Assessment description
Using the workplace scenario (Max Lionel Realty) information provided separately and also in appendix 1, you will do/answer the tasks/questions regarding the project human resources management s
...
Assessment description
Using the workplace scenario (Max Lionel Realty) information provided separately and also in appendix 1, you will do/answer the tasks/questions regarding the project human resources management specified below. You will also need to discuss with your Operations General Manager (the assessor) throughout the process for approval.
If you have workplace documents you wish to submit instead of using the all or part of the tasks/questions:
· You must be the author of thesedocuments
· You need to map the workplace documents to the Assessment criteria. This mapping demonstrates your understanding of the assessmentcriteria.
· Your facilitator can provide you will details on the documentation you need to provide to dothis.
All tasks/questions in this assessment must be applied to your project (unless otherwise stated) and specific answers (not just theory) are required to show you can apply what you have learnt to your project – even if you do not currently undertake all aspects in your workplace.
Appendix 1 – Scenario
Max Lionel Realty
Max Lionel Realty (MLR), in order to build customer goodwill and satisfy its legal and ethical obligations, has decided to implement a program to:
● inform agents of legal and ethical obligations (particularly with respect to WHS and anti-discrimination legislation) and any standards or codes of conduct followed by theorganisation
● promotehighstandardsinprofessionalconduct(seeRealEstateInstituteofVictoria (REIV) Code of Conduct and relevantlegislation)
● inform clients, tenants and potential tenants of MLR’scommitments
● achieve employee and client buy-in forinitiative
You are an external consultant (from Ace Consultants) contracted to project manage activities to achieve the objectives above.
Quality standards for deliverables:
● clearly communicate legal obligations and REIVobligations
● contain as content or support company strategicdirections
● no grammar or spellingerrors
● professional but friendlylanguage
● fair and flexible delivery for intendedaudience
● meet audience requirements and sensitive to information needs, culturaldiversity.
Previous needs analysis for the project has uncovered characteristics and requirements of Residential and Commercial Agents and Clients:
Agents
Clients
Tenants
● under stress;time poor
● highly trained and competent in selling and managing real estate
● unaware of legal, ethical requirement.just want to please clients
● even if aware, have no idea how to apply to daily client practice
● cynical: e.g. ‘whydo I have to pay attention to MLR’s internal business? I just want themto
manage my property.’
● timepoor
● not sure of MLR obligations and commitment to best-of-breed client service and ethical practice, REIVcode ofconduct
● sometimes feel discriminatedagainst on basisof:
○ lifestyle
○ familystatus
○ cultural background
○ income, etc.
● unclear on overall strategic aims of MLR
● culturallydiverse.
● feel it’s the agent’s obligation to fill rental/lease properties according to client wishes: e.g. ‘Ichoose who lives in/leases my property’
● culturallydiverse.
● residential agents have been rude or insensitive onoccasion:
e.g. ‘you wouldn’t treat your rich clients or investment partners this way’
● do not feel they are adequatelyconsulted
● residential/commercial agents/clients have let themselves in without consultation
● inspectionsare sometimes unannounced.
Project conditions are as follows:
● Six to eight team members who must be utilised and budgeted for. Operations General Manager (the assessor) may be consulted with to determine composition of projectteam.
● The structure of the work should include roles for project sponsor, technical experts, quality assurance of deliverables, project manager (yourself) and roles and responsibilities for each team member to achieve the deliverables according to standards,etc.
● All resources must be costed and included in yourbudget.
● Budget:$15,000.
● You may determine your own specific deliverables so long as they are agreed with stakeholders (the assessor at this stage), meet project objectives, and adhere to budgetaryconstraints.
● Project timeframe to be determined by Operations General Manager (theassessor).
● Project should include design, development, implementation and evaluation stages (with periodic qualityreview).
● Project status reports are due at 25%, 50% and 75% of allottedtimeframe.
Assessment Tasks
Task 1: Plan Human Resources
1.1. Provide a Team Skills Matrix for your project team including the legend for the resources (first row) and the ratingmethod.
Task/Resource
??
??
??
??
??
??
??
??
??
??
Task A
Task B
Task C
Task D
Task E
1.2. For the schedule you produced for Manage Project Time, assign specific people or positions to each task consistent with the Team Skills Matrixabove.
1.3. Provide your project or organisation conflict resolution process. Provide an example where you resolvedconflict.
Task 2: Implement Personal Training and Development
2.1. Provide a Responsibility Assignment Matrix (RAM) for most stakeholders including the legend for these (resources in the first row) and the RAMmethod.
Task/Resource
??
??
??
??
??
??
??
??
??
??
Task A
Task B
Task C
Task D
Task E
Legend:
---------------------------------------------------------------------------------------------------------------
2.2.Provide one project team member performancereport:
· That links individual performance to the teamgoals
· Measures performance against an agreed criteria/ key performanceindicators
· Include performance improvement strategies and developmentplans.
Task 3: Lead the project team
3.1. Describe the tools and techniques would you use to develop your team. Why are these appropriate?
3.2.Give an example where individual or project team performance or morale was influenced by external or internalfactors.
· How was thisidentified?
· What remedial action did youtake?
3.3.Describe the tools and techniques you would use to manage the project team. Why are theseappropriate?
3.4.You have been told one of your critical human resources is not available for the time required – what would you do to minimise impact to the project if this resourcewas:
· Internal
· External
Task 4: Finalise human resource activities
4.1. Describe how the team is disbanded – how does this follow organisational policies and procedures?
4.2.List all human resource issues you may have experienced on the project (in the table below) including a recommendation for futureprojects.
Date
Description of
problem/opportunity
Recommended Action for
next time/project
Lesson Learnt
Raised By
Assessment description
Using the workplace scenario (Max Lionel Realty) information provided separately and also in appendix 1, you will do/answer the tasks/questions regarding the project human resources management specified below. You will also need to discuss with your Operations General Manager (the assessor) throughout the process for approval.
If you have workplace documents you wish to submit instead of using the all or part of the tasks/questions:
· You must be the author of thesedocuments
· You need to map the workplace documents to the Assessment criteria. This mapping demonstrates your understanding of the assessmentcriteria.
· Your facilitator can provide you will details on the documentation you need to provide to dothis.
All tasks/questions in this assessment must be applied to your project (unless otherwise stated) and specific answers (not just theory) are required to show you can apply what you have learnt to your project – even if you do not currently undertake all aspects in your workplace.
Appendix 1 – Scenario
Max Lionel Realty
Max Lionel Realty (MLR), in order to build customer goodwill and satisfy its legal and ethical obligations, has decided to implement a program to:
● inform agents of legal and ethical obligations (particularly with respect to WHS and anti-discrimination legislation) and any standards or codes of conduct followed by theorganisation
● promotehighstandardsinprofessionalconduct(seeRealEstateInstituteofVictoria (REIV) Code of Conduct and relevantlegislation)
● inform clients, tenants and potential tenants of MLR’scommitments
● achieve employee and client buy-in forinitiative
You are an external consultant (from Ace Consultants) contracted to project manage activities to achieve the objectives above.
Quality standards for deliverables:
● clearly communicate legal obligations and REIVobligations
● contain as content or support company strategicdirections
● no grammar or spellingerrors
● professional but friendlylanguage
● fair and flexible delivery for intendedaudience
● meet audience requirements and sensitive to information needs, culturaldiversity.
Previous needs analysis for the project has uncovered characteristics and requirements of Residential and Commercial Agents and Clients:
Agents
Clients
Tenants
● under stress;time poor
● highly trained and competent in selling and managing real estate
● unaware of legal, ethical requirement.just want to please clients
● even if aware, have no idea how to apply to daily client practice
● cynical: e.g. ‘whydo I have to pay attention to MLR’s internal business? I just want themto
manage my property.’
● timepoor
● not sure of MLR obligations and commitment to best-of-breed client service and ethical practice, REIVcode ofconduct
● sometimes feel discriminatedagainst on basisof:
○ lifestyle
○ familystatus
○ cultural background
○ income, etc.
● unclear on overall strategic aims of MLR
● culturallydiverse.
● feel it’s the agent’s obligation to fill rental/lease properties according to client wishes: e.g. ‘Ichoose who lives in/leases my property’
● culturallydiverse.
● residential agents have been rude or insensitive onoccasion:
e.g. ‘you wouldn’t treat your rich clients or investment partners this way’
● do not feel they are adequatelyconsulted
● residential/commercial agents/clients have let themselves in without consultation
● inspectionsare sometimes unannounced.
Project conditions are as follows:
● Six to eight team members who must be utilised and budgeted for. Operations General Manager (the assessor) may be consulted with to determine composition of projectteam.
● The structure of the work should include roles for project sponsor, technical experts, quality assurance of deliverables, project manager (yourself) and roles and responsibilities for each team member to achieve the deliverables according to standards,etc.
● All resources must be costed and included in yourbudget.
● Budget:$15,000.
● You may determine your own specific deliverables so long as they are agreed with stakeholders (the assessor at this stage), meet project objectives, and adhere to budgetaryconstraints.
● Project timeframe to be determined by Operations General Manager (theassessor).
● Project should include design, development, implementation and evaluation stages (with periodic qualityreview).
● Project status reports are due at 25%, 50% and 75% of allottedtimeframe.
Assessment Tasks
Task 1: Plan Human Resources
1.1. Provide a Team Skills Matrix for your project team including the legend for the resources (first row) and the ratingmethod.
Task/Resource
??
??
??
??
??
??
??
??
??
??
Task A
Task B
Task C
Task D
Task E
1.2. For the schedule you produced for Manage Project Time, assign specific people or positions to each task consistent with the Team Skills Matrixabove.
1.3. Provide your project or organisation conflict resolution process. Provide an example where you resolvedconflict.
Task 2: Implement Personal Training and Development
2.1. Provide a Responsibility Assignment Matrix (RAM) for most stakeholders including the legend for these (resources in the first row) and the RAMmethod.
Task/Resource
??
??
??
??
??
??
??
??
??
??
Task A
Task C
Task D
Task E
Legend:
---------------------------------------------------------------------------------------------------------------
2.2.Provide one project team member performancereport:
· That links individual performance to the teamgoals
· Measures performance against an agreed criteria/ key performanceindicators
· Include performance improvement strategies and developmentplans.
Task 3: Lead the project team
3.1. Describe the tools and techniques would you use to develop your team. Why are these appropriate?
3.2.Give an example where individual or project team performance or morale was influenced by external or internalfactors.
· How was thisidentified?
· What remedial action did youtake?
3.3.Describe the tools and techniques you would use to manage the project team. Why are theseappropriate?
3.4.You have been told one of your critical human resources is not available for the time required – what would you do to minimise impact to the project if this resourcewas:
· Internal
· External
Task 4: Finalise human resource activities
4.1. Describe how the team is disbanded – how does this follow organisational policies and procedures?
4.2.List all human resource issues you may have experienced on the project (in the table below) including a recommendation for futureprojects.
Date
Description of
problem/opportunity
Recommended Action for
next time/project
Lesson Learnt
Raised By
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