2.

6 Project Human Resource Management

The following RACI chart shows the relationship between project tasks, project manager,
functional managers and team members.

Project Functional Public Marketing Logistic Technical

Manager Manager Relation strategies departme tdepartmen
departme departmen nt – t-project
nt – t – project project team
project team team member
team member member
member
Determine
A I C
specification
Determine
A I R
objective
Determine for
A I R C
staff allocation
Train staff (part
time event A I R
ambassadors)
Determine
program on that A I R
day
Invite potential
A I R C
customer
Prepare
decoration, food
A I R
and beverages
for launching day
Request for
techical A I R
equipment
Public Relationship Department – Project team member

Public relation leader is responsible for ensuring members of the team are adequately trained
to perform their respective tasks. Due to the relatively short life of the project, the public
relation leader shall decide to hire or allocate full-trained in-house real estate agents for the
project. He also can hire several part time event ambassadors to assist the real estate agent of
the event.

Technical Department – Project team member

The technical department is responsible to determine which technical equipment is needed for
the event before the event day. It has to determine how to get the techical equipment either
request from in-house or request funding support to rent it from sound system company. Before
the event, the members must ensure the sound system are functioning well to ensure the
programs on event day able to run smoothly.

2.6.2 Staffing
For the Stoneridge project, the project staff will consist of internal and external resources. The
project manager will discuss with the functional manager in order to identify and allocation of
resources in accordance with the project organisation. All the resources and expenditures must
be apporved by functional manager and project manager. The allocation of project team
member will depend on the skill and knowledges the have. A matrix organisation chart will be
form and organised as below:

Project Manager : Jie

Functional
Manager : Yu
Zhen

Public Relation Logistic Marketing Technical

Department: Department : Deparmtnet : department :
Khai Wei denny Sunny wendy

Staff staff Staff Staff Staff Staff Staff Staff

2.6.3 Training

The is no training schedule with regards to the Stoneridge project since the organisation has
allocated full-trained staff with required skill and knowledges. For the part timer and
ambassasors, they will be train on the event day before the launching begin.

2.6.4 Performance Review

The project manager will review each department team member’s assigned work activities at
the onset of the project and communicate all expectations of works need to performed. During
the planning of project, project manager able to evaluate the efficiency and effectiveness of
each team members. The Functional manager will review all the works of the department team
members before he or she released approval and providing feedback to team members after
meeting with project manager.

2.6.5 Recognisation and Rewards

After the finishing of project, there are few planned recognisation and rewards for the project
team members.

1) At the end of launching day, there will a photography session for whole project team
and will be included in company newsletter.
2) The top 3 real estate agent will be rewarded accordingly. The reward included:
Top 1: Air ticket to oversea
Top 2: Iphone Xs Max
Top 3: Cash reward worth RM 2,500
2.7 Project Communications Management

The first step of communications planning process is to identify the stakeholders of the
project. In launching of Stoneridge, its main stakeholder is it developer, Eco World
Development Group Berhad. It is a public listed company listed in Malaysia mainboard. It
owned more than 20 developments projects in total included new township, premium high-end
apartment, integrated commercial development and green business parks across three key
economic regions in Malaysia. (About Us, n.d.) Besides Eco World, suppliers such as event
planner and decorator, marketing team members, customers that invited to the event and inter-
group department are stakeholders of this project too.

Next, is select an effective collaborative communication tools for this communication plan.
The purpose of collaborative communication tools is to allow members of the project team to
communicate with each other on time to reduce misunderstanding during the process as face-
to-face meeting are not always feasible for every member. (Refer to appendix 1: Project
Communication Plan)

Besides that, meeting is another effective communication tool to be use in this project
communication management. There are 5 types of meetings could be form, including project
review meeting, techical design review, problem-solving meeting, status review meeting and
also project team status review meeting. (Refer to appendix 2: Type of meeting)

Lastly, a project report shall be done to documented the detail of meeting, action and
conclusion of the meeting that has been done. There are 2 types of project reports, which are
progress reports and final report. All the functional leader must submit progress reports to
project manager including current status of the project performance or problem or potential
problems and planned corrective actions for the problem in the progress report. For final report,
it normally will be done after the event by all the functional leaders to project manager. The
final report may include the customer’s original need, project objective, future consideration
and also a list of all deliverables provided to the customers. After received final reports from
functional leaders, project manager may deliver a presentation that conlude all the final reports.

In short, a poor communication is having huge impact in the project and create bottleneck. The
most common bottleneck occurs when all communication between the customer and parent
organization must flow through the project office.
Appendix 1: Project Communication Plan

Audience Information Method Frequency Who is

reponsible
Project team Detailed project Email Weekly Project
status Manager
Project team Collaboration – Meeting / Email As required Project
problem solving Manager
Project team Collaboration Meeting As required Project
Manager
Project team Determine Email As required Project
funding Manager
Eco World Detailed project Email Weekly Project
Development status and Manager
stakeholder
status
Functional Expenses Email As required Project
Manager approval Manager
Appendix 2 : Type of meeting

Method Objective Medium Frequency Audiences Responsibilies Deliverable

Communicator

Project Introduce Face to Once All Project Manager Minutes of

kick off the face stakeholders meeting,
meeting launching Agenda,
project and Project
team scope and
members, schedules
review the
objectives,
roles and
responsibil
ities of
team
members.
Problem Develop Face to As required Project team Project Manager Problem
solving good face / and project solving
meeting proble teleconfe manager approach,
solving rencing project
approach schedules
on the and status
launching and minutes
project of meeting