9. PROJECT RESOURCE MANAGEMENT

9. PROJECT RESOURCE MANAGEMENT

1. 9.1 Plan Resource Management

   • Process to estimate, acquire, manage, and utilize physical and team resources.
   • .1 Inputs
     • .1 Project charter
     • .2 Project management plan
       • Quality management plan
         • Helps define the level of resources that will be required to achieve and maintain the defined level of quality and achieve the metrics for the project.
       • Scope baseline
         • Identifies the deliverables that drive the types and quantities of resources that will need to be managed.
     • .3 Project documents
       • Project schedule, Requirements documentation, Risk register and Stakeholder register
     • .4 Enterprise environmental factors
       •  Organizational culture and structure,  Existing human resources,  Geographical dispersion of team members,  Personnel administration policies, and  Marketplace conditions.
     • .5 Organizational process assets
   • .2 Tools & Techniques
     • .1 Expert judgment
     • .2 Data representation
       • 1. Hierarchical charts: used to show positions and relationships in a graphical, top-down format.
         • 1.1 Work breakdown structures (WBS).
           • Show how project deliverables are broken down into work packages and provide a way of showing high-level areas of responsibility
         • 1.2 Organizational breakdown structure (OBS).
           • OBS is arranged according to an organization’s existing departments, units, or teams, with the project activities or work packages listed under each department.
         • 1.3 Resource breakdown structure.
           • Is a hierarchical list of team and physical resources related by category and resource type that is used for planning, managing and controlling project work.
       • 2. Assignment Matrix (RAM): Shows the project resources assigned to each work package and RAMs can be developed at various levels.
       • 3. Text-oriented formats: are known by various names including position descriptions and role-responsibility-authority forms; also can be used as templates for future projects. Example RACI Matrix
     • .3 Organizational theory
       • Provides information regarding the way in which people, teams, and organizational units behave.
     • .4 Meetings
       • Proactive correspondence, luncheon meetings, informal conversations including meetings and events,trade conferences, and symposia.
   • .3 Outputs
     • .1 Resource management plan
       • Provides guidance on how project resources should be categorized, allocated, managed, and released.
         • 1. Identification of resources. Methods for identifying and quantifying team and physical resources needed.
         • 2. Acquiring resources. Guidance on how to acquire team and physical resources for the project.
         • 3. Roles and responsibilities:
           • 3.1 Role. The function assumed by or assigned to a person in the project.
           • 3.2 Authority. The right to apply project resources, make decisions, sign approvals, accept deliverables, and influence others to carry out the work of the project.
           • 3.3 Responsibility. The assigned duties and work that a project team member is expected to perform in order to complete the project’s activities.
           • 3.4 Competency. The skill and capacity required to complete assigned activities within the project constraints.
         • 4. Project organization charts.
           • Is a graphic display of project team members and their reporting relationships. It can be formal or informal, highly detailed or broadly framed, based on the needs of the project.
         • 5. chartsStaffing management plan
           • Include : •Staff acquisition •Resource calendars •Staff release plan •Training needs. •Recognition and rewards •Compliance. •Safety
         • 6. Resource control:
           • Methods to ensure that adequate physical resources are available as needed (includes inventory management, equipment and supplies, etc.)
     • .2 Team charter
       • Document that establishes the values, agreements and operational guidelines of the team.
     • .3 Project documents updates
       • Assumption log
       • Risk register

2. 9.2 Estimate Activity Resources

   • Process of estimating team resources and the type and quantities of material, equipment, and supplies necessary to perform project work
   • .1 Inputs
     • .1 Project management plan
       • 1.1 Resource management plan
         • Defines the approach to identify the different resources needed for the project and the methods to quantify the resources needed for each activity
       • 1.2 Scope baseline
         • Identifies the project and product scope necessary to meet the project objectives.
     • .2 Project documents
       • Activity attributes
       • Activity list
       • Assumption log
       • Cost estimates
       • Resource calendars
       • Risk register
       • Resource Selection and Availability
     • .3 Enterprise environmental factors
     • .4 Organizational process assets
   • .2 Tools & Techniques
     • .1 Expert judgment
       • Include individuals or groups with specialized knowledge or training in team and physical resource planning and estimating.
     • .2 Bottom-up estimating
       • Team and physical resources are estimated
     • 3 Analogous estimating
       • Uses information regarding resources from a previous similar project as the basis for estimating a future project.
     • .4 Parametric estimating
       • Uses an algorithm or a statistical relationship between historical data and other variables to calculate resource quantities needed for an activity, based on historical data and project parameters.
     • .5 Data analysis
       • Is used to evaluate identified options in order to select the options or approaches to use to execute and perform the work of the project.
     • .6 Project management information system
       • Can include resource management software that can help plan, organize, and manage resource pools and develop resource estimates
     • .7 Meetings
   • .3 Outputs
     • .1 Resource requirements
       • Identify the types and quantities of resources required for each work package or activity in a work package and can be aggregated to determine the estimated resources for each work package, each WBS branch, and the project as a whole.
     • .2 Basis of estimates
     • .3 Resource breakdown structure
       • Is a hierarchical representation of resources by category and type.
         • Types:Skill level, Training level, Certifications required
         • Categories: Labor, materials, equipment and supplies
     • .4 Project documents updates

3. 9.3 Acquire Resources

   • Process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work.
   • 1 Inputs
     • .1 Project management plan
       • Resource management plan
         • Provides guidance on how to acquire resources for the project.
       • Procurement management plan
         • This includes information on how procurements will be integrated with other project work and stakeholders involved in procuring resources.
       • Cost baseline.
         • Provides the overall budget for the project activities
     • .2 Project documents
       • Project schedule, Resource calendars, Resource requirements and Stakeholder register
     • .3 Enterprise environmental factors
     • .4 Organizational process assets
   • .2 Tools & Techniques
     • .1 Decision making
       • That can be used in the Acquire Resources
         • Availability: Verify that the resource is available to work on the project within the time period needed.
         • Cost: Verify if the cost of adding the resource is within the prescribed budget.
         • Ability: Verify that the team member provides the capability needed by the project
         • Experience: Verify that the team member has the relevant experience that will contribute to the project success.
         • Knowledge: Consider if the team member has relevant knowledge of the customer, similar implemented projects, and nuances of the project environment.
         • Skills: Determine if the team member has the relevant skills to use a project tool.
         • Attitude: Determine if the team member has the ability to work with others as a cohesive team.
         • International factors: Consider team member location, time zone, and communication capabilities
     • .2 Interpersonal and team skills
       • 2.1 Functional managers: Ensure that the project receives the best resources possible in the required timeframe and until their responsibilities are complete.
       • 2.1 Other project management teams within the performing organization: Appropriately assign or share scarce or specialized resources.
       • 2.3 External organizations and suppliers: Provide appropriate, scarce, specialized, qualified, certified, or other specific team or physical resources
     • .3 Pre-assignment
       • When physical or team resources for a project are determined in advance, they are considered pre-assigned
     • 4 Virtual teams
       • Are groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face. The availability of communication technology such as email, audio conferencing, social media, web-based meetings, and video conferencing has made virtual teams feasible.
   • .3 Outputs
     • .1 Physical resource assignments
       • Records / Register the material, equipment, supplies, locations, and other physical resources that will be used during the project.
     • .2 Project team assignments
       • Records the team members and their roles and responsibilities for the project
     • .3 Resource calendars
       • Identifies the working days, shifts, start and end of normal business hours, weekends, and public holidays when each specific resource is available also specify when and for how long identified team and physical resources will be available during the project.
     • .4 Change requests
     • .5 Project management plan updates
       • Resource management plan.
       • Cost baseline
     • .6 Project documents updates
       • Are Lessons learned register, Project schedule. , Resource breakdown structure, Resource requirements, Risk Register and Stakeholder register
     • .7 Enterprise environmental factors updates
       • Are Resource availability within the organization, and Amount of the organization’s consumable resources that have been used.
     • .8 Organizational process
       • include the documentation related to acquiring, assigning and allocating resources.

4. 9.4 Develop Team

   • The process of improving competencies, team member interaction, and the overall team environment to enhance project performance.
   • . 3 Outputs
     • .1 Team performance assessments
       • This should also include identifying the appropriate or required resources necessary to achieve and implement the improvements identified in the assessment.
     • .2 Change requests
     • .3 Project management plan updates
     • .4 Project documents updates
       • 4.1 Lessons learned register: Is updated with information on challenges encountered and how they could have been avoided as well as approaches that worked well for the development of the team.
       • 4.2 Project schedule: Activities to develop the project team may result in changes to the project schedule.
       • 4.3 Project team assignments: When team development results in changes to agreedupon assignments, these changes are recorded in the project team assignments documentation.
       • 4.4 Resource calendars: Are updated to reflect the availability of resources for the project.
       • 4.5 Team charter: The team charter may be updated to reflect changes to agreed-upon team operating guidelines that result from team development.
     • .5 Enterprise environmental factors updates
       • Include Employee development plan records, and Skill assessments.
     • .6 Organizational process assets updates
       • Include Training requirements, and Personnel assessment.
   • .2 Tools & Techniques
     • .1 Colocation
       • Involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team.
     • .2 Virtual teams
       • C an use technology to create an online team environment where the team can store files, use conversations threads to discuss issues, and keep a team calendar.
     • .3 Communication technology
       • 3.1 Shared portal. A shared repository for information sharing .
       • 3.2 Video conferencing. Is an important technique for effective communication with virtual teams.
       • 3.3 Audio conferencing. The team using audio conferencing is another technique to build rapport and confidence within virtual teams.
       • 3.4 Email/chat. Regular communications using email and chat is also an effective technique.
     • .4 Interpersonal and team skills
       • 4.1 Conflict management: The project manager needs to resolve conflicts in a timely manner and in a constructive way in order to achieve a high-performing team.
       • 4.2 Influencing: Used in this process is gathering relevant and critical information to address important issues and reach agreements while maintaining mutual trust.
       • 4.3 Motivations: Providing a reason for someone to act
       • 4.4 Negotiation: Among team members is used to reach consensus on project needs also can build trust and harmony among the team members.
       • 4.5 Team building: Is conducting activities that enhance the team’s social relations and build a collaborative and cooperative working environment.
     • .5 Recognition and rewards
       • Rewards will be effective only if they satisfy a need that is valued by that individual.
     • .6 Training
       • Includes all activities designed to enhance the competencies of the project team members, also can be formal or informal.
     • .7 Individual and team assessments
       • Help project managers assess team members’ preferences, aspirations, how they process and organize information, how they make decisions, and how they interact with people
     • .8 Meetings
       • Are used to discuss and address pertinent topics for developing the team
   • .1 Inputs
     • .1 Project management plan
     • .2 Project documents
       • Documents as Lessons learned register. , Project schedule., Project team assignments, Resource calendarsand Team charter.
     • .3 Enterprise environmental factors
       • Include Team member skills, competencies, and specialized knowledge; and uu Geographic distribution of team members.
     • .4 Organizational process assets
       • Include include but are not limited to historical information and the lessons learned repository.

5. 9.5 Manage Team

   • The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.
   • 1 Inputs
     • .1 Project management plan
       • Provides guidance on how project team resources should be managed and eventually released.
     • .2 Project documents
       • Include Issue log, Lessons learned register, Project team assignments and Team charter
     • .3 Work performance reports
       • Are the physical or electronic representation of work performance information intended to generate decisions, actions, or awareness.
     • .4 Team performance assessments
       • Are actions can be taken to resolve issues, modify communication, address conflict, and improve team interaction.
     • .5 Enterprise environmental factors
       • Include but are human resource management policies.
     • .6 Organizational process assets
       • Include are Certificates of appreciation, Corporate apparel, and Other organizational perquisites.
   • .2 Tools & Techniques
     • .1 Interpersonal and team skills
       • Conflict management
         • 1.1 Withdraw/avoid. Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others.
         • 1.2 Smooth/accommodate. Conceding one’s position to the needs of others to maintain harmony and relationships.
         • 1.3 Compromise/reconcile. Searching for solutions that bring some degree of satisfaction to all parties to temporarily or partially resolve the conflict. This approach occasionally results in a lose-lose situation.
         • 1.4 Force/direct. Pushing one’s viewpoint at the expense of others. This approach often results to a win-lose situation.
         • 1.5 Collaborate/problem solve. Incorporating multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment. This approach can result in a win-win situation.
       • Decision making
         • Involves the ability to negotiate and influence the organization and the project management team
       • Emotional intelligence
         • Is the ability to identify, assess, and manage the personal emotions of oneself and other people
       • Influencing.
       • Leadership.
         • Is the ability to lead a team and inspire them to do their jobs well.
     • .2 Project management information system PMIS
       • Can include resource management or scheduling software that can be used for managing and coordinating team members across project activities.
   • .3 Outputs
     • .1 Change requests
       • Are processed for review and disposition through the Perform Integrated Change Control process
     • .2 Project management plan updates
       • Include Resource management plan, Schedule baseline ans Cost baseline.
     • .3 Project documents updates
       • Include Issue log, Lesons learned register and Project team assignments.
     • .4 Enterprise environmental factors updates
       • Input to organizational performance appraisals, and Personnel skill.

6. 9.6 Control Resources

   • The process of ensuring that the physical resources assigned and allocated to the project are available as planned
   • .1 Inputs
     • .1 Project management plan
       • Provides guidance on how physical resources should be used, controlled, and eventually released.
     • .2 Project documents
       • 2.1 Issue log.:is used to identify issues such as lack of resources, delays in raw material supplies, or low grades of raw material.
       • 2.2 Lessons learned register: Can be applied to later phases in the project to improve physical resource control.
       • 2.3 Physical resource assignments: Describe the expected resource utilization, type, amount, location, and whether the resource is internal to the organization or outsourced.
       • 2.4 Project schedule: Shows the resources that are needed, when they are needed, and the location where they are needed.
       • 2.5 Resource breakdown structure: Provides a reference in case any resource needs to be replaced or reacquired during the course of the project.
       • 2.6 Resource requirements: Identify the needed material, equipment, supplies, and other resources
       • 2.7 Risk register: Identifies individual risks that can impact equipment, materials, or supplies.
     • .3 Work performance data
       • Contains data on project status such as the number and type of resources that have been used.
     • .4 Agreements
     • .5 Organizational process assets
       • Include: Policies regarding resource control and assignment, Escalation procedures for handling issues within the performing organization, and Lessons learned repository from previous similar projects.
   • .2 Tools & Techniques
     • .1 Data analysis
       • 1.1 Alternatives analysis: Analyzed to select the best resolution for correcting variances in resource utilization
       • 1.2 Cost-benefit analysis: Helps to determine the best corrective action in terms of cost in case of project deviations.
       • 1.3 Performance reviews: Measure, compare, and analyze planned resource utilization to actual resource utilization.
       • 1.4 Trend analysis: Examines project performance over time and can be used to determine whether performance is improving or deteriorating.
     • 2 Problem solving
       • The project manager should use methodical steps to deal with problem solving, which can include
         • 1. Identify the problem. Specify the problem. 2. Define the problem. Break it into smaller, manageable problems. 3. Investigate. Collect data. 4. Analyze. Find the root cause of the problem. 5. Solve. Choose the suitable solution from a variety of available ones. 6. Check the solution. Determine if the problem has been fixed.
     • .3 Interpersonal and team skills
       • 3.1 Negotiation.
         • for additional physical resources, changes in physical resources, or costs associated with the resources.
       • 3.2 Influencing
         • Help the project manager solve problems and obtain the resources needed in a timely manner
     • .4 Project management infor mation sy stem- PMIS
   • .3 Outputs
     • .1 Work performance information
       • includes information on how the project work is progressing by comparing resource requirements and resource allocation to resource utilization across the project activities.
     • .2 Change requests
     • .3 Project management plan updates
       • 3.1 Resource management plan: Is updated to reflect actual experience in managing project resources.
       • 3.2 Schedule baseline: Changes to the project schedule may be required to reflect the way project resources are being managed.
       • 3.3 Cost baseline: May be required to reflect the way project resources are being managed.
     • .4 Project documents updates
       • INCLUInclude updates are: Assumption log, Issue log, Lessons learned register, Physical resource assignments, Resource breakdown structure and Risk register.

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