providing advice and assistance to help them advance are both parts of performance feedback and coaching. This method emphasizes open communication, defining concrete expectations, and making growth ideas that can be put into practice.
Managers or supervisors meet with team members on a regular basis to discuss performance, offer comments on strengths and areas for development, and create development goals. Feedback needs to be precise, delivered on schedule, and concentrated on actions and results. Coaching entails advising people on how to develop their abilities, face obstacles, and accomplish their objectives. This method fosters a culture of support, promotes personal development, and assists people in aligning their performance with organizational goals.
Example: The manager of a sales team regularly meets with each sales representative to discuss performance. The...