Using critical thinking, analyze the project management case study $($following these instructions$)$and review the human resource management component and including:

$1)$ how did human resource management played a role in the outcome.

$2)$ What are the human resource management aspects of the project. i$.$e$.$ recruitment and selection process, training and development, employee motivation and engagement, communication, conflict resolution, and performance management.

$3)$ What impact did human resource management have on the project.

$4)$ What were the challenges faced by the HR managers during the project and how did they addressed them.

CASE STUDY: New Manufacturing Facility Goes Online in Record Time and the company realized $33\%$of their projected return seven months ahead of schedule

Company $-$

A billion dollar manufacturer and marketer of beauty, personal care, and household products around the globe.

Challenge $-$

After completing a $28-$state search to identify a site for its new manufacturing facility in the US$,$the company sought to accomplish an ambitiously aggressive timeline of one year from groundbreaking to get a state$-$of$-$the$-$art, $475,000$square foot, $$60$million dollar manufacturing facility open and operational.

Solution$-$

The company$$s key executives sought out a dedicated program leader to ensure that all aspects of this highly complex, enterprise level strategic initiative were orchestrated as a coordinated effort. They turned to PM Solutions for a senior program manager who could meet these aggressive goals, translate the company$$s vision into a actionable plan, identify the right resources to involve, and coordinate all stakeholders toward the common goal. Just weeks after groundbreaking, PM Solutions$$senior program manager played a key role in unifying the program, minimizing confusion, improving communications among business units and senior leadership, building an awareness among team members on the strategic implications of the program, and establishing and managing the schedule to ensure that strategic milestones were being met.$$

Working with more than $20$senior internal leaders from over $25$corporate and site$-$level operating units, PM Solutions$$senior program manager fostered evolutionary change within the organization in terms of reducing barriers and building communication bridges between the different units. At the site level, PM Solutions$$senior program manager used lean manufacturing principles to assist in the translation of existing corporate policies to $$t the new manufacturing culture

Results $-$

The new manufacturing facility was delivered on time, beginning production one year after breaking ground. It normally takes up to $24$months for a facility of this size and complexity to open. Initially $120$new US$-$based jobs were created, and once the facility was operating at full capacity, $400$new jobs were created. This facility project was predicated on providing the company with organizational consolidation, an additional growth platform, lean manufacturing capability, overhead reduction, and added capacity at an expected savings in excess of $$12$million per year. Since the facility was able to be operational in just $12$months$,$ the company realized $33\%$of their projected return seven months ahead of schedule.

Based on this performance, PM Solutions remains engaged with this client helping to integrate specialized manufacturing units into the facility along with newly acquired product lines.