Planning process group & Resource Processes in it

Question	Answer
planning process group	group of processes to define the scope total effort, establish and refine the objectives and developing the plan to reach those goals. the project plan components and project documents are created in this process group. Depending on the project nature, these components and documents might need to be reviewed and updated regularly. The same might be needed when a great change occurs.
Ch 9 project resource management (Knowledge area)	It includes the processes to identify, acquire and manage the required project resources for its successful completion.
Resource definition	Resources are required to carry out the project tasks. They can be people, equipment, facilities, funding, or anything else capable of definition (usually other than labor) required for the completion of project activity.
´Project physical resources	Equipment, materials, infrastructure
Project team/personnel resources	People who will work on the project on an integrally or partially basis. They can be added or taken away from the project with its progress.
Essential concepts for project personnel resource management	The PM must invest efforts to acquire, manage, motivate and give autonomy to the project team. Although each one must have its role and responsibilities well defined, involving the team members in the decision process may be beneficial. Involving the team in the planning phase increases their knowledge in the processes and their commitment to the project
PM responsibilities in front of the team	To be a leader as much as the manager of the team (for that specific project), by creating an effective team as well as developing their skills, abilities and keep them motivated. The PM should know and fulfill the professional and ethical aspects of project management and ensure the team does the same.
Influential aspects in personnel resource management	- Environment - The geographic location of the team members - Communication - Organizational changes - Internal and external policies - Culture
Essential concepts for project physical resources management	To allocate and use physical resources in an efficient and effective manner in order to complete the project successfully. A short to midterm forecast is required to do that, as having excess or shortages may represent a risk to the project
Emerging tendencies and practices in resource management	There's been a shift from a controlling way to a more collaborative and supporting way to manage projects, especially because this kind of approach can increase resource optimization.
Emerging tendencies and practices in resource management: resource management methods	- Lean management, - JIT production - Kaizen - MPT (productive total maintenance) - Restrictions theory (TOC) To deal with scarcity resources. The PM should recognize whether or not the organization adopts one or more of these practices and adapt the project work plan to it.
Emerging tendencies and practices in resource management: emotional intelligence	The PM should invest in personal EI in order to improve his internal and external people skills
Emerging tendencies and practices in resource management: self-organizing teams	In this approach, the PM (who may be called PM or not) provides the team with the required environment and support for them to succeed and trusts their work. These kinds of teams are usually composed of generalist members who adapt to the environment and accept constructive feedback.
Emerging tendencies and practices in resource management: Virtual teams	This approach has many advantages, as you can have specialists as part of the project without the need to be geographically in the same location but it has also many challenges, such as communication, difficulties to share knowledge, experiences and monitor progress, different timezones
Process: 9.1 - Plan resource management Knowledge area: resource management	It's the process to define HOW to estimate, acquire, manage and use physical and personnel resources
Plan resource management benefits	To define the approach and effort level to manage the project resources based on its type and complexity, which also determine which project management plan components and documents are required. Effective resource planning should consider availability and competition for scarce resources, which can be obtained internally or externally and may affect significantly the project costs, schedule, risks, quality, and other areas.
Plan resource management inputs	- Project Charter - Project management plan (quality management plan and scope baseline) - Project documents (project schedule, requirements, risk and stakeholders' log) - EEFs -OPAs
Plan resource management inputs: stakeholders' log	Helps to identify those who have specific interest or impact on project resources or even those who may influence the usage of one resource to the detriment of other
Plan resource management tools and techniques	- specialized opinion - Data representation - Organizational Theory - Meetings
Plan resource management tools and techniques: Data representation	Usually, hierarchical, matrix or text-oriented graphics used to document and communicate the roles and responsibilities of the team members, guaranteeing that each work package has someone responsible for it and that everyone knows what they should be doing.
Data representation: hierarchical graphics	- WBS - OBS (organizational breakdown structure) - RBS ( resource breakdown structure)
Data representation: hierarchical graphics - WBS	deliverable-oriented hierarchical decomposition of the work to be executed by the project team which provides a holistic view of all areas in the project
Data representation: hierarchical graphics - OBS	The Organization Breakdown Structure groups together similar project activities or “work packages” and relates them to the organization’s structure. OBS (also known as Organizational Breakdown Structure) is used to define the responsibilities for project management, cost reporting, billing, budgeting and project control. The OBS provides an organizational rather than a task-based perspective of the project. The hierarchical structure of the OBS allows the aggregation (rollup) of project information to higher levels. When project responsibilities are defined and work is assigned, the OBS and WBS are connected providing the possibility for powerful analytics to measure project and workforce performance at a very high level or down to the details
Data representation: hierarchical graphics - RBS	hierarchal structure that is put into place for the purposes of illustrating and demonstrating the totality of the resources that current exist to the project team, and presenting this information in an organized fashion for easy recollection by all of those who may need it. The resources are broken down into categories as well as resource types that may be used in any and all resource leveling schedules, as well as to those that may be used for purposes of identifying needs in regards to human resources and staffing.
Data representation: Responsibility Assignment Matrix (RAM)	esponsibility against matrix represents a particular structure that relates the respective project’s organizational breakdown structure closely to the anticipated work breakdown structure for the purposes of assuring that each and every specific component of the anticipated work can be properly attributed to a responsible, capable, and willing team member or, if it is a substantial, multiple team members. Responsibility against matrix is helpful for the purposes of making sure that all components of the project are properly assigned and that resources are being used to their utmost advantage. RACI matrix is one example of RAM.
Responsibility Assignment Matrix (RAM): RACI (responsible, accountable, consulted and informed)	The RACI chart is a common type of responsibility assignment matrix that uses the responsible, accountable, consult and inform status to define the involvement of the stakeholders in doing project activities. It is a straightforward tool that avoids confusion among the team members over their roles and responsibilities during the project. Without RACI, the project management team will simply run into a lot of trouble. Basically, the tool lets everyone within the project team know the tasks that they need to complete with the right level of quality and at a specific amount of time.
Data representation: Text-oriented formats	most often used in position descriptions that indicate the resource’s responsibilities, authority level, competencies, and qualifications.
Plan resource management tools and techniques: Organizational Theory	It is useful for gaining insight into how people behave in teams and organizations. It is useful for learning how to motivate your team members.
Organizational Theory: Motivation Theories	- Maslow's Hierarchy of Needs - Theory X and Theory Y - Dual Factors theory - Acquired Needs - Proper rewarding
Motivation Theories: Maslow's Hierarchy of Needs	People have a certain priority of needs or motivations. The needs of one level need to be fulfilled before the person is motivated to attend to the higher level of needs. It is fluid and dynamic, meaning that a person can, depending on their external and internal circumstances, change their needs and therefore their basis for motivation. Since people are different and have different needs and motivations, it's important to match team members skills and personality types to the job.
Motivation Theories: Theory X and Theory Y	There are two kinds of ways of dealing with team members: You can use management Theory X, which assumes that people need supervision and need to be pushed into doing something. Theory Y, on the other hand, is where you assume employees are self-motivated and you just need to motivate them so that they pull themselves towards the goal. Theory Y acknowledges top layer of self-actualization needs, where Theory X assumes that people are just interested in satisfying their more immediate needs, either physical or social.
Motivation Theories: Dual Factors theory	People are motivated negatively by external factors such as the work environment. If you have a negative work environment, it will affect your performance. Therefore it is necessary to have a good external work environment in order to perform well. But it is not sufficient for good performance. Thus, external factors are the ones lower down in priority. Once these are fulfilled, people need something else, an internal motivation, in order to thrive in the workplace.
Motivation Theories: Acquired Needs	people are motivated by different things, namely achievement, affiliation, or power. Achievement-oriented people work best when they have challenging goals. Affiliation-oriented people work best when they work together with others in a team. Power-oriented people work best when they are organizing and influencing others.
Motivation Theories: Proper rewarding	People must be rewarded in such a way to motivate them to exhibit positive behavior and stop negative or undesirable behavior.
Proper rewarding: How to reward	-Recognize immediately or as soon as possible after the achievement, to encourage repetition of the behavior. - Reward behavior that you want that is better than the standard: You can recognize or acknowledge behavior that meets the standard, but a reward should be something extra given for extra effort. - Address undesirable behavior: This is crucial and controversial because if you do not address that behavior, others on the team that does perform well will become discouraged. However, criticizing someone’s behavior in front of others may decrease their motivation, so I find it best to talk to that person individually so that issues of esteem with regard to the group do not show up. One way to address people’s concerns about others on a team is to have an issue log. This lets the person know that their concern is being addressed. - Eliminate obstacles: If there is something in the environment, and not let’s say another person, who is causing a problem for the team, do what you can to eliminate that impediment.
Plan resource management outputs	- Resource Management Plan - Team Charter - Project Documents Updates (assumptions log and risk log)
Plan resource management outputs: Resource Management Plan	It contains the guidelines and procedures for doing all of the other processes in the resource management knowledge area. It's composed by: - Resources Identification - Acquiring resources - Roles and responsibilities - Project organizational charts - Training - Team development - Project team resource management - Recognition plan - Resources control
Resource Management Plan: Resources Identification	Methods for identifying and quantifying team and physical resources needed on the project
Resource Management Plan: Acquiring resources	Guidance on how to acquire the team and physical resources for the project.
Resource Management Plan: Roles and responsibilities	listing the roles, authority levels, responsibilities, and competencies of various members of the project team
Resource Management Plan: Project organizational chart	This graphically displays the reporting relationships among project team members. It's a preliminary version of the RBS
Resource Management Plan: Training	Lists the training strategies for team members
Resource Management Plan: Team development	Methods for developing the project team from a collection of individuals into a cohesive group working towards the same objectives
Resource Management Plan: Project team resource management	Guidance on how project team members should be defined, staffed, managed, and eventually released
Resource Management Plan: Recognition plan	Which recognition and rewards will be given to team members, and when they will be given
Resource Management Plan: Resource control	Methods for ensuring adequate physical resources are available as needed. Includes management of inventory, equipment, and supplies throughout the project life cycle.
Process: 9.2 - Estimate Activity Resources Knowledge area: resource management	The process to estimate the team resources and physical resources (materials, equipment, and supplies) needed to perform the project. This process is coordinated with other planning processes, such as Estimate Costs and Estimate Schedule.
Estimate Activity Resources Benefits	To identify the type, amount and characteristics of the resources required to complete the project scope. It's performed throughout the project, as needed.
Estimate Activity Resources Inputs	- Project Management Plan (Resource management plan and Scope baseline) - Project Documents (Assumption log, Activity attributes, Cost estimates, resource schedule and risk log) - EEFs - OPAs
Estimate Activity Resources tools and techniques	- specialized opinion - Bottom-Up Estimating - Analogous Estimating - Parametric Estimating - Data Analysis - Project Management Information System (PMIS) - Meetings
Estimate Activity Resources tools and techniques: Bottom-Up Estimating	it consists of the estimation of the resources required for each activity and then aggregating all of these estimates into the level of work packages, control accounts, and then summary project levels.
Estimate Activity Resources tools and techniques: Analogous Estimating	It uses information regarding resources from a previous similar project. It is useful as a preliminary estimation when you have only completed the top few levels of the WBS because you need to have a complete WBS in order to do the more accurate, but time-consuming Bottom-Up Estimating technique
Estimate Activity Resources tools and techniques: Parametric Estimating	It uses information regarding resources from a previous similar project and applies statistical relationships between historical data and other variables which can be used to apply to the estimation of resources in the current project. This technique can be very accurate depending on how sophisticated is the data used to do the calculations.
Estimate Activity Resources tools and techniques: Data Analysis	The main data analysis technique used in this process is the alternatives analysis. There may be different options to accomplish a certain activity. These options may include various levels of resource capability or skills, for example. Alternatives analysis provides the best solution to perform the project activities within the defined constraints.
Estimate Activity Resources tools and techniques: Project Management Information System (PMIS)	This is the software tool (like Microsoft Project) used to help manage the resources on a project.
Estimate Activity Resources Outputs	- Resource Requirements - Basis of Estimates - Resource Breakdown Structure - Project Documents Updates (Activity attributes, Assumption log, Lessons Learned)
Estimate Activity Resources Outputs: Resource Requirements	This document identifies the types and quantities of resource required for each work package or activity. It is distinguished from these two other documents: Resource breakdown structure and Resource calendar.
Resource Requirements x Resource breakdown structure	RBS is a preliminary document that is an output of 9.1 Plan Resource Management which just lists the types of resources required for work on the project in general. Resource requirement, the output from process 9.2 Estimate Activity Resources, takes this further in two ways: it lists not only the types of resources but also the quantity needed.
Resource Requirements x Resource calendar.	Resource Calendar identifies the working days when each specific resource is available. This can be done at the level of the project in general, or it can be updated as a result of the process 9.2 Estimate Activity Resources to the level of the work package or activity.
Summarizing: Resource Requirements x Resource breakdown structure x Resource calendar.	RBS answers the question of “what” when it comes to resources required for the project, the resource requirements add the answer to the question “how much”, and the resource calendar adds the answer to the question “when”.
Estimate Activity Resources Outputs: Basis of Estimates	it is important to keep track of how the estimation came about so that it is clear how the resource estimate was derived. That can include items like: - Methods used to develop the estimate - Resources used to develop the estimate, particularly information from previous similar projects - Assumptions associated with the estimate (these will go in the project document called the -Assumption Log) - Known constraints (from other knowledge areas, such as schedule, budget, scope, risk, etc.) - Range of estimates (usually expressed in terms of a plus or minus percentage) - Confidence level of estimates (for example, a 90% probability of being able to obtain the resources within a given cost estimate) - Documentation of identified risks influencing the estimate (these will go in the risk log)

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