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9.1.3.1 Human Resource Management Plan The human resource management plan, a part of the project management plan, provides guidance on how project human resources should be defined, staffed, managed, and eventually released. The human resource management plan and any subsequent revisions are also inputs into the Develop Project Management Plan process. Process: 9.1 Plan Human Resource ManagementDefinition: The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.Key Benefit: The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.Inputs Project management plan Activity resource requirements Enterprise environmental factors Organizational process assets   Tools & Techniques Organization charts and position descriptions Networking Organizational theory Expert judgment Meetings   Outputs 1.Human resource management plan

Process: 6.3 Sequence ActivitiesDefinition: The process of identifying and documenting relationships among the project activities.Key Benefit: The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.Inputs Schedule management plan Activity list Activity attributes Milestone list Project scope statement Enterprise environmental factors Organizational process assets   Tools & Techniques Precedence diagramming method (PDM) Dependency determination Leads and lags   Outputs Project schedule network diagrams Project documents updates

2.1.5 Enterprise Environmental Factors Enterprise environmental factors refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. Enterprise environmental factors are considered inputs to most planning processes, may enhance or constrain project management options, and may have a positive or negative influence on the outcome. Enterprise environmental factors vary widely in type or nature. Enterprise environmental factors include, but are not limited to:Organizational culture, structure, and governance; Geographic distribution of facilities and resources; Government or industry standards (e.g., regulatory agency regulations, codes of conduct, product standards, quality standards, and workmanship standards); Infrastructure (e.g., existing facilities and capital equipment); Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, legal, contracting, and  purchasing); Personnel administration (e.g., staffing and retention guidelines, employee performance reviews and training records, reward and overtime policy, and time tracking); Company work authorization systems; Marketplace conditions; Stakeholder risk tolerances; Political climate; Organization’s established communications channels; Commercial databases (e.g., standardized cost estimating data, industry risk study information, and risk databases); and Project management information system (e.g., an automated tool, such as a scheduling software tool, a configuration management system, and Project management information system (e.g., an automated tool, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems).